motto "those who have the privilege to know, have the duty to act" albert einstein local...

Motto

"Those who have the privilege to know, have the duty to act"

Albert Einstein

Local Environmental Management in Urban Areas - Skopje 2011


Improving the Energy Efficiency of Municipal Heat and Hot Water Supply in Kishinev

Skopje 2011Ecaterina Fabian

City Hall of Kishinev Municipality


INTRODUCTION

• Background

Issues of Energy Efficiency ignored since soviet times 94-96% of energy imported Strong need in mecanisms/ technologies that would

contribute to efficient use of energy Undubitable environment benefits

Starting with incorporation of EE perspective in Local Authority administration


How?

Reducing the consumption of energy for H&HW by rehabilitation of an individual TP (substation) related to public institutions (school) in Kishinev Municipality

Why?

The GHG emissions from H&HW supply account for 25 -35% of the total GHG emissions of the CIS countries

The overall energy losses of the existing H&HW supply in Moldova reach up to 40% (20-25% modern systems)

The heat losses is due to old, obsolete equipment (25 -40 years) and inadequate maintenance (25-30% loses of modern systems)

Considerable spending on heating and hot water supply at municipal level


With whom?

Municipal Heat Supply Company – executor of the technical works, technical assistance provider and responsible for the follow-up 2 years monitoring after the completion of the works

City Hall of Chisinau Municipality – main stakeholder and implementer (owner)

Congress of Local Authorities from Moldova – responsible for visibility and replication

National Agency for Energy Efficiency – main funder


Where am I at the moment?The project cycle

Planning

Implementing/Monitoring

Evaluating


PROJECT DESCRIPTION

• Overall objective Improve energy efficiency and reduce greenhouse gas (GHG)

emissions from the municipal heat and hot water supply system in Kishinev Municipality

• Immediate objective Rehabilitation, modernization and installation of the automatic

control system and meters to the Thermal Plant of Municipal Boarding School nr.35


Time framing

Project is designed in II phases: I phase – technical rehabilitation and modernization of a TP

Start: June 2011End: September 2011

II phase – capacity building and awareness rising

Start: June 2011End: December 2011


OUTPUTS:

Increased efficiency of the Thermal plant H&HW supply automatic control system A better monitoring of resources used and H&HW produced More technically capable practitioners in municipal DH

enterprise and departments More EE public informed Additional municipal founds released as result of

rehabilitation of thermal plant


OUTCOMES:

Improved confidence in the feasibility, performance, environmental and economic benefits of EE technology applications

DH Company gain experience and now-how in energy efficiency and new generations of heat supply systems

Monitoring of heat and hot water supply control system acquisition Comfortable conditions for students and teachers Municipal budget spending minimized New mechanisms of reinvesting saved founds in EE activities created


RISKS

Risk 1• POLITICAL – especially

tense in the period of elections (June 2011)

→ MITIGATION – keep community informed from the implementation phase about project activities and effects

Risk 2• FINANCIAL - weak financial

status of the municipality

→ MITIGATION - Split the financing among several donnors


ASSUMPTIONS(external factors, which must act together with the project)

• Continuing commitment of the stakeholders to promote restructuring of the heat and hot water supply sector

• Project implementers maintain technical and operational capacity to identify appropriate technologies and know-how to be used


PROJECT MANAGEMENT and ORGANISATION

• Project management:• CHISINAU MUNICIPALITY – PROJECT MANAGER• DH COMPANY – PROJECT COORDINATOR • CONGRESS OF LOCAL AUTHORITIES – COMMUNICATION AND

VISIBILITY ACTIONS SPECIALIST

• Technical staff:• DH ENTREPRISE – ENGENEERS AND WORKERS• CHISINAU MUNICIPALITY – FINANCIAL EXPERT

• Complementary Technical short-term experts


MONITORING and EVALUATING

• Day to day monitoring of implementation progress

• Periodic monitoring of implementation progress (once a month)

• The terminal multipartite review


Reflections on the programmeExpectations – then

• 1,• 2,

Expectations – now

• 1,• 2,


Specific things I learned from my colleagues

• 1.• 2.• Etc..


Specific things I learned from the period in Sweden

• 1,• 2,• Etc..


How I have shared my experience in Sweden with my colleagues at work

• 1,• 2,• Etc..


Successes and challenges: Changes I have been able to effect in my own work, and within my organization:

Challenges: Description Responses:

Technological and information Barriers

least harmful in the long run

• Informing on existing technologies• Conducting interdependent

seminars (trainings) for stakeholders and even implementer

Institutional, Legal and Regulatory

restrictions within municipal budget, situations when new contractual arrangements needed

• Lobbying of local (municipal) decision-making

Capacity constraints some main stakeholders subordinated to a number of directions and sub directions within their sector

• Steering Committee • Face-to-face meetings• Patience !!!


What I wish had been different

The lectures and the study visits:

• 1,• 2,

The group work and project for change:

• 1,• 2,


Thank you for your attention!

motto "those who have the privilege to know, have the duty to act" albert einstein local...

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