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Argyll and Bute Council Carbon Management Programme
Carbon Management Plan working with
Argyll and Bute Council
Carbon Management Programme
Carbon Management Plan (CMP)
Date: 31 March 2009
Version number: 1
Owner: Sandy Mactaggart
Approval route: Council Executive
Approval status: Council Executive consideration 21 May 2009
Cover photograph illustrates the range of natural resources (e.g. wood, wind and wave) available within the area.
Argyll and Bute Council Carbon Management Programme
Carbon Management Plan working with
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Contents
Foreword from Sally Reid, Chief Executive Argyll & Bute Council 4
Foreword from John Semple, Chair of Environment Policy & Performance Group (PPG) and Member Sponsor 5
Foreword from the Carbon Trust 6
Management Summary 7
1 Introduction 8
2. Carbon Management Strategy 9
2.1 Context and drivers for Carbon Management 9
2.2 Our low carbon vision 10
2.3 Strategic themes 10
2.4 Targets and objectives 11
3 Emissions Baseline and Projections 13
3.1 Scope 13
3.2 Baseline 14
4 Carbon Management Projects 16
4.1 Rationale for Project Identification 16
4.2 Existing projects 18
4.3 Planned / funded projects 19
4.4 Projected achievement towards target 19
5. Carbon Management Plan Financing 21
5.1 Assumptions 21
5.2 Benefits / savings quantified and un-quantified 22
5.3 Additional resources 22
5.4 Financial costs and sources of funding 23
6 Actions to Embed Carbon Management in Your Organisation 25
6.1 Corporate Strategy embedding CO2 saving across your organisation 25
6.2 Programme Management bringing it all together effectively 25
6.3 Responsibility being clear that saving CO2 26
6.4 Data Management measuring the difference, measuring the benefit 26
6.5 Communication and Training ensuring everyone is aware 27
6.6 Finance and Investment the money to match the commitment 28
6.7 Policy Alignment saving CO2 across your operations 29
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7 Programme Management of the CM Programme 30
7.1 The Programme Board strategic ownership and oversight 31
7.2 The Carbon Management Team delivering the projects 32
7.3 Succession planning for key roles 32
7.4 Ongoing stakeholder management 32
7.5 Carbon Management Programme - Risk Register 33
7.6 Annual Progress Review 33
Appendix A: Carbon Management Matrix Embedding 34
Appendix B.1 - Summary of CMP Initial Business Cases 35
Appendix B.2 - Exemplar IBCs 38
Appendix C: Carbon Management Programme 57
Appendix D: Carbon Management Programme - Risk Register 58
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Foreword from Sally Reid, Chief Executive Argyll & Bute Council The Council has identified action to tackle climate change as a key strategic outcome within
or 2009-12 and has put in place targets for the reduction in the greenhouse gas emissions established through the development of the Carbon
Management Plan (CMP).
brought together existing initiatives along with a series of new projects developed during the CMP planning process into a single coherent plan.
I would like to express my appreciation to the Carbon Trust for their support in the development of CMP, which has raised Member and staff awareness of the issues and risks associated with global warming, and has provided the Council with the platform to tackle climate change effectively.
I am confident that the Council can reduce green house gas emissions by harnessing the imagination, commitment and innovation of our staff, and through the deployment of smart, well researched and reliable technologies which complement and maximise the fantastic opportunities afforded by our weather, landscape and seascape within Argyll & Bute
Sally Reid Chief Executive Argyll & Bute Council
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Foreword from John Semple, Chair of Environment Policy & Performance Group (PPG) and Member Sponsor
Argyll & Bute is a challenging place to live. Over the centuries our ancestors have developed the unique communities we call home by using the natural assets available locally in order to survive: seas, forests, peatlands, machrie, hillside, farmland, rivers, lochs and coastline; the unique characteristics of the local environment has lent attributes to support our communities.
c location makes our climate and weather patterns key to the way we
so keeps land temperatures higher, winter seasons are shorter, rain is generally less than other parts of The Highlands and the sun shines more. We owe much of what has been achieved here to our temperate climate. The Challenges which face our communities in the decades to come will be dictated to, not by the way we use our natural assets, but by how we are affected by Climate Change.
Photograph of recent landslip at Rest and Be Thankful, Argyll the result of high levels of rainfall.
While there are still some who believe it to be a Hollywood invention, Enhanced Global Warming; the cause of Climate Change, is a scientific fact. Climate Change will affect the viability of our communities in the future; from extreme weather events to rising sea levels, the degree of severity can only be estimated against what steps the Global Community takes to reduce Climate Change, doing nothing is inconceivable. Countries all over the world are mobilising, from Government Policy down to community and individual actions. The main
Global Warming. The most common to come from human activity is Carbon Dioxide.
reducing our use of fuels which emit Carbon Dioxide; oil based fuel such as gas, heating oil or petrol, or coal and peat. We can reduce our emissions either by switching to a greener fuel, being more efficient in our use of fuel, or stopping the activities which use fuel. We can all do our bit by switching off, turning down or leaving the car at home, and in doing so saving on our bills. Argyll & Bute Council is also doing its bit. I am pleased to be associated with this Carbon Management Plan - it shows good all-round benefits for the people of Argyll & Bute as tax payers as well contributing to the global effort which, if successful, will protect our communities from Climate Change.
Councillor John Semple
Argyll and Bute Council Carbon Management Programme
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Foreword from the Carbon Trust
Cutting carbon emissions as part of the fight against climate change should be a key priority for local authorities - it's all about getting your own house in order and leading by example. The UK government has identified the public sector as key to delivering carbon reduction across the UK inline with its Kyoto commitments and the Public Sector Carbon Management programme is designed in response to this. It assists organisations in saving money on energy and putting it to good use in other areas, whilst making a positive contribution to the environment by lowering their carbon emissions.
Argyll and Bute Council was selected in 2008, amidst strong competition, to take part in this ambitious programme. Argyll and Bute Council partnered with the Carbon Trust on this programme in order to realise vast carbon and cost savings. This Carbon Management Plan commits the organisation to a target of reducing CO2 by 20% by 2014 and underpins potential financial savings to the organisation of around £0.8 Million per annum.
There are those that can and those that do. Public sector organisations can contribute significantly to reducing CO2 emissions. The Carbon Trust is very proud to support Argyll and Bute Council in their ongoing implementation of carbon management.
Richard Rugg
Head of Public Sector, Carbon Trust
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Management Summary
from the Carbon Trust. The Carbon Management Plan has for the first time quantified the for financial year 2007/8.
The Council has identified a challenging but achievable target to reduce its carbon emissions by 20% by March 2014.
Programme for 2009 -12, which for an investment of approximately £2.5M of capital and revenue, has the potential to deliver a projected annual reduction of 2,500 tonnes of carbon
3 year period the Carbon Management Plan projects annual revenue savings of approximately £800K with an average payback period for projects of 4.3 years.
The Carbon Management Plan has established a Carbon Management Board and Programme Team which has within 6 months successfully developed the 3 year investment programme. This programme, founded on the appraisal of Initial Business Cases, has brought together a number of diverse and inter-departmental initiatives and activities to tackle climate change within one coherent plan.
The Council considered the programme within the 2009/10 Budget Process and has approved both the programme and the allocation of staff and financial resources subject to Business Case assessment.
The development of the Carbon Management Programme from 2009 onwards will be a dynamic process. To be successful and sustainable, the Council must prove competent and creative in developing future opportunities and delivering on specific project objectives. Underpinning the programme Cases and Risk which will inform future Council decision making and the allocation of finance and resources.
The Council recognises that it in order to achieve the strategic outcomes identified within its Corporate Plan it must embrace organisational and behavioural change which will require a careful balance between if maximum benefits are to be achieved.
The Council has put in place a robust system of Performance Reporting and Programme Governance to support the Carbon Management Programme through the annual and quarterly reporting cycle to the Strategic Management Team and the Environmental PPG which will both advocate and scrutinise strategic direction, policy and performance.
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1 Introduction
th January 2007 and has subsequently progressed a number of initiatives to tackle aspects of climate change and address the requirement to reduce green house gas emissions. These initiatives which range from energy management to staff travel have largely been undertaken as departmental programmes which have been conducted without reference to a Corporate framework. There is an ever growing body of environmental awareness within the Council and recognition from Members and staff that more can be achieved to tackle climate change both on a strategic and on a daily practical level. Before joining the Carbon Trust Local Authority Carbon Management (LACM) Programme in May 2008, the Council had not compiled an accurate assessment of its greenhouse gas emissions and had not set any meaningful targets to reduce the impact of its emissions on the environment. In joining the programme the Council agreed the following project objectives with the Carbon Trust in which were all successfully completed to programme:
Project Plan completed and approved by the Programme Board and signed off by the Programme Sponsor by 10th July 2008.
carbon emission baseline established Sept 2008
Set targets for reducing these emissions Sept 2008
Identify opportunities to reduce emissions and attain target reductions Sept 2008
quantify anticipated emissions and cost savings and determine capital investment required Oct 2008
Appraise Business Case outcomes to determine priority projects Nov 2008.
Establish a programme to deliver emissions and cost savings Nov 2008
agement Plan for approval by the Programme Board and signed off by the Programme Sponsor by 31st March 2009.
PPG and the Council 21 May 2009.
The LACM has provided the focus for integrating existing programmes and initiatives within one Corporate Programme. The LACM programme has been built up from the bottom with the current 3 year programme of projects which captured the ideas put forward by key con keholder Partners at the initial Ideas Workshop.
guidance with projects selected for inclusion within the programme evaluated against the appraisal criteria: IMPACT, AFFORDABILITY, and DELIVERABILITY & RISK.
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2. Carbon Management Strategy
The Council has recognised the importance of tackling climate change and has identified it as a Strategic Outcome within the Corporate Plan for 2009-12. The long term Carbon Management Strategy is simple; the Council must manage and reduce its future emissions to achieve reductions targets within defined time frames and seek to achieve greater levels of excellence beyond. The positive outcomes which are derived from this strategy include reducing current revenue costs, mitigating future financial risk from rising energy costs, reducing dependency on diminishing fossil fuels, controlling environmental risk exposure and ensuring compliance with all statutory obligations in force. The vehicle which will deliver these strategic outcomes is a sustained Carbon Management Programme, founded on competent Business Case and Risk Management principles, which targets the following areas:
Organisational behaviour & change management
Technical, procurement and energy saving solutions
Transport & travel
Renewable energy technologies as:
o Energy sources, and;
o Sources of income generation to offset energy costs
Argyll & Bute Council is well placed amongst Scottish Local Authorities to harness the opportunities for developing renewable technologies which can take advantage of local natural resources and weather conditions to reduce future carbon emissions, and to benefit its communities by offsetting energy costs from installing renewable energy technologies.
2.1 Context and drivers for Carbon Management
-2012 and beyond is set out below:
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2.2 Our low carbon vision
Our Vision is to:
gas emissions by harnessing the imagination, commitment and innovation of our staff and the deployment of smart, well researched and reliable technologies which complement and maximise the fantastic opportunities afforded by our weather, landscape and seas
2.3 Strategic themes
Key strategic themes are:
Political & managerial commitment, zeal and will to work over the long term to reduce greenhouse gas emissions.
The procurement, development and the retention of:
o Engineering and technical skills which can deliver energy saving and renewable energy projects and solutions.
o Project Development, Business Case Development and Project Management skills to deliver the Carbon Management Programme.
o Organisational behaviour and change management skills:
Communications skills which effectively engage with staff at an appropriate level and which positively alter staff perception and behaviour in favour of reducing green house gas emissions
Communications Campaigns must be consistent, sustained but remain fresh over the Long Term.
management processes to shape and change behaviour, and the commitment to manage effective change with interventions as required.
and/or property upgrade projects to minimise future green house gas emissions and utility costs in line
.
The development of effective partnerships with stakeholders within the private and public sector (e.g. NHS Highland) and within our communities who can lever in finance, resources, community vigour & commitment and expertise to assist with the delivery of our strategic aims.
cil operations where it can achieve a - Islay. These areas can
be used to galvanise community involvement and to help engender and sustain ions.
Eco Blingmeaningful reductions in carbon emissions or energy savings.
Supporting the Curriculum For Excellence within Argyll & Bute schools.
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In establishing the Carbon Management Programme the Council has set the following Targets and Objectives:
2 emissions by 20% by March 2014, using financial year 2007/2008 as a base-li 2 emissions year on year.
efforts or renewables implementation, by 12% by March 2014; using financial year 2007/2008 as a base-line.
For an investment of approximately £2.5M of capital and revenue, deliver a projected annual reduction of 2,500 tonnes of carbon emissions; equivalent to a reduction of 10% in
arbon Management Programme.
decision making processes, particularly in terms of Asset Management, future capital decision making and procurement.
Embed the process of annual project identification and development through options appraisal to IBC stage
Develop, in conjunction with Strategic Finance a set of evaluative criteria reflective of the within future
capital planning and business case guidance.
Encourage workforce involvement in the identification of opportunities for carbon reduction projects and the implementation of actions.
Raise the environmental profile of the Council.
Lead by example and encourage partners and the wider community to make changes to reduce carbon emissions.
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3 Emissions Baseline and Projections
3.1 Scope
The following areas represent the sources of emissions which form the basis of Argyll and Bute CouncManagement Programme:
Energy Consumption in Council occupied buildings (arising from Council owned and tenanted premises).
Energy Consumption by street-lighting.
Fleet vehicle fuel consumption
Employee Business Travel.
Waste Management (arising from Council owned and tenanted premises).
The initial scope is believed to include the most prominent sources of emissions and also those in which the Council can exert greatest influence.
In addressing these sources of emissions, examples of specialist areas of activity which will also fall within the scope of the Carbon Management Programme are:
Procurement.
Information Technology.
Construction projects New and Refurbishment.
Working practices e.g. homeworking; business travel, use of video conferencing etc.
Human Resources
The following areas represent the sources of emissions which are not initially proposed to be covered within the scope of the Carbon Management Programme (but may be included in the near future):
Water Consumption in Council occupied buildings (arising from Council owned and tenanted premises).
Employee Home-Work-Home Travel.
Ferry/Air Business Travel.
These topics have not been included in the initial scope, primarily as improvements need to be made in terms of data collection to establish a robust emissions baseline. Also, it could be
addressing the areas of greatest impact.
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The scope of the Carbon Management Programme is not exhaustive and will be continually re-assessed over the duration of the programme.
3.2 Baseline
Argyll and Bute Council have set the Carbon Management Programme baseline year to financial year 2007/2008, which ran from 1st April 2007 to 31st March 2008.
The emissions factors, the source of this information and the charging matrix that has been employed in this Carbon Management Plan is summarised in Table 3.2.1.
Table 3.2.1 Summary table of emissions factors and fuel costs applied to baseline emissions (costs reflect market prices around November 2008)
Source
Baseline Cost
Rates Utilised
Baseline Emissions
Factors Utilised
Source of Emissions
Factors
Buildings Oil £0.48/litre 0.251kg CO2/kWh www.defra.gov.uk
Buildings Gas £0.03/kWh 0.185kg CO2/kWh www.defra.gov.uk
Buildings Electricity £0.12/kWh 0.523kg CO2/kWh www.defra.gov.uk
Buildings Wood £0.02/kWh 0kg CO2/kWh www.ipcc-nggip.iges.or.jp
Buildings Heat (Wood) £0.04/kWh 0kg CO2/kWh www.ipcc-nggip.iges.or.jp
Buildings Water (inc sewerage) £1.93/m³ 0.404kg CO2/m³ www.defra.gov.uk
Unmetered Electricity* £0.11/kWh 0.523kg CO2/kWh www.defra.gov.uk
Fleet Transport £0.85/litre 2.63kg CO2/litre www.defra.gov.uk
Business Travel £0.218/km 0.21kg CO2/km www.defra.gov.uk
Waste (Council Buildings Only) £110/tonne 447kg CO2/tonne www.defra.gov.uk
*Unmetered electricity generally consists of street lighting.
It should be noted that, occasionally in fuel contract negotiations, Argyll and Bute Council procures electricity from renewable sources. Any electricity procured in this manner is deemed still to come from the National grid and Argyll and Bute Council will continue to apply the DEFRA/Carbon Trust recommended emissions factors.
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Table 3.2.2 Summary table of emissions for baseline year 2007/2008
Source Baseline Cost £ % Cost
Baseline
Emissions
CO2
Tonnes CO2 %
Buildings Oil 853,090 12.0 4,767 18.0
Buildings Gas 445,062 6.3 2,744 10.4
Buildings Electricity 2,361,171 33.2 10,290 38.8
Unmetered Electricity* 653,245 9.2 3,106 11.7
Fleet Transport 871,012 12.2 2,695 10.2
Business Travel 1,588,326 22.3 1,510 5.7
Waste (Council Buildings Only)** 339,516 4.8 1,379 5.2
TOTAL BASELINE 7,111,422 100.0 26,491 100.0
*Unmetered electricity generally consists of street lighting.
**Waste generated from Council buildings estimated to be 7.6% of total sent to landfill
Figure 3.2.3 Summary of emissions (CO2 tonnes) for baseline year 2007/2008
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4 Carbon Management Projects
4.1 Rationale for Project Identification
Initially, a target CO2 emissions reduction of 20% in 5 years did not seem to be particularly ambitious when compared to targets being set by other public bodies participating in the Local Authority Carbon Management Programme (LACM6). It soon became clear however, when compiling the initial list of carbon reduction projects, that it would need a significant amount of resource and creativity to achieve a target reduction figure of 5,298 tonnes CO2 inside the 5 years. Achieving further targets beyond this level would represent an even more daunting challenge.
From Table 3.2.2 in Section 3.2, Baseline , it is clear that there are a number of areas that should offer an initial approach for the Council:
Building energy use accounts for approximately two thirds of the baseline CO2 emissions.
Building heating systems represent a large portion of buildings energy use.
Heating oil represents 18% of the emissions baseline; oil which is a diminishing resource is delivered by road and can represent a major environmental and financial headache when leaks occur.
Electricity use in Buildings accounts for almost 40% of the emissions baseline and when added to electric use by street-lighting, this figure rises to approximately 50%.
Business mileage accounts for only about 6% of the emissions baseline, but accounts for in excess of 20% of the overall baseline financial cost.
property upgrade office rationalisation projects in Helensburgh and Oban.
Conduct assortment of building energy efficiency projects.
Convert wet heating systems fuel type from oil/electric to Biomass/gas.
Consider electric generation opportunities.
Reduce business mileage (financial case strong).
Furthermore, the issue of security of fuel supply is considered to be one of some importance. Continued use of fossil fuels maintains a reliance on a diminishing resource and the basic economics of supply and demand will presumably drive pricing levels to uneconomic (or unsustainable) levels. For Argyll and Bute Council, this focuses attention on our ongoing use of heating oil and gas whilst continued investment in oil heating systems is not considered to be prudent, oil to gas conversions have been proposed for a limited selection of sites as these fairly straightforward projects offer a carbon saving of around 25% and a quick return on investment. Although electricity generation on the National Grid is heavily reliant on fossil fuels, it is not thought that there will be security of supply issues as there are reasonable prospects that the Grid electricity mix could gradually move to alternative fuel sources e.g. greater reliance on renewable and nuclear power.
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locally sourced and sustainable option, which also provides the local economy with economic, social and environmental benefit.
The financial and staffing resource required to deliver the Carbon Management Programme is considerable. Both are covered elsewhere in this document, but it is necessary to consider their impact on project priorities in this section. It is not proposed that traditional capital expenditure be pursued to fund the carbon management initiatives. Instead, a cocktail of funding which is being proposed this will involve use of revenue budgets, existing energy/utility efficiency budgets and Prudential
B it will be necessary to try to identify those projects that offer both a solid reduction in carbon emissions whilst offering as short a payback as possible (such that the funding available is not tied up for long periods of time, thereby limiting future programme progress).
Likewise, staffing resources are finite and it will be necessary to try to identify those projects that offer a solid reduction in carbon emissions without bogging down the limited human resources available.
Therefore, the .
Additional considerations which can influence the priority of any particular project include the following:
Where short term capital investment would be required in any event, due to plant/equipment etc approaching the end of their natural/useful life cycle.
To address key drivers associated with the Carbon Reduction Commitment or other appropriate legislation if it is extended to include Argyll & Bute.
Grant funding availability; many renewable projects could conceivably benefit from 100% feasibility funding and up to 50% towards the capital investment.
While there will be a few exceptions to the rule e.g. experimentation with new technologies to offer learning/curricular opportunities and to inform future business cases, the fundamental criteria which will be used to determine project priority are: Impact, Affordability, and Deliverability & Risk.
In terms of IBC and OBC evaluation, the availability of grant funding will significantly affect the viability of projects.
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4.2 Existing projects
The following projects are either underway or have been completed since the emissions baseline year.
Table 4.2.1 Existing Projects
Ref Project Lead Cost £ Funding Source
Human Resources Staff Weeks
Annual Saving Pay back
% of Target
Year £ CO2
BC1 Rothesay Pool Oil to gas fuel conversion
B Roberts
38,922 Utility Fund
1 5,658 33 6.9 0.63 2009/2010
BC43 NPDO Schools employment of a specialist energy consultant to ensure adoption of best practice
D Logan
10,000 NPDO Project
4 26,500 141 0.4 2.66 2009/2010
BC60 Rothesay Community Education Centre Electric to Gas Heating Conversion
W Luke
9,000 Capital/Utility Fund
1 1,200 7 7.5 0.13 2009/2010
BC61 Toward Primary School Installation of pv system*
P Gillies
1,000 Utility Fund
0.5 825 4 1.2 0.07 2009/2010
BC62 Drumlemble Primary School Installation of pv system*
P Gillies
1,000 Utility Fund
0.5 825 4 1.2 0.07 2008/2009
*Toward/Drumlemble photo-voltaic projects substantially grant funded
The table columns are described in more detail below.
Reference a unique reference for reporting purposes that corresponds to the initial business cases in Appendix B.
Project - short title for the project.
Lead the individual or team that will lead/own the project.
Cost £ total implementation cost (excludes staff costs but includes consultancy support).
Funding Source details the funding source which then determines whether capital or revenue investment and whether borrowing is required.
Human Resources estimated amount of staff time (in weeks) that will need to be afforded to this project.
Annual savings financial (£) and CO2 (tonnes)
Payback (years) the overall implementation cost divided by the annual saving.
% of target the percentage of your CO2 saving target that this project will annually contribute.
Year the first financial year this project will begin to deliver a CO2 saving.
Each project is described in more detail in Appendix B, making use of the unique reference numbers.
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4.3 Planned / funded projects
The list of Projects at Appendix C were considered and approved by the Council as part of the Budget process for 2009/10. An up to date list of projects under current consideration is summarised within Appendix B1. Exemplars of the IBCs approved by the Programme Board are at Appendix B.2.
In developing the IBCs the Programme Team utilised fuel prices and energy costs from around 1st November 2008. Each project taken forward from IBC stage will require a Final Business Case (founded on current and projected fuel and energy costs) to be developed and approved by the Programme Board before proceeding to implementation/construction.
4.4 Projected achievement towards target
Table 4.4.1 and figure 4.4.2 below portray the total carbon emissions pertaining to the initial scope of the Carbon Management Programme (Years 1-3) for Argyll and Bute Council.
Furthermore, the figure (pie chart) and table give an indication of the anticipated CO2 reduction levels in percentage terms that are expected to be attained through projects/processes already identified and also displays the level of emissions that remain to be identified/addressed over the remaining period of the initial five years of the Carbon Management Programme.
Table 4.4.1 Carbon Emissions Reduction Projection
Carbon Emissions
(%)
Value at Stake (£)
CO2 Emissions (Tonnes)
Carbon Emissions Balance 80% 5,689,138 21193
Carbon Emissions Target (Year 1-3)
- Projected Reduction 9.7% 689,808 3102
Carbon Emissions Target - Projected Shortfall (Years 4-5)
10.3% 732,764 2156
TOTAL 100% 7,111,422 26491
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Figure 4.4.2 Carbon Emissions Reductions Projection
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5. Carbon Management Plan Financing
5.1 Assumptions
It has been necessary to make a number of assumptions in the preparation of the Carbon Management Plan. Specific to financing of the Plan, the following assumptions should be borne in mind:
Gas and electricity costs are volatile. As such, the financial component of a business case can be rendered obsolete in a matter of days. As of January 2009, the largest extent of the pricing of gas and electricity for Argyll and Bute premises was known for financial year 2009/2010. Any new business cases will reflect these rates and any existing business cases have been revised to reflect these rates. The greater the project payback, then the greater the exposure will be to fluctuating prices beyond that of gas and electricity already procured.
Heating Oil and Vehicle Fuel costs are volatile. As above, the financial component of a business case can be rendered obsolete in a matter of days. Current fuel supply contract arrangements link heating oil and vehicle fuel pricing to reflect market conditions on an ongoing basis. To maintain some consistency across the full range of business cases, an assumption has been made as to the price of heating oil and vehicle fuel. This is obviously a matter of conjecture, but for the purpose of business case evaluation, it has been assumed that heating oil is delivered at 50p/litre and vehicle fuel at 85p/litre. Any new business cases will reflect these rates and any existing business cases have been revised to reflect these rates. The greater the project payback, then the greater the exposure will be to fluctuating prices.
A number of fuel conversion projects are contained within the Carbon Management Plan. Where Oil to gas conversions are proposed, it is assumed, that in the longer term oil prices will continue to exceed that of gas by an attractive margin. It should be noted that although market prices for different fuels tend to follow similar trends, situations could arise whereby both unfavourable or favourable differentials could arise e.g. conflicts in the Middle East affect oil production and/or political differences between Ukraine and Russia affect gas supplies etc.
Where feasibility studies are proposed, it has been assumed that the projects will be viable and as such have been included as Carbon Management projects.
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5.2 Benefits / savings quantified and un-quantified
A shopping basket of carbon reduction projects has been identified. The projects vary dramatically in terms of human resources required, financial resources required, financial return, carbon emissions reduction and risk etc.
Table 5.2.1 provides a summary of projects which have been identified in the initial stage of the Carbon Management programme and have notional benefits/savings quantified.
Table 5.2.1 Projected Annual Carbon and Financial Savings
2008/09 2009/10
Year 1
2010/11
Year 2
2011/12
Year 3
2012/13
Year 4
2013/14
Year 5
Annual cost saving
0 £137,984 £536,783 £793,303 Note * Note *
Cumulative annual cost saving
0 0 £674,766 £1,468,069 - -
Annual CO2 saving (tonnes)
0 337 1,243 2,574 - -
Cumulative annual CO2 saving (tonnes)
0 337 1,580 4,154 - -
% of Annual target achieved
0 1.3% 4.7% 9.7% - -
Note * - The Carbon Management Programme has been developed for 2009-12. Future projects for 2012 (and associated CO2 and revenue savings) will be developed within the annual planning and budgeting cycle.
In addition to quantifiable benefits, there are also benefits derived from the programme which are much more difficult to evaluate. These include:
Corporate reputation
Socio-economic factors
Reducing exposure to fossil fuel supply problems
Progress to Carbon Reduction Commitment (CRC) objectives
5.3 Additional resources
It is clear that the Carbon Management Plan offers tremendous opportunity to Argyll and Bute Council. There is however the need to identify staffing resource who possess the skills, knowledge and capacity to fully support the programme and ensure project delivery.
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Table 5.3.1 below provides an indicative assessment of the dedicated staffing resources that will need to be secured to support the delivery of the programme. In some cases, the staffing resource will not be additional as existing personnel may be able to absorb project works into their existing activity, but it is recognised that the Council will have to procure technical skills and resource capacity.
Table 5.3.1 Projected Staffing Resources Required to deliver the Carbon Management Plan
2009/10 2010/11 2011/12
Total (Staff Weeks) 95 81+ 19+
+ It is expected that additional staff weeks will be required to develop/manage new projects identified within Years 1 & 2 and beyond
Generally, the staff time identified above relates to input to deliver particular projects and not that to maintain the programme over a longer term. As a very crude measure, an indicative staff requirement of 2-3 members of professional staff time will be required to deliver the programme. Additional Technical & Project Management Resource As the Council does not possess the full extent of the requisite experience, technical expertise and staff capacity required, it is envisaged that the Council must establish what external Technical and Project Management resource it will require to assist with the development of projects from IBC through Feasibility to OBC stage, and then if approved, through the construction phase to project commissioning. Given that the public sector is scarred by a number of renewable projects which have failed to deliver projected savings or have been struck by technical difficulties, it is essential that the Council approaches the procurement of external resource through a structured and progressive process to identify successful technologies and successful companies/consultants who are leaders in this field. Initial discussions with NHS Highland in early 2009 have identified the scope for a potential joint procurement exercise to determine external companies and consultants who possess the requisite technical expertise and track record of successful project delivery which will be required to support renewable energy projects in particular.
5.4 Financial costs and sources of funding
The Carbon Management Plan has developed a programme of projects which have been subject to a process of Initial Business Case evaluation. The projects identified within the approved programme for 2009-12 are all assessed as self funding projects; through revenue savings achieved to support prudential borrowing for capital investment or for direct revenue funding of projects.
The Carbon Management Plan and Carbon Management Programme will be funded on robust
Planning Guidance and financial standing orders.
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Projects within the Carbon Management Programme for 2009-12 were considered by Members and approved as part of the Budget Process for 2009/10.
The Carbon Management Programme is at Appendix C. The programme identifies project funding from: CEEF, Prudential Borrowing, Utility Fund and Revenue.
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6 Actions to Embed Carbon Management in Your Organisation
The Carbon Management Embedding Matrix at Appendix A provides an assessment of how firmly Carbon Management is embedded within the Council. Given that Argyll & Bute joined the LACM programme in 2008, the initial assessment is very encouraging at this stage; with the Council scoring above the midpoint for the majority of criteria. The areas which the Council currently is weak in are Communications & Training and Policy Alignment. Table below provides a summary of the position.
Score (1-6)
Corporate Strategy
Programme Management
Responsibility Data Management
Communication and Training
Finance & Investment
Policy Alignment
2008/9 4 4 4 4.5 2 3.5 2
The weakness in Communication & Training will be addressed by the Programme Board and project Team in Year One through the development and implementation of the associated Initial Business Case.
The weakness in Policy Alignment will be addressed through the Environment PPG.
6.1 Corporate Strategy embedding CO2 saving across your organisation
The Council has identified tackling climate change as the first of its 14 Strategic Outcomes within its Corporate Plan for 2009-12, which is at Section 2.1. The Council has specifically identified a 3 Year Target carbon saving of 9.7% within the Corporate Plan, and a 5 Year target of 20% identified within the Carbon Management Plan which will be approved by the Full Council in April 2009.
The Carbon Management Programme Board will be responsible for taking forward and developing mechanisms to embed CO2 savings within the wider Council through the Carbon Management Programme and will consider proposals within Year One for the establishment of Departmental and Service targets.
The Environment PPG has directed that the Carbon Management Programme Board develop a framework to assess and calculate the impact upon green house gas emissions as part of standard Corporate and Service decision making processes in Year One.
6.2 Programme Management bringing it all together effectively
Programme Management, Governance and the Budget Process are covered in Section Seven of this Plan.
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6.3 Responsibility being clear that saving CO2
In introducing and developing the Carbon Management PIan, the Member Sponsor, the Programme Sponsor and the Programme Leader were responsible for both raising the
issues and risks related to climate change and for ensuring that Members considered the requirement to tackle climate change within the development of the Corporate Plan. The Council has approved the Carbon Management Plan and has established the requirement to tackle climate change within its Corporate Plan and has identified 3 and 5 year targets for savings in green house gas emissions.
to embed responsibility and commitment across the Council at all levels. In broadening responsibility across the organisation, a structured programme will be established by the Programme Team, which will be guided by the Programme Board and referred to the Strategic Management Team and Council committees as appropriate.
In Year One, the focus will be upon identifying key staff members who have responsibilities for the day to day operation of assets (property and vehicles) who can effect carbon savings reductions. Examples of key staff will be Janitors, Caretakers, HGV drivers and Leisure Duty Officers. A programme of training, supported by post training audits will be put in place which will target this key group of staff.
The development of an effective Communication & Training Plan will take this Year One objective forward as outlined at Section 6.4. In the medium term, options which can be considered will include:
engagement at the local level this can double the effectiveness and longevity of your awareness campaigns.
The inclusion of specific carbon saving responsibilities in relevant job descriptions, e.g. Heads of Service.
The use of carbon saving objectives for staff as part of their performance development reviews.
6.4 Data Management measuring the difference, measuring the benefit
Argyll and Bute Council Energy Team possess a Stark Energy Management monitoring and targeting system.
with the following utility consumption and cost information:
Gas
Half Hourly Electricity
Non Half Hourly Electricity (work in progress)
Heating Oil
Water (work in progress)
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and it is this process that ensures easy access to the key data. Once populated, the Stark system can be used to generate a system of regular and appropriate carbon management reports. It is proposed that the Stark system be expanded further in scope to incorporate information pertaining to the following:
Staff Business Mileage
Fleet Vehicle Fuel Use or Mileage
Buildings Waste
Street-lighting
Ferry travel, air travel, commuting etc (future)
In this case, it is necessary to ensure a regular flow (monthly proposed) of accurate information from a variety of sources to the Energy Team such that the Stark system can be updated. The Energy Team will be responsible for the monitoring of carbon emissions and the targeting of carbon savings projects. A selection of carbon management reports will be circulated by the Energy Team to a variety of interested parties. This will vary between a quarterly and an annual basis depending on the particular report and the audience it is intended for.
The availability of the Performance Management System (Pyramid) and this will, in turn, provide the platform for recording progress in the delivery of energy saving and carbon reduction projects. The Annual Progress Review Report will be reported to the Council Executive, Environmental PPG and SMT.
6.5 Communication and Training ensuring everyone is aware
From the launch of the Carbon Management Programme in June 2008, the programme has achieved prominent visibility at Member level through the Environment PPG, and through the consideration of the Business Case for energy saving projects developed as part of the
Change programme in December 2008 - February 2009. There is a satisfactory level of awareness at senior and middle management level of the programme, which has built upon the initial splash wit in June 2008, through well supported workshop sessions (30 staff) held in September and as evidenced by the number of suggestions received from staff members and from Councillors in the development of the programme to date. In addition, the CMP has been presented to the Community Services Departmental Management Team, the Operational Services Departmental Management Team and the Operational Services Management Seminar (circa 50 3rd & 4th tier managers), which covers the majority of managers within the Council who have property and vehicle fleet responsibilities.
The CMP has been considered by the Strategic Management Team and has been built into
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The focus of the initial communication exercise (Member and management engagement) can therefore be considered to have been successful to date. Without survey information, it is not possible at this stage to assess whether the introduction of the CMP has penetrated beyond Member and management levels into the wider Council operation, but as no targeted campaign has been put in place, whilst staff may well have heard of the CMP and be aware of its broad principles, it is unlikely that awareness goes much beyond that.
The Carbon Management Programme is a long term programme, it is essential therefore that the Communication & Training programme which will support the CMP is also a long term and sustained programme. It must be recognised that there is a risk of cynicism and negative perception from staff if a campaign is put in place which is of poor quality, trite or banal. The Awareness Campaign and Training Programme require to be sustained over a 5 year period with the same messages delivered in fresh, innovative, forceful and sophisticated manner to keep staff motivated and engaged.
To plan, structure and resource a long term sustained and effective campaign will require further research and support from partners (Carbon Trust & Energy Savings Trust) and other Local Authorities who have run awareness programmes (successful or otherwise) to date. The development of the long term programme is seen as a major challenge for the Programme Board in Year One.
Whilst the long term programme is key to the long term support of the CMP, it will be possible in Year One to put in place specific targeted measures which can raise awareness amongst key operational staff that can affect energy use. In Year One it is intended to target the following operational staff:
Leisure Staff
School Janitors and Janitor/Cleaners
HGV drivers
Staff training sessions have been arranged for Leisure Staff through the Energy Savings Trust, and a programme of training for school janitors and janitor/cleaners is programmed for
training undertaken on a one-one basis to reinforce key messages and actions.
As the CMP brings together a number of existing initiatives under one programme, the Programme Board must consider the opportunities which exist to integrate the awareness work and training programmes being undertaken through Eco Schools, Alienergy, GRAB & Recycling to ensure consistency o for the Council.
6.6 Finance and Investment the money to match the commitment
This factor is covered in Sections Five and Seven of this Plan. The Carbon Management Plan has developed a programme of projects which have been subject to a process of Initial Business Case evaluation. The projects identified within the approved programme for 2009-12 are all assessed as self funding projects.
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The Carbon Management Plan and Carbon Management Programme will be funded on robust
Planning Guidance and financial standing orders.
6.7 Policy Alignment saving CO2 across your operations
The Scoring matrix at Appendix A hiof its policies relating to tackling climate change.
At present the Council has a number of different Services and external partners working on projects which advance recycling, energy efficiency, renewable energy and climate change awareness. The establishment of the Carbon Management Plan allows all of these different service and project areas to be focussed within the scope of the Carbon Management Programme.
In 2009-10, the Programme Board will sponsor the review of the scope, terms of reference, outcomes and the performance of internal Council services and external partner organisations it funds, and will, through the process of this review, establish the framework and timetable for the alignment of policy, planning and performance management to tackle climate change across the Council.
The Programme Board will also establish priorities for the review and alignment of existing Council policies which will include:
o Procurement sustainable procurement
o Capital projects energy / carbon whole life costing
o HR business travel and essential car users allowance
In April 2009, the Council will consider the Process For Change Business Case which includes a Procurement Theme. In developing the High Level Business Case, the Project Manager has included within the scope of the project the opportunities for making green house gas emission savings through strategic procurement policy.
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7 Programme Management of the CM Programme
The Carbon Management Programme governance and management structure is given below:
Programme Member Sponsor - Chair of Environmental PPG
Programme Sponsor - Head of Facility Services
Programme Leader - Energy Manager
Programme Board - Head of Community Regeneration
Programme Board - Senior Planning/Development Officer
Programme Board - Finance Manager (Operational Services)
Programme Board - Finance Manager (Community Services)
Key Programme Stakeholders are:
Chief Executive
Strategic Management Team Directorate
Environment PPG
Staff
Community Partners / Partners e.g. NHS, Alienergy
Funding Agencies
General Public
Strategic Management Team
(Directorate)
Programme Sponsor
(Head of Facility Services)
Programme Lead
(Energy Manager)
Progamme Board Environment PPG
Programme Team
Programme Team Line Management/
Stakeholders
Full Council
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7.1 The Programme Board strategic ownership and oversight
The Programme Board will meet every quarter to review performance and progress and will approve the development of future Carbon Management programmes in advance of the Annual Budget Process. The Programme Board consists of seven key staff members this includes the Programme Sponsor, Councillor Sponsor, Programme Leader and Finance
have a stake in reducing green house gas emissions and reducing revenue expenditure. The Programme Board will request that other key Council staff attend Programme Board meetings as appropriate. The Governance, Planning and Budget cycle which will support the continuation of the Carbon Management Plan is given below. This cycle will ensure that Carbon Management becomes embedded within the Coannual Corporate and Service Planning and associated budget process.
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The Programme Board will report on progress through the Programme Sponsor to the Strategic Management Team and the Environment PPG quarterly.
The Programme Board will report the Annual Progress Review to the SMT, Environment PPG
7.2 The Carbon Management Team delivering the projects
The Carbon Management Team will meet quarterly to review performance and progress - a month in advance of the Programme Board.
In Year One, the Carbon Management Team meetings will be initially chaired by the Programme Sponsor until the programme cycle is established; thereafter they will be chaired by the Programme Leader.
The Programme Team is responsible for the:
Execution of the Carbon Management programme and the delivery of projects
Performance Reporting through the Pyramid System)
Development of future programme options
Development of Initial Business Cases
Annual Performance Review
7.3 Succession planning for key roles
The Argyll & Bute Carbon Management Programme has identified the Carbon Management Board and Team by postholder rather than by individual. There is no succession plan in place other than key roles will be filled by the appropriate replacement postholder should a Board or Team member leave the Council.
7.4 Ongoing stakeholder management
The Governance, Planning and Budget Cycle provide the framework by which the Programme Board and Programme Team will engage with the following key stakeholders:
Chief Executive
Strategic Management Team Directorate
Environment PPG
The Carbon Management Programme Board will determine the framework by which the Programme will engage with the following stakeholders:
Staff
Community Partners / Partners e.g. NHS, Alienergy
Support Agencies e.g. Carbon Trust, Energy Saving Trust
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Funding Agencies
Consultants & contractors
General Public
7.5 Carbon Management Programme - Risk Register
The Carbon Management Programme Team will maintain a Programme Risk Register and Issues Log which will be reviewed by the Programme Board quarterly, and will be included within the Annual Progress Review. The Programme Risk Register dated 31 March 2009 is at Appendix D.
7.6 Annual Progress Review
The Carbon Management Programme Team will produce an Annual Progress Review Report for consideration by the Programme Board, SMT, Environment PPG and Council Executive as set out within the Governance, Planning and Budget Cycle identified at Section 7.1.
Pyramid Performance Reporting System.
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ravel
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APPENDIX B1 - Summary of Carbon Management Plan Initial Business Cases 2008/09
1. Rothesay Pool - Oil to Gas Fuel Conversion
2. Thomson Home, Rothesay - Oil to Gas Fuel Conversion
3. All Council Buildings - Re-lamping Best Practice
3.1 Option 1 - Expiry of Existing Lamps/Lights
3.2 Option 2 - Successive Programme of Building Re-Lamping (Highest Usage - Lowest
Usage)
4. Tiree High School - Renewable Opportunities for Heating
5. Islay High School/Bowmore PS - Oil/Electric to Biomass Conversion Feasibility
5.1 Islay High School/Bowmore PS - Oil/Electric to Biomass Conversion
6. Hermitage Primary School - Oil to Gas Fuel Conversion
7. John Logie Baird Primary School - Oil to Gas Fuel Conversion
8 Insulation Surveys to Key Community Services Properties.
8.1 Insulation programme Community Services properties - 11 properties
9. Insulation Surveys to all Shared Office, Leisure and Depots
9.1 Insulation Programme - 30 Properties
10. Oban High School - Oil to Gas Conversion Feasibility
10.1 Oban High School - Oil to Gas Conversion
10.2 Oban High School - Oil to Bio Mass Conversion (Dependant on Gas Availability)
Feasibility
10.3 Oban High School - Oil to Bio Mass Conversion (Dependant on Gas Availability)
11. Campbeltown Grammar School - Oil to Gas Conversion Feasibility
11.1 Campbeltown Grammar School - Oil to Gas Conversion
11.2 Campbeltown Grammar School - Oil to Biomass Conversion (Dependant on Gas
Availability) Feasibility
11.3 Campbeltown Grammar School - Oil to Biomass Conversion
12. St Kierans Primary/Kintyre CEC/Castlehill Primary - Heating Conversion to Biomass
Operation
13. Lochgilphead Library/Lochgilphead CEC/Manse Brae Offices - Heating Conversion to
Biomass Operation
14. Struan Lodge, Dunoon - Oil to Gas Fuel Conversion
15. Increase Recycling - All Council Buildings
16. Aqualibrium - Voltage Optimisation Trial
17. Wood Fuel Sourcing Biomass Supply Alienergy
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18. Lochgilphead Adult Resource Centre - Oil/Electric - Biomass Conversion (Connection
to District Heating)
19. Tarbert Academy - Heating Conversion to Biomass Operation
20. Travel Plan - Executive Controls - 15% Reduction in Business Mileage (From 4.5M
Miles to 3.85M Miles)
20.1 Travel Plan - Executive Controls - Foreign Travel, Conferences & Seminars
21. Queens Hall, Dunoon - Oil to Gas Fuel Conversion
22. Installation of Variable Speed Drives - Swimming Pools
23. Kilmory Castle & Nursery - Oil to Biomass Conversion Feasibility
23.1 Kilmory Castle & Nursery - Oil to Biomass Conversion
24. Biofuel Generator
25. Management of the PC Desktop
26. Server Virtualisation
27. Staff Awareness and Energy Saving Programme
27.1 Staff Awareness & Energy Saving Programme Aqualibrium 1:1 Training
27.2 Staff Awareness & Energy Saving Programme Argyll House Whole Building Trial
28. Fuel Saving - Council Fleet Vehicles
29. Portable Electric Heating Appliances Removal of all Unauthorised Appliances
(controlled by Energy Manager.
30. Street Lighting - Dimming Trial
31. Achahoish PS Electrical Generation - Wind Turbine (6kW)
32. Islay High School - Electrical Generation - Wind Turbine Feasibility
33. Gartbreck (Islay) Electrical Generation - Wind Turbine Feasibility
34. Energy Management Team Resource Required to Develop Future IBCs in All Areas for
Year Two and Beyond
35. Riverside Pool- Voltage Optimism Trial
36. Campbeltown CEC - Oil to Gas Conversion (Bio Mass to be Considered)
37. Street Lighting - Audit of Installation Capacity & Billing
38. Oban Office Rationalisation - Property Disposals and Development of Carbon Friendly
Alternative Accommodation Feasibility
39. Develop Carbon Neutral Concept for All Council Emissions Associated With The Isle of
Islay
40. Rothesay - Energy Sourcing from Community CHP Scheme (Biomass)
41. Rothesay/Dunoon - Feasibility of Mini Hydro from Reservoirs
42. All Council Buildings - Energy Audit Recommendations - Assorted Minor Projects
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43. NPDO Schools Employment of a Specialist Energy Consultant to Ensure Adoption of
Best Practice
44. Aqualibrium Pool Cover Installation
45. Smart Metering Trials
46. Achieve Carbon Trust Standard (Leisure Properties Initially)
47. Water Conservation Initiatives
48. General Review of DHW Provision
49. Research Council Electric Load Requirements Against National Grid Network
Capacities
50. Dalintober PS Oil to Gas Fuel Conversion
51. Electric Generation (Leisure) Feasibility to Harness Exercise Bike Energy
52. St Andrews Primary School Oil to Gas Heating Conversion
53. Electric Heating Systems Review of Controls
54. Waterless Urinal Trial
55. Catering Sub Metering Trial Greater Ownership of Catering Staff
56. Rothesay Leisure Pool Pool Area Partition (Feasibility)
57. Review Handling of Site Closures to avoid Unnecessary Costs
58. Adoption of Council-Wide Standards Carbon Friendly Specification & Design Advice;
Rationale for Project Decisions.
59. Renewables Event Scope Out Opportunities
60. Rothesay Community Education Centre Electric to Gas Heating Conversion
61. Toward Primary School Installation of pv System
62. Drumlemble Primary School Installation of pv System
63.1 TRV Installations Assorted Sites
63.2 TRV Installations Assorted Sites
63.3 TRV Installations Assorted Sites
64 Feasibility of procuring a mobile/commercial wind speed/direction logger
(Anemometer).
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APPENDIX B.2 Exemplar Projects IBCs
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Resources (Deliverability)
Management: demand on management resources are limited; an external mechanical services consultant (ATCO) will provide design and project management support ; the Technical Support Team will provide the project supervisory function on behalf of the client (Leisure Services).
Ownership and accountability
1. The Head of Facilty Se 2. The Business Case is the responsibility of the Property Services
Manager and the Energy Manager. 3. The Leisure Manager and the Site Manager will ensure that client
interests are served in terms of facility operation. 4. The Property Services Manager and Technical Support Team
Manager are responsible for project delivery (inc. technical decision making, provision of consultancy services and obtaining consents and approvals).
5. The Property Services Manager and Technical Support Team Manager are accountable for project delivery (inc. technical decision making, provision of consultancy services and obtaining consents and approvals) and for project hand-over.
6. The Site Manager will liaise with Highland Fuels to keep oil storage levels to the minimum.
7. The Leisure Manager, Site Manager and Energy Manager are to be consulted in decision making and be informed of progress.
8. The Site Manager and Energy Manager will be responsible for measurement of benefits.
CMP Business Case 1 / Action 1: Rothesay Pool Oil to Gas Fuel Conversion
Description and notes This project involves the installation of a new mains gas connection and conversion of the existing oil fired boilers to a gas fired type (via a burner exchange). Costs will also include for mechanical consultancy support, decommissioning of the existing oil system (inc. storage tank), boilerhouse ventilation works etc.
Rothesay Pool iusers. Mains gas is cheaper than oil and has lower carbon emissions (approx 25%). Heating oil is delivered by tanker/road which adds to both carbon emissions and risk of delivery failure; there are also environmental risks with the use of oil, should leaks occur.
Benefits (Impact) Emissions reduction 33 Tonnes CO2 per annum
Saving - £5,658 per annum
Simple Payback period 6.9 years
Move from tanker delivery of fuel to mains supply.
Costs/Funding (Affordability)
Financial investment - £38,922
Minimal change to maintenance costs
Funding Stre the project costs being recovered from the site energy budget
savings over the payback period.
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Ensuring success (Risk)
Competent services design.
Principal risks: ongoing availability of mains gas supply and at satisfactory pressures.
Pricing model assumes gas always to be relatively cheaper than oil. Both fuel prices volatile.
P.Gillies Revision 31st March 2009.
Performance / success measure
The amount of fuel used is not expected to alter greatly, but the fuel conversion will reap cost and carbon benefits. This can be readily evaluated after 12 months of operation (approx Nov 2009) by comparing historical oil cost/consumption/emissions data prior to fuel conversion (12 months from Sep 2007). Staff should read the gas meter regularly to ensure the most accurate comparison; this will also allow interim evaluations of success to be conducted.
Timing This project has already been authorised and completed.
Sources of information and guidance
Oil consumption data for Rothesay Pool was provided by Highland Fuels.
Annual oil cost taken as 46,000 litres at 48p/litre average (£22,080) with 137 tonnes CO2 emissions per annum.
Annual gas cost taken as 547400kWh at 3p/kWh (£16,422) with 104 tonnes CO2 emissions per annum.
Financial investment SGN £4,750; SSE £1,500; ATCO £3,750; A-Tech etc £28,972 Total £38,922
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CMP Business Case 8(a): Community Services - Programme of Insulation Surveys to All Community Services Properties
This project involves the survey of all Community Services Properties, throughout Argyll and Bute to establish the presence and condition of existing insulation measures, and to identify the necessary upgrading works. It is envisaged that in addition to topping up loft insulation, pipework insulation and installing cavity wall insulation, draught proofing measures shall be investigated.
To ensure that value for money is obtained, a Competitive Tendering process shall be used, with tenders being issued to suitably qualified and experienced insulation companies. (The Council successfully used a number of these firms in previous years in a programme of upgrading insulation to the councils former housing stock. The lessons learned from this project shall be incorporated into the proposed scheme). The tenders will include prices for the survey, and for the installation of insulation and draught proofing measures that may be thrown up following the survey.
Quality control measures shall be built in to the process, through checks on completed work, and through the use of a thermal imaging camera survey.
The costs associated with the survey are as follows:-
Professional fees
Comprising:-
Preparation of contract documents and specifications.
Issuing of tenders and related processes
Receipt of tenders and reporting on results
Contractors Survey Charges
Comprising:-
Labour, transport and administrative costs
The/..
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Resources (Deliverability)
Funding Stream: Central Energy Efficiency Fund (CEEF).
Management: The tendering of the work and management of the survey effort can be managed by the Community Services Capital programme team, utilising existing sources. Close liaison is envisaged with the councils Energy Manager.
Ownership and accountability
1. The Head of Community Regeneration will be the
2. The Business Case is the responsibility of the Community Services Capital Programme Manager and the Energy Manager. Other responsibilities to be determined if project is given approval to proceed.
Ensuring success (Risk)
Timing and project coordination important, realistic timescales to be agreed to suit availability of professional staff
Competent management and administration
Competent contractor and suitably qualified/experienced surveying staff
Principal risks: ongoing availability of suitable contractors. Quality of survey information provided.
Site cooperation: access for survey work to be facilitated.
Description and notes (cont)
The estimated total cost of these being £25,000
It should be noted that further costs shall be incurred, if the works identified by the survey effort were to proceed. These would include, the payments to the contractor (at tendered rated) professional fees/supervision costs, and specialist thermal imaging camera surveys. It is anticipated that a further detailed and fully costed business case would be prepared following the issue of survey results. At this stage, results would require to be recorded in the councils Asset Management Database, or other suitable system, in order that improvements in insulation and the associated benefits can be monitored.
Typically the provision of thermal insulation, or the upgrading of existing insulation measures have low payback periods hence this initial survey exercise is considered an important element of the councils overall carbon management plan.
Consideration should be given to widening the scope of the contract to include the survey to include all council, properties thus ensuring the optimum economies of scale, and avoidance of duplication of effort.
Benefits (Impact) Emissions reduction to be established from survey results
Saving to be established from survey results
Simple Payback period to be established from survey results
Costs/Funding (Affordability)
Financial investment - £25,000 Estimate
No change to maintenance costs
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A.Redpath: Revision 31st March 2009.
Performance / success measure
The success of the survey shall be dictated by the quality of the information provided. This needs to be carefully specified in the contract document and results checked against the laid down standard.
Timing Following business case approval and the prompt confirmation of funding, it is anticipated that tenders could be issued early in financial year 2009/2010 with survey works commencing later in the year.
The duration of the survey effort would be determined by the final scope of the works but it is expected to take between 2 and 4 months.
Additionally, compliance with laid down timescales shall be monitored and any slippage shall be managed.
Sources of information and guidance
Financial investment Estimated costs based on standard fee charges for professional staff, and estimated number of hours for the site survey.
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Costs/Funding (Affordability)
Financial investment - £50,000 Estimate
Minimal change to maintenance costs
Resources
(Deliverability)
Funding Stream: Central Energy Efficiency Fund (CEEF).
Management: The tendering of the work and management of the project can be undertaken by the Community Services Capital programme team, utilising existing sources. Close liaison is envisaged with the Council s Energy Manager.
Ownership and accountability
1. The Head of Community Regeneration will be the
2. The Business Case is the responsibility of the Community Services Capital Programme Manager and the Energy Manager.
3. Other responsibilities to be determined if the project is given approval to proceed.
Ensuring success (Risk)
Timing and project coordination important, realistic timescales to be agreed to suit availability of professional staff.
Competent management and administration.
Competent contractor and suitably qualified/experienced installation staff.
Principal risks: ongoing availability of suitable contractors. Quality of work, health and safety issues to be addressed regarding access and working at height etc.
Quality of work to be checked on completion .
Site cooperation; access for work to be facilitated.
CMP Business Case: Community Services 8 (b) Implementation of Already Identified Insulation Upgrades
Description and notes This project involves the implementation of insulation measures which have already been identified, primarily through Energy Management Surveys, instructed by the councils Energy Manager.
This information is available for a small percentage of Community Services properties.
Within these surveys, 11 buildings have been identified (8 schools and 3 elderly persons homes) which would immediately benefit form upgraded attic insulation.
This work could be implemented quickly with short lead in periods and modest management input.
Benefits (Impact) Emissions reduction - 67 Tonnes CO2 per annum
Estimated Saving - £9980 per annum
Simple Payback period 5.01 years
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A.Redpath: Revision 31st March 2009.
Performance / success measure
The amount of fuel used following the upgrading of insulation is expected to decrease in line with the estimated values. This can be readily evaluated after 12 months of operation by comparing historical oil/gas/electrical consumption data prior to the insulation being upgraded.
Timing Following business case approval and the prompt confirmation of funding, it is anticipated that tenders would be issued early in financial year 2009/2010 with site works commencing later in the year.
Sources of information and guidance
Information abstracted from existing energy management surveys/report conducted by external consultants.
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Resources (Deliverability)
Management: demand on management resources are limited ; Technical Support Team to provide the project supervisory function on behalf of the client (Leisure Services).
Ownership and accountability
1. The Head of Facility Services will be the 2. The Business Case is the responsibility of the Energy Manager. 3. Other responsibilities to be determined if project is given approval
to proceed.
Ensuring success (Risk)
voltage optimisation unit to be installed.
Possible risks; manufacturers claims exaggerated; possibility that certain electrical equipment may be affected by the installation of the voltage optimisation equipment;
CMP Business Case 16 / Action 1: Aqualibrium Voltage Optimisation Trial
Description and notes This business case promotes a trial installation of voltage optimisation equipment at Aqualibrium, Campbeltown.
Operating electrical equipment at high voltages leads to significantly higher energy consumption. Lighting and motors use more power at higher voltages. Voltage Optimisation lowers the voltage and improves the power quality for the relevant site.
PowerPerfector, a leading provider, make the following claims (and guarantees) for their product:
Electric kWh consumption and cost savings up to 20% can be achieved
Carbon Emissions of up to 20% can be achieved
Reduces maintenance costs on electrical equipment
Extends the life of electrical equipment
Protects electronic/electric equipment from transients
Reduces maximum demand and capacity charges
Etc
The product would appear to be approved by the Energy Institute and ESTA (Energy Services and Technology Association).
Benefits (Impact) Emissions reduction - 26 Tonnes estimate CO2 per annum
Saving - £6,000 estimate per annum
Simple Payback period 3.3 years estimate;
Costs/Funding (Affordability)
Financial investment £20,000 estimate
Reduced maintenance costs not quantified
Funding Stream: Utility Fund. This will be on the basis of a loan the project costs being recovered from the site energy budget savings over the payback period.
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P.Gillies 31st March 2009.
Performance / success measure
Site electrical meters/use will be monitored carefully (over several months half hourly information available) to try to ascertain effectiveness of the voltage optimiser; benefits to be compared to costs.
install further units.
Timing -3 hours to install the voltage optimiser.
Sources of information and guidance
Financial investment Estimated costs by P.Gillies using Powerperfector sales material.
Estimated savings by P.Gillies based on Powerperfector sales material (50,000kWh electricity per annum saving assumed for this site at a rate of 12p/kWh).
Carbon Trust have been promoting this product in the Local Authority Carbon Management Programme feedback is that it is on the
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CMP Business Case 18 / Action 1: Lochgilphead Adult Resource Centre Oil/Electric to Biomass Conversion (using connection to existing Whitegates District Heating Scheme)
Description and notes This project involves the installation of an underground heating (LPHW) connection from the existing Whitegates District Heating scheme (woodchip/biomass fuelled boiler, complete with oil fired back-up) to the nearby Lochgilphead Adult Resource Centre.
This connection would replace the need for the 2no. existing oil fired boilers, the oil tank and the electrical heating of DHW located in the boiler-house/tank room at the Resource Centre.
The Council would effectively pay a revenue cost for heat (as opposed to a fuel charge) to be provided from the district heating scheme.
Costs include for mechanical consultancy support, decommissioning of the existing oil system (inc. storage tank), installation of the underground LPHW pipework, installation of a heat exchanger, installation of new DHW indirect cylinder, controls alterations etc.
Lochgilphead Adult Resource Centre is one of Argyll and Bute smaller heating oil users. Biomass (woodchip assumed to be
sourced from sustainable sources) is regarded as carbon neutral and would therefore result in a 100% carbon saving against oil use and an estimate of 20% against electric use (used for DHW purposes only). Woodchip is cheaper than oil and is a more local/sustainable resource. Heating oil is delivered by tanker/road which adds to both carbon emissions and risk of delivery failure; there are also environmental risks with the use of oil, should leaks occur.
Existing heating plant at the Resource Centre will need capital investment in the near future (e.g. boilers 22 years old).
Benefits (Impact) Fuel Cost Saving - £1,356 per annum
Emissions reduction - 29 Tonnes CO2 per annum
Simple Payback period 17 years Estimate*
Support for Existing Community Scheme; unusual opportunity
Additional storage space through plant removals
Maintenance Cost Saving £1,000 per annum Estimate
*Above assumes no grant assistance; for a 50% grant, payback would improve to 8.5 years
Costs/Funding
(Affordability)
Financial investment - £40,000 Estimate
Removal of need for cyclical plant investment; saving est £15,000 (would reduce payback with capital costs being offset).
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Resources (Deliverability)
Funding Stream: To be determined.
Management: demand on management resources are limited; it is proposed that a mechanical services consultant provide design and project management support and that the Technical Support Team provide the project supervisory function on behalf of the client (Community Services).
Ownership and accountability
1. The Head of Facility Services will be the 2. The Business Case is the responsibility of the Community
Services Capital Programme Manager and the Energy Manager. 3. Other responsibilities to be determined if project is given approval
to proceed.
Ensuring success (Risk)
Competent services design and installation.
Principal risks: security of heat supply from a third party; legal agreement will need to be adopted; biomass taken to be carbon neutral based on existing Carbon Trust emissions handling.
Site cooperation; given some disruption is inevitable.
Heat charging mechanism to be agreed.
P.Gillies 31st March 2009.
Performance / success measure
The amount of fuel used is not expected to alter greatly, but the fuel conversion will reap cost, carbon and maintenance benefits. This can be readily evaluated after 12 months of operation by comparing historical oil and electric cost/consumption/emissions data prior to fuel conversion with that for heat use after. Staff should read the heat meter and electric meters regularly to ensure the most accurate comparison; this will also allow interim evaluations of success to be conducted.
Timing To be confirmed.
Sources of information and guidance
Oil consumption data for Lochgilphead Adult Resource Centre was provided by Highland Fuels; Electric data provided by Scottish Power.
Oil cost (heating) taken as 9,769 litres at 48p/litre average (£4,689 per annum) with 26 tonnes CO2 emissions per annum.
Electric cost (DHW only) taken as 6,000kWh at 12p/kWh (£720 per annum) with 3 tonnes CO2 emissions per annum.
Financial investment Estimated costs based on a proposal provided by AliEnergy. Heat offered at a revenue cost of 3.7p/kWh.
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CMP Business Case 23 / Action 1: Kilmory Castle and Nursery - Oil to Biomass Conversion
Description and notes This project involves the installation of a centralised boilerhouse to replace 2no. existing boilerhouses at Kilmory Castle and possibly 1no.existing boilerhouse in the neighbouring plant nursery site.
Rationalisation of the 2no. boilerhouses within Kilmory castle was a Mabbets (Energy Services Consultant) energy saving recommendation as part of a Carbon Trust sponsored energy audit.
This business case proposes to take the Mabbets recommendation one step further with a view to achieving a higher carbon reduction figure. This will involve replacing the site(s) oil use with biomass.
There are perhaps a number of different ways to arrive at a centralised biomass solution. It is thought likely that there will be an optimum solution which will deliver the most attractive package of benefits (i.e. lower capital and ongoing revenue costs with reliable operation).
It is proposed that the Council employ a mechanical services consultant to prepare a design specification/client brief to arrive at a biomass solution. The consultant should thereafter invite tenders from a wide range of interested parties for this scheme as a minimum, it will be a requirement that the tenderer submit a formal quotation for
that the best ideas are given due consideration.
the existing nursery grounds to site a particular packaged central biomass plant (complete with woodchip storage) and install underground heating (LPHW) connections to pick up on the heating/DHW circuits fed from the existing boilerhouses. Access for woodchip delivery would be via the nursery vehicle entrance.
These connections would replace the need for the 3no. existing boiler-houses although some space may still be required for pumps, control panels and heating distribution pipework etc, there will be a freeing up of space in the existing boilerhouses.
Costs include for mechanical consultancy support, decommissioning of the existing oil system ( the Kilmory Castle oil storage tank will have to be retained initially site back-up generator is oil driven), biomass plant/storage (inc. housing), installation of the underground LPHW pipework, reconfiguration of pumping and heating pipework, controls alterations etc.
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Costs/Funding (Deliverability)
Financial investment - £250,000 Estimated/Notional
Funding Stream: To be determined.
Description and notes cont:
Kilmory Castle is fourth largest heating oil user, whilst Kilmory Nursery is one of the smaller users. Biomass (woodchip assumed to be sourced from sustainable sources) is regarded as carbon neutral and would therefore result in a 100% carbon saving against oil use. Woodchip is cheaper than oil and is a more local/sustainable resource. Heating oil is delivered by tanker/road which adds to both carbon emissions and risk of delivery failure; there are also environmental risks with the use of oil, should leaks occur. Existing heating plant/equipment at the above 2no. sites will need capital investment in the near future (not quantified). This investment could contribute to the biomass solution.
There are 2no. other Council occupied sites in reasonably close proximity (Lochgilphead Campus, which is oil heated and the Roads Depot in Kilmory Industrial Estate which is electrically heated) and the prospect of a development of the derelict Home Farm buildings. An increased plant capacity could see the creation of a district heating scheme and could extend to these sites or other non-Council sites. Heat could be sold to non-council premises in a collaboration exercise.
Whilst this proposal promotes the Counciplant/equipment, an alternative leasing type option would involve the Council entering into an agreement with community, non profit making or commercial partners to secure heat from an organisation who are responsible for the initial capital outlay, system maintenance and wood chip sourcing (or a combination of these). The cost of the heat provision would obviously incorporate a charge to cover revenue and capital investment etc. The invitation to tender will be open to this type of offer.
Benefits (Impact) Maintenance Cost Saving Not quantified; considered cost neutral at best
Fuel Cost Saving - £25,689 per annum
Emissions reduction - 260 Tonnes CO2 per annum
Simple Payback period 9.73 years Estimate
District heating scheme prospects
Removal of need for investment in existing ageing plant and equipment; saving to be
Additional storage space through plant removals
Investment in local economy
Staff CPD opportunity and curriculum aid
Information for future business cases and expansion of biomass
Additional energy/carbon/cost benefits not quantified
*Above assumes no grant assistance; for a 50% grant, payback would improve to 4.86 years
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Resources (Deliverability)
Management: demand on management resources to be determined; it is proposed that a mechanical services consultant provide design and project management support ; Property Services to take the proposal to the concept of a firm project ; the Technical Support Team to provide the project supervisory function on behalf of the client (Operational Services).
Ownership and accountability
1. The Head of Facility Services will be the 2. The Business Case is the responsibility of the Property Services
Manager and the Energy Manager. 3. Other responsibilities to be determined if project is given approval
to proceed.
Ensuring success (Risk)
Competent services design.
Possible technical headaches.
Compliance with all appropriate legislation.
Planning permissions (inc. Historic Scotland) approved and building warrant obtained.
Principal risks: security of woodchip supply (ref business case no.17); high capital cost; lack of internal and industry knowledge of biomass systems; handling of non-oil back up or top up systems; biomass taken to be carbon neutral based on existing Carbon Trust emissions handling.
Site cooperation; given some disruption is inevitable (including addressing any ongoing operational headaches).
maintenance consider training up of staff in basic biomass maintenance and health & safety.
Parallel energy efficiency improvements inc. insulation opportunities and HVAC controls (esp. Kilmory extension).
Approvals for siting of biomass plant in nursery grounds and for underground pipework routes.
Performance / success measure
The fuel conversion and associated works will reap cost, energy saving and carbon benefits. This can be readily evaluated after 12 months of operation by comparing historical oil (and electric cost/consumption/emissions) data prior to fuel conversion with that for biomass use after.
Mabbets suggested that a heating system re-design (inc. obsoleting the use of 1no. boilerhouse) would secure substantial energy savings (estimated to be 549,000kWh) whilst there are expected to be energy efficiency savings derived from the move to a newly designed centralised plant, the Mabbets claims are considered to be optimistic.
These are not included in the benefits section herein.
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P.Gillies 31st March 2009.
Timing Timing is most likely to be influenced through the need to obtain planning permissions and ensure compliance with other regulation. Otherwise, there are intermittent windows of opportunity to obtain grant funding; given the high capital cost, this project may best be
until suitable levels of grant funding can be accessed.
Much of the work could be carried out without affecting existing heating systems; but at some point there would have to be a plant changeover and this would best be addressed during the summer months.
Sources of information and guidance
Oil consumption data for Kilmory Castle and Nursery, Lochgilphead provided by Highland Fuels.
Kilmory Castle; delivered oil cost taken as 86,549 litres at 48p/litre average with 231 tonnes CO2 emissions per annum (£41,543).
Kilmory Nursery; delivered oil cost taken as 10,025 litres at 48p/litre average with 29 tonnes CO2 emissions per annum (£4,812).
Woodchip is taken to cost 2p/kWh (delivered); estimated annual cost for 100% woodchip fuel source £20,666.
Financial investment Estimated costs based on a site visit with a mechanical consultant and networking re external installations. Costs and grant funding availability difficult to estimate may be an option to consider an upper level cost that would preclude the project from proceeding.
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CMP Business Case 33 / Action 1: Gartbreck Waste Site, Islay Wind Turbine Installation
Description and notes Gartbreck Waste Site (postcode PA43 7JG) is located in a fairly isolated and exposed/windswept spot; it is on the coast to the South West of the town of Bowmore on the Isle of Islay. The mean wind speed for the area is expected to be favourable i.e. in the region of 6m/s (based on a desk top exercise).
This project involves the proposal to install one or more wind turbine(s) within the grounds of the Gartbreck waste site.
There is scope to increase the number or size of the turbines, but a single 5kW turbine is considered here for IBC demonstration purposes. Economies of scale will no doubt come into play for more ambitious installations.
First impressions from a visit to the site were that the site configuration and location offers an attractive opportunity to harness wind energy.
Community Energy Scotland has expressed an interest in supporting an installation through grant funding.
The Gartbreck Waste Site has limited electrical use and could only justify a small turbine in its own right; the extent of land and the location however present possibilities for the introduction of larger wind generating stations with a view to grid export. It is not known however at this stage whether a practical/suitable national grid connection opportunity exists.
This initial business case in some way overlaps with another business case (No. BC39) which assesses the prospect of a fully Carbon Neutral Isle of Islay in terms of Council activity/emissions. Carbon Emissions Reduction Target (CERT) funding would be a possibility here and so any support offered to facilitate BC39, could impact on the proposals etc contained herein.
In terms of Business Case 39, this site presents a very good opportunity to install a capacity of turbine(s) that could export onto the national grid and offset those Council carbon emissions elsewhere on the island that cannot be addressed through other means.
nd turbine installations, the Council will explore the opportunity to develop a GIS tool that considers favourable areas of mean wind speed, that identifies areas of likely planning consent and set these in relation to Council owned properties and land.
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Carbon Management Plan working with
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Resources (Deliverability)
Management: demand on management resources are limited; an external specialist consultant may be required to offer feasibility/project support ;otherwise to be decided.
Ownership and accountability
1. The Head of Facility Services will be the 2. The Business Case is the responsibility of the Community
Services Property Manager and the Energy Manager. 3. Other responsibilities to be determined if project is given approval
to proceed.
Ensuring success (Risk)
Competent services design.
Compliance with SSE connection requirements and other appropriate legislation as required.
Planning permissions approved and building warrant obtained
Communication with affected parties/community groups.
Principal risks: wind energy un-reliable; high capital cost and possible high cost of repairs and maintenance; possible local objections.
Site and community cooperation; given some disruption is inevitable (including addressing any ongoing operational headaches).
Consider training up of staff in relevant basic house-keeping, maintenance and health & safety.
If applicable, parallel energy efficiency improvements to be considered.
Internal approvals for siting of wind turbine, for underground cabling routes and connection to site supply if applicable.
If applicable, consider use of excess generation at periods of low electrical demand and whether site should be grid connected.
Benefits (Impact) Electrical Generation 11,200kWh per annum
Emissions reduction 5.86 Tonnes CO2 per annum
Saving - £1,344 per annum
Simple Payback period (No grant funding) 26 years
Simple Payback Period (50% grant funded) 13 years
ROC income not quantified.
Staff CPD opportunity.
Information for future business cases and expansion of wind turbine installations
Benchmark: £5,972 investment per tonne CO2 saved.
Costs/Funding (Affordability)
Financial investment - £35,000 (Estimated Installed Cost)
Some increase to maintenance costs; not quantified.
Funding stream to be confirmed. 50% grant funding expected to be feasible. CERT funding under investigation.
Argyll and Bute Council Carbon Management Programme
Carbon Management Plan working with
Page 56
P.Gillies Revision 31st March 2009.
Performance / success measure
The wind turbine installation will reap cost, energy and carbon saving benefits. This can be readily evaluated after 12 months of operation by comparing historical electric data prior to the turbine installation with that for after.
On site use or export of wind generated energy can be monitored this will
also allow interim evaluations of success to be conducted.
Timing Timing is most likely to be influenced through the need to obtain planning permissions and ensure compliance with other legislation. Otherwise, there are intermittent windows of opportunity to obtain grant funding; at present, it is thought likely that this project will qualify for 50% grant assistance.
Sources of information and guidance REC is Scottish and Southern Energy.
Annual site electric use is taken to be 14,812kWh; this at an annual cost of £1,777 (using a unit rate of 12p/kWh which includes CCL & excludes VAT); this at an annual 7.7 tonnes CO2 emissions.
Turbine selection for business case purpose; Iskra AT5-1 5kW; operates at wind speeds as low as 3m/s. Estimated outputs derived from manufacturer and Carbon Trust data (CT Wind Yield Estimation Tool).
A desktop exercise alludes to a mean wind speed at the waste site postcode of 6m/s and for the proposed turbine, suggests an energy harnessing potential of 11,200kWh per annum; at a cost of 12p/kWh, this presents an annual saving of circa £1,344.
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ject
Insu
lati
on
Su
rv
eys t
o a
ll S
hare
d
Off
ice
, L
eis
ure
an
d D
ep
ots
£20,0
00
£3,9
92
£998
£3,9
92
£3,9
92
526.8
727
27
£0
£10,0
00
£10,0
00
1.0
1.0
Surv
ey P
rogra
mm
e r
equired -
to b
e funded fro
m C
RA
Ris
k that in
sula
tion s
urv
eys d
o n
ot id
entify
sig
nific
ant savin
gs
BC
9E
ne
rg
y E
ffic
ien
cy
pro
ject
Insu
lati
on
pro
gram
me
- 3
0 p
ro
pe
rti
es
£136,3
64
£27,2
18
£6,8
05
£27,2
18
£27,2
18
5
183
46
183
183
£0
£68,1
82
£68,1
82
2.0
2.0
Pro
gra
mm
e to b
e d
evelo
ped fro
m Insula
tion S
urv
eys -
pro
gra
mm
e to b
e funded fro
m C
EE
F
Ris
k that in
sula
tion s
urv
eys / p
rogra
mm
e d
oes n
ot deliver
effic
iency r
etu
rns
BC
16
En
erg
y E
ffic
ien
cy
pro
ject
Aq
ualib
riu
m P
oo
l -
Vo
ltag
e
Op
tim
isati
on
tria
l£20,0
00
£6,2
50
£1,5
63
£6,2
50
£6,2
50
3.2
26
726
26
£118,0
00
£20,0
00
2.0
Pilot pro
ject to
be funded fro
m U
tility
Fund g
rant basis
R
isk that re
turn
s a
re n
ot cle
ar
and d
elivera
ble
BC
35
En
erg
y E
ffic
ien
cy
pro
ject
Riv
ersid
e P
oo
l- V
olt
ag
e O
pti
mis
m
tria
l`
£6,2
50
£0
£0
£6,2
50
3.2
26
726
26
£75,0
00
`
2.0
Pilot pro
ject to
be funded fro
m U
tility
Fund g
rant basis
R
isk that re
turn
s a
re n
ot cle
ar
and d
elivera
ble
BC
22
En
erg
y E
ffic
ien
cy
pro
ject
Insta
llati
on
of
Varia
ble
Sp
ee
d D
riv
es -
Sw
imm
ing
Po
ols
£49,5
00
£25,1
05
£0
£25,1
05
£25,1
05
1.9
875.5
19
76
76
£343,0
00
£0
£0
£0
£49,5
00
£0
£0
£0
£0
£0
£0
£0
£0
3.0
Year
One -
Undert
ake F
easib
ility, D
esig
n W
ork
&
Undert
ake W
ork
s -
10 y
ear p
ru
de
nti
al b
orro
win
g
fin
an
ce
Ris
k that pro
gra
mm
e d
oes n
ot deliver
effic
iency r
etu
rns
BC
25
En
erg
y E
ffic
ien
cy
pro
ject
Man
ag
em
en
t o
f th
e P
C D
eskto
p£31,4
74
£52,9
28
£0
£0
£52,9
28
0.7
545
00
45
£0
£3,2
58
£3,2
58
£3,2
58
£21,7
00
3.0
1.0
2.0
Pro
cure
ment of P
C c
ontr
ol softw
are
for
1800 P
Cs.
Little r
isk o
ther
than fin
ance &
retu
rns
BC
26
En
erg
y E
ffic
ien
cy
pro
ject
Se
rv
er V
irtu
alisati
on
£0
£0
1.0
AW
AIT
ING
IN
ITIA
L B
US
INE
SS
CA
SE
- p
ro
ject
like
ly
to b
e in
YE
AR
3
BC
30
En
erg
y E
ffic
ien
cy
pro
ject
Str
ee
t L
igh
tin
g -
dim
min
g
£5,0
00
£0
£5,0
00
2.0
4.0
AW
AIT
ING
IN
ITIA
L B
US
INE
SS
CA
SE
- e
sti
mate
d
fig
ure
s
FU
EL
EF
FIC
IEN
CY
- V
EH
ICL
ES
BC
28
Fu
el E
ffic
ien
cy
Pro
ject
Fu
el S
av
ing
- C
ou
ncil F
lee
t V
eh
icle
s
£20,0
00
£60,0
00
£15,0
00
£60,0
00
£60,0
00
0.5
116
29
116
116
£0
£10,0
00
£10,0
00
2.0
Fuel M
anagem
ent softw
are
work
aro
unds to b
e
develo
ped to im
pro
ve fuel security
, fu
el effic
iency a
nd
reduce idling. D
river
train
ing &
targ
et &
monitoring
Lin
e M
anagers
require to b
e e
ngaged to s
upport
changes in
driver
behavio
ur
by m
anagin
g their s
taff a
nd u
sin
g
perf
orm
ance r
eport
s to a
ssis
t behavio
ura
l changes
EN
ER
GY
EF
FIC
IEN
CY
- M
AN
AG
EM
EN
T P
RO
TO
CO
LS
BC
15
Be
hav
iou
ral
Pro
ject
Incre
ase
Re
cyclin
g -
all C
ou
ncil
bu
ild
ing
s
£100,0
00
£27,5
00
£6,8
75
£27,5
00
£27,5
00
490
23
90
90
£0
£100,0
00
Investm
ent in
additio
nal re
cycling p
rovis
ion w
ithin
Council facilitie
s to b
e fin
anced fro
m Z
ER
O W
AS
TE
FU
ND
. S
ep
arate
bid
fo
r t
his
Se
rv
ice
Bid
in
clu
de
d
wit
hin
Facilit
y S
erv
ice
s S
erv
ice
Pla
n.
Ris
k that C
ouncil s
taff d
o n
ot "b
uy in"
to r
ecycling m
essage
BC
20.1
Be
hav
iou
ral
Pro
ject
Trav
el P
lan
- E
xe
cu
tiv
e C
on
tro
ls -
15%
re
du
cti
on
in
bu
sin
ess m
ile
ag
e
(fro
m 4
.5M
mile
s t
o 3
.85M
mile
s)
£30,0
00
£238,2
67
£59,5
67
£238,2
67
£238,2
67
0.5
229
57
229
229
£1,5
86,0
00
£10,0
00
£10,0
00
£10,0
00
2.0
2.0
2.0
Council w
ill re
quire to a
dopt E
xecutive C
ontr
ols
on
travel -
this
will re
quire c
om
munic
ation w
ith s
taff -
fundin
g o
f w
hic
h is inclu
ded w
ithin
BC
26.
Ris
k that M
anagem
ent do n
ot support
contr
ols
and d
o n
ot
imple
ment w
ith e
qual rigour
acro
ss a
ll s
erv
ices
BC
20.2
Be
hav
iou
ral
Pro
ject
Trav
el P
lan
- E
xe
cu
tiv
e C
on
tro
ls -
Fo
re
ign
Trav
el, C
on
fere
nce
s &
Se
min
ars
£0
2.0
2.0
1.0
Council w
ill re
quire to a
dopt E
xecutive C
ontr
ols
on
travel -
this
will re
quire c
om
munic
ation w
ith s
taff -
fundin
g o
f w
hic
h is inclu
ded w
ithin
BC
26
Ris
k that M
anagem
ent do n
ot support
contr
ols
and d
o n
ot
imple
ment w
ith e
qual rigour
acro
ss a
ll s
erv
ices
BC
27
Be
hav
iou
ral
Pro
ject
Sta
ff A
ware
ne
ss &
En
erg
y S
av
ing
Pro
gram
me
£80,0
00
£100,0
00
£12,5
00
£33,3
33
£100,0
00
1204
26
68
204
£0
£20,0
00
£30,0
00
£30,0
00
4.0
4.0
4.0
Essential to
develo
p s
usta
ined a
nd long term
cam
paig
n
whic
h w
ill w
ork
. Y
ear
One -
pla
n is to initia
lly inte
gra
te
Eco S
chools
,Alienerg
y,G
RA
B &
Recycling. D
evelo
p &
Pilot (3
month
) Y
ear
Tw
o P
rogra
mm
e to e
sta
blish
success. Y
ear
One -
targ
et key o
pera
tional
Hig
h R
isk o
f cynic
ism
and n
egative p
erc
eption fro
m s
taff if
cam
paig
n is p
oo
r. C
am
paig
n &
pro
gra
mm
e r
equire to b
e
susta
ined o
ver
a 5
year
period w
ith the s
am
e m
essages
delivere
d in fre
sh, in
novative, fo
refu
l and s
ophis
ticate
d
manner
to k
ee
p s
taff
en
gag
ed
.
BC
36
Str
ee
t L
igh
tin
g -
Au
dit
of
insta
llati
on
cap
acit
y &
billin
g£10,0
00
£0
£10,0
00
4.0
4.0
AW
AIT
ING
IN
ITIA
L B
US
INE
SS
CA
SE
- e
sti
mate
d
fig
ure
s
Ris
k that C
ouncil is o
ver
payin
g for
Str
eet Lig
hting.
EN
ER
GY
EF
FIC
IEN
CY
- D
EV
EL
OP
ME
NT
OF
FU
TU
RE
IN
ITIA
L B
US
INE
SS
CA
SE
S
BC
34
En
erg
y M
an
ag
em
en
t T
eam
Re
so
urce
re
qu
ire
d t
o d
ev
elo
p f
utu
re
IBC
s&
OB
Cs in
all a
re
as f
or Y
ear T
wo
an
d b
eyo
nd
£505,0
00
£0
£5,0
00
£500,0
00
6.0
6.0
6.0
This
fig
ure
is a
n e
stim
ate
d s
um
required to d
evelo
p
futu
re IB
Cs a
nd O
BC
s a
nd w
ill be u
pdate
d a
nnually
within
the a
nnual budget &
pla
nnin
g c
ycle
.
To
tal In
ve
stm
en
t -
Cap
ital &
Re
ve
nu
e
To
tal A
nn
ual
En
erg
y &
Re
ve
nu
e
Sav
ing
Av
erag
e
(Me
an
)
Payb
ack
Pe
rio
d
To
tal C
arb
on
Sav
ing
Gran
t A
id
2009/1
0 £
2010/1
1 £
2011/1
2 £
2009/1
0 £
2010/1
1 £
2011/1
2 £
2009/1
0 £
2010/1
1 £
2011/1
2 £
2009/1
0 £
2010/1
1
£
2011/1
2
£
2009/1
0
Sta
ff
We
eks
2010/1
1
Sta
ff
We
eks
2011/1
2
Sta
ff
We
eks
Su
mm
ary
£2,6
93,2
60
£793,3
03
£137,9
84
£536,7
83
£793,3
03
4.7
2,5
74
337
1,2
43
2,5
74
£2,7
33,0
00
£92,2
58
£82,2
58
£52,2
58
£545,8
72
£939,2
50
£500,0
00
£100,0
00
£118,1
82
£93,1
82
£42,5
00
£10,0
00
£0
£17,5
00
95
81
19
Arg
yll &
Bu
te C
arb
on
Em
issio
ns B
ase
lin
e (
To
nn
es)
26,4
91
An
nu
al R
ed
ucti
on
in
Carb
on
Em
issio
ns a
s a
% o
f B
ase
lin
e
1.3
%4.7
%9.7
%
Re
ve
nu
e b
ud
ge
t -
top
slice
of
en
erg
y, fu
el &
CR
A b
ud
ge
t -N
o
Ad
dit
ion
al R
ev
en
ue
Re
qu
ire
d
Cap
ital b
ud
ge
t (a
dd
itio
nal p
ru
de
nti
al
bo
rro
win
g r
eq
uir
em
en
t)
Ce
ntr
al E
ne
rg
y E
ffic
ien
cy F
un
dU
tility
Fu
nd
Hu
man
Re
so
urce
s -
En
erg
y
Man
ag
em
en
t T
eam
(>
LG
E11)
Se
rv
ice
De
ve
lop
me
nt
Un
iqu
e r
ef
no
Acti
on
s t
o a
ch
iev
e o
utc
om
eR
ev
en
ue
bu
dg
et
- to
p s
lice
of
en
erg
y, fu
el &
CR
A
bu
dg
et
-No
Ad
dit
ion
al R
ev
en
ue
Re
qu
ire
d
Cap
ital b
ud
ge
t (a
dd
itio
nal p
ru
de
nti
al
bo
rro
win
g r
eq
uir
em
en
t)
Hu
man
Re
so
urce
s -
En
erg
y
Man
ag
em
en
t T
eam
(>
LG
E11)
Ce
ntr
al E
ne
rg
y E
ffic
ien
cy F
un
dU
tility
Fu
nd
AP
PE
ND
IX C
C
arb
on
Man
ag
em
en
t P
lan
2009
-2012
Arg
yll
an
d B
ute
Co
uncil
Carb
on
Ma
na
ge
me
nt
Pro
gra
mm
e
Carb
on
Ma
na
gem
en
t P
lan
wo
rkin
g w
ith
Pa
ge
58
Arg
yll &
Bu
te C
ou
ncil -
Lo
cal A
uth
ori
ty C
arb
on
Man
ag
em
en
t P
lan
Ap
pe
nd
ix D
RIS
K A
SS
ES
SM
EN
T
Re
fC
ate
go
ryR
isk D
escri
pti
on
Ch
an
ce
Imp
act
Sco
reR
isk
Le
ve
l
Barr
ier
Acti
on
Ris
k
Le
ad
Mit
igati
ng
Acti
on
1financia
l risk
Serv
ice D
epart
ments
are
unw
illin
g to a
llocate
suffic
ient capital &
revenue to d
eliv
er
pro
ject
initia
tives
34
12
Red
The p
rogra
mm
e w
ill n
ot succeed a
nd
carb
on a
nd r
evenue s
avin
gs w
ill n
ot be
deliv
ere
d
Pro
g.
Board
Initia
tives w
ill b
e founded b
y B
usin
ess C
ases w
hic
h w
ill m
odel both
financia
l outc
om
es a
nd c
arb
on s
avin
g b
enefits
whic
h w
ill a
llow
Depart
ments
and the C
ouncil
as a
whole
to m
ake info
rmed
2org
anis
ational risk
Serv
ice D
epart
ments
do n
ot see the p
rogra
mm
e
as a
priority
and d
o n
ot actively
support
it at all
levels
.
33
9A
mber
The p
rogra
mm
e w
ill n
ot succeed o
n a
susta
inable
basis
if th
ere
is n
ot str
ong
support
at all
managem
ent le
vels
- a
nd a
Pro
g.
Board
The S
MT
has c
onsid
ere
d a
nd a
ppro
ved the C
MP
and the C
ouncil
has a
ppro
ved the C
MP
within
the B
udget pro
cess for
2009/1
0.
The P
rogra
mm
e B
oard
must ensure
that S
erv
ice D
epart
ments
are
3
polit
ical / socie
tal
facto
rs
The C
ouncil
will
be h
arm
ed in term
s o
f
perc
eption a
nd p
erf
orm
ance m
easure
ment if it
does n
ot re
duce its
Carb
on e
mis
sio
ns
33
9A
mber
The C
ouncil
will
incur
polit
ical dam
age if
it d
oes n
ot addre
ss c
arb
on r
eduction
Pro
g.
Board
LA
CM
Pro
gra
mm
e m
ust deliv
er
carb
on s
avin
gs
4te
chnic
al /
opera
tional /
infr
astr
uctu
re
The C
ouncil
does n
ot have the technic
al
expert
ise o
r th
e level of re
sourc
e r
equired to
deliv
er
technic
al solu
tions to r
educe c
arb
on
33
9A
mber
The C
ouncil
has a
sm
all
Energ
y T
eam
with lim
ited c
apacity to d
evelo
p technic
al
solu
tions. It w
ill r
equire technic
al
Pro
g.
Board
To b
e r
evie
wed b
y P
roje
ct B
oard
3 J
uly
. P
ote
ntial to
identify
a
shop for
technic
al solu
tions
5le
gal and
regula
tory
ris
k
Pla
nnin
g G
uid
ance a
nd P
rocess p
revents
or
dela
ys the intr
oduction o
f new
technolo
gie
s a
nd /
or
technic
al solu
tions w
hic
h c
an r
educe c
arb
on
33
9A
mber
No e
ngagem
ent w
ithin
LA
CM
pro
gra
mm
e fro
m P
lannin
g T
eam
Pro
g.
Board
The H
ead o
f S
erv
ice (
Pla
nnin
g)
has c
om
mitte
d to p
rovid
ing a
lead
offcie
r fo
r in
itia
tives w
hic
h a
re lik
ely
to r
equire a
pla
nnin
g input.
Develo
pm
ent S
erv
ices (
Pla
nnin
g)
is r
epre
sente
d o
n the
6financia
l risk
The C
ouncil
will
incur
incre
asin
g r
evenue c
osts
if it does n
ot put in
pla
ce a
long term
and
susta
inable
pro
gra
mm
e o
f in
vestm
ent in
24
8A
mber
Incre
ased e
xposure
to futu
re r
isin
g
revenue c
osts
& p
ossib
le futu
re c
entr
al
govern
ment penaltie
s
Pro
g.
Board
The L
AC
M p
rogra
mm
e a
cts
as the c
ore
of th
e C
ouncil'
s futu
re
investm
ent pro
gra
mm
e a
nd w
ill b
ring togeth
er
Busin
ess C
ase
develo
pm
ent fo
r fu
ture
investm
ent decis
ions
7financia
l risk
Pro
posed Initia
tives &
pro
gra
mm
es o
f w
ork
do
not deliv
er
pla
nned fin
ancia
l savin
gs
24
8A
mber
A B
usin
ess C
ase m
ust be p
roduced for
each p
roposed initia
tive
Pro
g.
Board
Busin
ess C
ases s
hould
inclu
de p
rocess for
futu
re a
ssessm
ent of
outc
om
es a
gain
st pro
jections. T
he P
rogra
mm
e B
oard
will
consid
er
Fin
al busin
ess c
ases b
efo
re a
ppro
vin
g p
roje
cts
to
8pro
gra
mm
e r
isk
The p
rogra
mm
e d
oes n
ot pro
duce initia
tives
whic
h w
ill p
roduce targ
et savin
gs in term
s o
f
carb
on e
mis
sio
ns a
nd r
evenue s
avin
gs
24
8A
mber
The C
ouncil
cannot id
entify
a
pro
gra
mm
e o
f in
itia
tives w
hic
h c
an
deliv
er
the r
equired c
arb
on a
nd r
evenue
Pro
g.
Board
The P
rogra
mm
e T
eam
have a
ccess to the d
ata
base o
f th
e o
ther
LA
's s
uccessfu
l pro
jects
and c
an u
se them
as a
refe
rence s
ourc
e.
Pote
ntial fo
r S
trate
gic
Part
ner
with a
n U
tilit
y -
eg. S
cottis
h P
ow
er,
9
org
anis
ational risk
Dependency o
n fossil
fuels
will
thre
ate
n futu
re
opera
tions a
nd d
eliv
ery
of serv
ice
24
8A
mber
Futu
re fuel short
ages m
ay a
ffect
opera
tions -
e.g
. fe
rrie
s, care
hom
es,
refu
se c
olle
ction
Pro
g.
Board
LA
CM
Pro
gra
mm
e m
ust addre
ss w
ithin
fin
al pla
n
10
org
anis
ational risk
Sta
ff a
nd U
nio
n R
epre
senta
tives d
o n
ot support
the L
AC
M p
rogra
mm
e
24
8A
mber
Pro
gra
mm
e fails
due to lack o
f
coopera
tion a
nd a
ctions a
t lo
cal le
vels
Pro
g.
Board
LA
CM
Pro
gra
mm
e r
educes r
isk e
xposure
and d
ependency u
pon
fossil
fuels
(oil
& g
as)
11
pro
ject risk
Technic
al desig
n o
r constr
uction failu
re/p
oor
perf
orm
ance
24
8A
mber
Ris
k that C
ouncil
em
plo
ys p
oor
qualit
y
technic
al &
pro
ject m
anagem
ent
resourc
e a
nd d
evelo
ps a
nd b
uild
s
Pro
g.
Board
Robust pro
cure
ment pro
cess to r
esourc
e technic
al expert
ise,
capacity a
nd c
apabili
ty w
ith a
"tr
ack r
eco
rd o
f su
ccessfu
l
pro
ject
deliver
an
d o
utc
om
es". A
ll p
roje
cts
fo
un
de d
on
12
financia
l risk
The p
roposed p
rogra
mm
e o
f w
ork
s c
annot be
funded fro
m C
EE
F a
nd U
tilit
y F
und.
23
6A
mber
The e
xte
nt of fu
ture
carb
on &
revenue
savin
gs w
ill b
e lim
ited b
y c
apital and
revenue investm
ent le
vels
Pro
g.
Board
The L
AC
M p
rogra
mm
e a
cts
as the c
ore
of th
e C
ouncil'
s futu
re
investm
ent pro
gra
mm
e a
nd w
ill b
ring togeth
er
Busin
ess C
ase
develo
pm
ent fo
r fu
ture
investm
ent decis
ions -
LA
CM
fundin
g
13
legal and
regula
tory
ris
k
If the C
ouncil
does n
ot ta
ke s
teps to r
educe its
carb
on e
mis
sio
ns it is
at risk o
f fu
ture
legis
lative
penalty
23
6A
mber
Arg
yll
& B
ute
Council'
s c
urr
ent ele
ctr
icity
useage is less than the thre
shold
level of
the C
arb
on R
eduction C
om
mitm
ent. It is P
rog.
Board
The C
MP
will
develo
p d
iscip
lines, govern
ance a
nd technic
al
expert
ise, capacity a
nd e
xperience to d
eliv
er
carb
on (
and e
nerg
y)
savin
gs initia
tives a
nd p
roje
cts
whic
h w
ill m
itig
ate
again
st th
e r
isk
14
str
ate
gic
ris
kA
rgyll
& B
ute
Council
is n
ot com
mitte
d to d
eliv
er
futu
re c
arb
on &
gre
en h
ouse g
as e
mis
sio
n
savin
gs
14
4G
reen
Imple
menta
tion P
rogra
mm
e d
oes n
ot
receiv
e C
ouncil
support
and fin
ancia
l
com
mitm
ent
Pro
g.
Board
CM
P c
onsid
ere
d a
nd a
ppro
ved b
y C
ouncil
within
Budget P
rocess
for
2009/1
0 a
nd incorp
ora
ted w
ithin
Corp
ora
te P
lan 2
009-1
2
15
pro
ject risk
The P
rogra
mm
e B
oard
does n
ot fu
nction a
nd
lacks c
ohere
nce a
nd d
irection
13
3G
reen
Pro
ject pla
nnin
g is p
oor
and n
o c
lear
direction o
r obje
ctives a
re s
et
Pro
g.
Board
LA
CM
Pro
gra
mm
e a
nd P
roje
ct P
lan p
rovid
es focus, str
uctu
re a
nd
resourc
e for
deliv
ery
16
pro
gra
mm
e r
isk
The p
rogra
mm
e d
oes n
ot deliv
er
any m
eanin
gfu
l
reductions in c
arb
on e
mis
sio
ns
12
2G
reen
The p
rogra
mm
e d
oes n
ot either
monitor
or
deliv
er
futu
re c
arb
on s
avin
gs
Pro
g.
Board
Busin
ess C
ases s
hould
inclu
de p
rocess for
futu
re a
ssessm
ent of
outc
om
es a
gain
st pro
jections
17
pro
ject risk
The L
AC
M p
rogra
mm
e is n
ot deliv
ere
d to
tim
escale
11
1G
reen
The p
rogra
mm
e is n
ot deliv
ere
d to
tim
escale
due to s
taff s
ickness a
bsence
or
oth
er
exte
rnal unpla
nned facto
rs
Pro
g.
Board
CM
P c
om
ple
ted b
y 3
1 M
arc
h 2
009 a
nd s
ubm
itte
d to c
arb
on tru
st
on 3
April 2009. A
CT
ION
CO
MP
LE
TE
.
AP
PE
ND
IX D
Carb
on
Man
ag
em
en
t