royal borough of kingston upon thames low carbon ...€¦ · essential to meeting local government...

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Royal Borough of Kingston upon Thames

LOW CARBON MANAGEMENT PLAN

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Due date

Date 17th June 2010 16th April 2010

Version number v0.11 13th October 2010

Owner Shadia Rahman, Climate Change & Sustainable Travel Officer

Approval Route Carbon Trust 24th March 2010

Energy Strategy Project Team To view

Climate Change Programme Board

18th March and April 2010

Status Final

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Contents

Foreword from the Carbon Trust ........................................................................ 7

Executive Management Summary .......................................................................... 9

Vision ................................................................................................................. 9

Target ................................................................................................................ 9

Baseline ............................................................................................................. 9

How will Kingston Council meet its target? ...................................................... 10

What can you do? ............................................................................................ 11

1. Introduction .................................................................................................... 12

Background ...................................................................................................... 12

Past achievements .......................................................................................... 13

2. Vision and Context ........................................................................................ 15

Local Drivers .................................................................................................... 15

National Drivers ............................................................................................... 16

Low Carbon Management Plan Target ............................................................ 17

Underpinning Strategic Objectives ................................................................... 18

3. Emissions Baseline and Forecasting........................................................... 19

Scope............................................................................................................... 19

Baseline ........................................................................................................... 20

Value at Stake ................................................................................................. 22

4. Carbon Management Projects ...................................................................... 24

Existing Projects .............................................................................................. 24

Project Opportunities ....................................................................................... 24

Projected achievement towards the target ....................................................... 26

5. Carbon Management Plan Financing ........................................................... 28

Financial Background ...................................................................................... 28

Investment ....................................................................................................... 29

Benefits/savings ............................................................................................... 29

Additional resources ........................................................................................ 30

Funding options ............................................................................................... 31

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6. Actions to Embed Carbon Management in Kingston Council ................... 32

Background ...................................................................................................... 32

Corporate Approach ........................................................................................ 34

Programme Management ................................................................................ 35

Responsibility ................................................................................................... 36

Data Management ........................................................................................... 38

Communications and Training ......................................................................... 39

Finance and Investment ................................................................................... 41

Policy Alignment .............................................................................................. 42

Engaging with Schools..................................................................................... 43

Engaging with Suppliers, Contractors and Consultants ................................... 45

7. Programme Management of the Carbon Management Programme .......... 46

Context ............................................................................................................ 46

Governance Structure ...................................................................................... 47

Succession Planning........................................................................................ 49

Ongoing Stakeholder Management ................................................................. 50

Annual Progress Review .................................................................................. 50

Appendix 1a: Meetings and workshops held with stakeholders to develop the Low Carbon Management Plan ............................................................................. 52

Appendix 1b: The Low Carbon Management Plan links to the OneCouncil change management programme ......................................................................... 53

Appendix 2a: Existing Carbon Management Projects ........................................ 54

Appendix 2b: Carbon Management Projects Opportunities ............................... 55

Appendix 2c: Assumption references .................................................................. 60

Appendix 3a: Carbon Management Embedding Matrix – self assessment ....... 61

Appendix 3b: Carbon Management Embedding Action Plan ............................. 63

Appendix 3c: Stage Change Theory – ADKAR .................................................... 78

Appendix 3d: Procurement Actions to follow from 2010-2011 ........................... 79

Appendix 4a: Overview of the governance arrangements for the climate change programme, incorporating meeting regularity ....................................... 80

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Appendix 4b: Carbon Management Team ............................................................ 81

Appendix 5: Project Initiation Document – Low Carbon Management Plan Year 1 implementation .................................................................................................... 83

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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 local authority sector as key to delivering carbon reduction across the UK inline with its Kyoto commitments and the Local Authority Carbon Management programme is designed in response to this. It assists councils 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.

Kingston Council was selected in 2009, amidst strong competition, to take part in this ambitious programme. Kingston Council partnered with the Carbon Trust on this programme in order to realise vast carbon and cost savings. This Carbon Management Plan commits the council to a target of reducing CO2 by 24% by 2015 and underpins how the Council can avoid cumulative costs of £8.3 million over the five year, resulting from increased fuel prices and existing consumptions patterns.

There are those that can and those that do. Local authorities can contribute significantly to reducing CO2 emissions. The Carbon Trust is very proud to support Kingston Council in their ongoing implementation of carbon management.

Richard Rugg

Head of Public Sector, Carbon Trust

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Executive Management Summary

Vision

The Low Carbon Management Plan provides the framework for the Council to reduce carbon dioxide (CO2) emissions from its own services and operations. Importantly it also reduces the Council‟s costs allowing it to operate more efficiently.

The Council‟s commitment to sustainability and climate change is set out in one of three cross-cutting themes in the Kingston Plan (March 2009); Theme 1: protecting and enhancing the environment for us and future generations.

Delivery of the Low Carbon Management Plan has been and will continue to be essential to meeting local government performance criteria. The Council will deliver the Plan as part of a suite of climate change work underpinned by Kingston‟s Energy Strategy (May 2009) and will be governed by the Council‟s Climate Change Programme Board.

Target

The Low Carbon Management Plan‟s vision and target is set out over a five year period. The cost of doing nothing and not reducing CO2 by 24% is a cumulative figure of £8.3m over 5 years. This is from the baseline year 2008/09, based on current value.

Baseline

Kingston Council will reduce it CO2 emissions by 24%* from across its assets and service delivery by March 2015 from a 2008/09 baseline.

22,400 tonnes of CO2 emissions from Kingston Council operations in 2008/09

Our vision is that Kingston Council is a low carbon sustainable authority that reduces its energy and water use, uses natural resources efficiently and uses clean and renewable energy.

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The chart below shows Kingston Council‟s emissions breakdown for 2008/09. The non-schools segment consists of libraries, youth centres, North Kingston Centre, King Charles Centre and Dukes Centre.

How will Kingston Council meet its target?

The savings will be made by using what we have more efficiently and cutting obvious waste. This will be achieved through a combination of good housekeeping and behaviour change.

At the same time we will be looking at invest-to-save projects such as insulation, efficient lighting, combined heat and power energy supply, and fleet replacement.

In the longer term we will look at larger capital projects such as procurement changes, property rationalisation, efficient new buildings and new technologies.

Below is a graph that indicates what needs to be done to save energy over the short, medium and long-term.

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What can you do?

Reducing carbon dioxide emissions from the Council‟s operations and services is the responsibility of everyone who works for Kingston Council.

As an officer and a manager you will be involved in delivering carbon reduction milestones and will need to change your way of thinking to factor in energy and carbon reduction in all your actions and decisions.

You may be involved in some or all of the below processes:

Strategic: such as policy development, procurement, incorporating carbon management into your team plans.

Operational: such as supporting the green champions‟ initiative, monitoring energy use and day-to-day decision making in your service area.

Personal: such as considering how you travel, your day-to-day behaviour in how you use energy – e.g. switching off your computer when away from your desk.

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1. Introduction

1.1. The RBK Low Carbon Management Plan (LCMP) provides the framework for the Council to mitigate against climate change through carbon reduction in its own operations.

1.2. The Plan outlines the corporate approach required to build on existing practices and develop new practices to manage and reduce carbon dioxide emissions. The definitive goal is to make energy and financial savings that benefits the environment.

1.3. The Kingston Plan elevated the importance of the challenge of climate change mitigation and adaptation for the Council. Theme 1: Objective 1 is to „tackle climate change, reduce our ecological foot print and reduce, reuse and recycle. This wide reaching objective is underpinned by a suite of strategies of which one is the Energy Strategy that was adopted by the Executive in 2009.

1.4. This plan will contribute towards meeting the statutory requirements of the Carbon Reduction Commitment (CRC) Energy Efficiency Scheme, by developing programmes that educate, support and encourage carbon reduction from the council‟s operations. It also aims to establish responsibility and accountability from all Council services and operations.

Background

1.5. There is scientific consensus that climate change is driven by use of fossil fuels. Burning fossil fuels like coal oil and gas to generate energy releases greenhouse gases, such as carbon dioxide (CO2), methane and nitrous oxide, into the atmosphere, which cause the earth‟s surface temperature to increase more rapidly than would naturally occur, resulting in climate change. The environmental impacts of climate change are already being experienced in the UK with more frequent and extreme weather events that cause droughts, storms and flooding. 1

1.6. Increased energy demand and a drive to low-carbon fuel sources can cause higher fuel prices. 2 There is a need to understand the way we use energy and how this can be managed to minimise cost, such through good data management (outlined in Chapter 6 – Data Management).

1 2007 Fourth Assessment Report (AR4) of the Intergovernmental Panel on Climate Change (IPCC)

http://www.ipcc.ch/publications_and_data/publications_and_data_reports.htm

2 http://www.decc.gov.uk/en/content/cms/statistics/source/prices/prices.aspx Retail prices index: fuel

components, monthly figures indicates an increase in fuel price of 3.7% in the UK from Sept 2008 to Jan 2010. And http://www.iea.org/ (March 2010)

http://www.ipcc.ch/publications_and_data/publications_and_data_reports.htm

http://www.decc.gov.uk/en/content/cms/statistics/source/prices/prices.aspx

http://www.iea.org/

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1.7. In March 2009 the Royal Borough of Kingston Council was successfully accepted onto the Carbon Trust‟s Local Authority Carbon Management Programme, now in its 7th year.

1.8. The LCMP is the culmination of a 10 month programme with the Carbon Trust to develop a robust action plan for realising carbon saving and embedding carbon management in RBK‟s day-to-day business. The five step process used by the Carbon Trust (Box 1) has raised awareness of the agenda in the authority to enable it to recognise opportunities for carbon and cost savings from reduced energy and water use. This has been achieved in close consultation and engagement with officers and contractors (See Appendix 1a list of meetings and works held with stakeholders).

Past achievements

1.9. Implementing energy and cost saving measures is not new to RBK. The LCMP takes existing good practice and demonstrates the environmental benefit by quantifying carbon saving achieved from saving energy and resources.

1.10. Actions to save money from street lighting and improve heating controls in our offices are expected to save an estimated total of 2200 tonnes of CO2 during the lifetime of the projects. (See table 1)

Box 1. The five step process taken to develop the Carbon Management Plan:

STEP 1: Mobilise the organisation – Building the team and determining the scope

STEP 2: Set Baseline, forecast and targets – Setting the baseline for the programme and its

goals

STEP 3: Identify and quantify options – Identifying the risks and opportunities presented by

climate change

STEP 4: Finalise Strategy and Implement Plan – Designing a cost effective strategy to cut

emissions and save money

STEP 5: Implement plan – Complete with budgets, targets and success metrics

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Table 1. Past achievements of carbon dioxide emissions saving. Ref. Based on calculations from RBK data input into the Carbon Trust’s CMPR excel spreadsheet

Action Description Estimated Lifetime CO2 saving (tonnes)

Estimates Gross financial saving in the first year of the project (£)

Street lighting programme 2008

Removal of illuminated signs and bollards, replacement reflective bollards, reduced illumination hours, lantern conversions

1600 tonnes CO2

£7500

Capital bids project from 2008/09

Guildhall 2 cooling controls 600 tonnes CO2 £1000

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2. Vision and Context

2.1. Context of the LCMP

2.1.1. Set out rationale for acting on climate change

2.1.2. Implement a 5 year action plan that achieves the vision

2.1.3. Employ performance management to monitor the plan

Local Drivers

2.2. Managing the Council‟s carbon emissions is driven by international and national environmental and economic requirements and to meet the objectives of Theme 1 of the Kingston Plan Kingston’s vision for 2020 (formally known as a Sustainable Community Strategy). Theme 1 – a sustainable Kingston – protecting and enhancing the environment for us a future generations.

2.3. The Council‟s commitment to tackling climate change is laid down in the Kingston Plan. The plan sets out the vision for Kingston in 2020 and outlines what the Council will do in partnership to get there. The partnership is led by the Kingston Strategic Partnership (KSP) with the lead for climate change in the Sustainable Communities Partnership (a sub-group of the KSP).The pledge to sustainability and climate change is one of three cross cutting themes for the plan; Theme 1: protecting and enhancing the environment for us and for future generations.

2.4. This commitment is underpinned by Kingston’s Energy Strategy (May 2009) that represents the approach to mitigation of climate change. The strategy outlines the energy hierarchy and the role of the council to address energy and water management both in the community and through our own operations.

2.5. The Council‟s medium term service and financial plan „destination Kingston’ 2009-2012 outlines the way the Council will be working to ensure that it delivers its responsibilities within the Kingston Plan. destination Kingston sets out the OneCouncil Programme. This is a major initiative aimed at improving ways in which the Council works together and has a consistent integrated approach to everything that it does.

Our vision is that Kingston Council is a low carbon sustainable authority that reduces its energy and water use, uses natural resources efficiently and uses clean and renewable energy.

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2.6. The OneCouncil Programme is made up of 10 transformational projects .The LCMP will be an integral part of this transformation and will be linked to OneCouncil Project 5 (OCP5): Utilise RBK‟s assets to meet One Council vision. This project is about changing the way the council‟s assets are utilised, creating more effective and appropriate long term benefits for the Borough. Links to the other 9 projects can be seen in appendix 1b.

2.7. The Council‟s environmental performance is under increasing scrutiny through the requirements of the Corporate Area Assessment (CAA) use of natural resources (Key Lines of Enquiry 3.1) The processes being put in place by the LCMP to measure carbon emissions from our assets and services, and identifying opportunities where investment to reduce emissions and environmental impact are evidence for improvement.

2.8. Annual monitoring of climate change is now part of the National Indicator set the measuring of CO2 emissions from Council operations (NI185) is the mechanism to review year on year performance from the Council and its service provides. However our commitment to reduce emissions from the borough (NI186), which is in our LAA is a driver to demonstrate community leadership as the Council‟s emissions form part of the borough‟s impact on climate change.

National Drivers

2.9. Enforcement is driven by the UK government legislative framework to tackle climate. The Climate Change Act (Nov 2008)3 sets legally binding „carbon budgets‟, aiming to cut UK emissions by 34% by 2020 and at least 80% by 2050. One of the key outcomes of the Act is the Carbon Reduction Commitment (CRC) Efficiency Scheme. This is the UK's mandatory climate change and energy saving scheme, due to start in April 2010.

2.10. The CRC Efficiency Scheme is a „cap and trade‟ scheme that provides a financial value to carbon emissions generated from the buildings owned by the Council‟s. Due to the cost of purchasing carbon credits an approach minimising this expenditure will include action to reduce carbon emissions from the buildings within the scheme. The CMP is a mechanism to help identify and implement opportunities to reduce emissions.

2.11. The role of workplaces to help meet the UK‟s climate change targets by 2020 is a core part of the UK Low Carbon Transition Plan (July 2009) and suggests there will be support by loans and grants to assist with the upfront costs of energy-efficiency and low carbon technologies to reduce energy costs.

3 Website of Department for Energy and Climate Change (March 2010)

http://www.decc.gov.uk/en/content/cms/legislation/cc_act_08/cc_act_08.aspx

http://www.decc.gov.uk/en/content/cms/legislation/cc_act_08/cc_act_08.aspx

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Low Carbon Management Plan Target

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2.12. Kingston Council‟s has set a carbon dioxide reduction target based on a process of assessing the authority‟s opportunities for generating carbon savings, and by default financial cost avoidance. The objectives below demonstrate the incorporation of existing strategies and polices that the Council has adopted as an asset holder and service provider.

4 *The 24% CO2 emissions target has been calculated according to the Carbon Trust‟s requirement to

have a minimum of eighty percent of the target quantified in the Low Carbon Management Plan (LCMP). Kingston Council‟s LCMP has identified projects equating to 20% carbon saving from the baseline (see Appendix 2a and 2b). This represents eighty percent of a 24% target with fully quantified possible actions.

Kingston Council will reduce it CO2 emissions by 24%* from across its assets and service delivery by March 2015 from a 2008/09 baseline.

Reducing emissions: The energy we use in our workplaces accounted for 12% of UK greenhouse gas emissions in 2008. To reduce emissions, we will need to change the way we do business to cut down the amount of energy and other resources we use

UK Low Carbon Transition Plan (20th July 2009), p112

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*The 24% CO2 emissions target has been calculated according to the Carbon Trust‟s requirement to have a minimum of eighty percent of the target quantified in the Carbon Management Plan (CMP). Kingston Council‟s CMP has identified projects equating to 20% carbon saving from the baseline. This represents eighty percent of a 24% target with fully quantified possible actions.

Underpinning Strategic Objectives

Kingston Plan

Tackle climate change, reduce our ecological footprint and reduce, reuse and recycle

Reduce our CO2 emissions to contribute to national targets to reduce UK net CO2

emissions by 26-32% by 2020 and 80% by 2050

To meet the energy hierarchy of: reduce energy use, use energy efficiently and use renewable/clean energy.

Energy Strategy

To increase staff awareness, training and accountability for energy use and travel choices

Develop a management plan and investment programme of asset and fleet improvement applying best value principles.

Ensure all Council operations take action to reduce energy consumption and are held accountable

Destination Kingston

Five shaping principles – Customer First, Prevention, Personalisation choice and control, local settings, working with partners

Six supporting principles – maximise efficiency savings, services for those who need them most, recycling our assets, doing some things less or not at all, maximise our income, fit for purpose organisation/squeezing management costs

,

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3. Emissions Baseline and Forecasting

3.1. To measure the Councils performance against its carbon reduction target a baseline set of emissions needs to be established. From this information an assessment can be made on what future demand will mean for the Council‟s energy costs. This will have an inevitable impact on financial forecasting for the CRC Efficiency Scheme

3.2. To achieve the baseline the following has been detailed;

3.2.1. scope of carbon emissions being measured

3.2.2. breakdown of where the emissions are generated

3.2.3. a forecast of business-as-usual to 2015

Scope

3.3. The baseline for the LCMP is based on the emissions monitored for NI185 (Percentage CO2 reduction from local authority operations) which also acts as part of the evidence for the CAA Use of Resources. NI185 represents the carbon emissions from the Council‟s operations and outsourced services. It relates to the energy used in buildings and transport for delivering the functions of the local authority (Table 3 Scope of Kingston Council‟s current baseline emissions).

3.4. The LCMP baseline scope was agreed at the start of the development phase of this plan in July 2009. The scope includes energy use captured in NI185. Water use and waste data will be included in this baseline because they have been identified in the RBK Energy Strategy as other key areas of green house gas emissions.

3.5. There is potential to increase the scope to cover emissions from staff commuting that would also meet the objectives of the Council‟s Staff Travel Plan (August 2009).

3.6. Currently the RBK Social Housing stock emissions have not been included in the baseline. This is because they represent <5% of emissions. However, this may be included at a later date if opportunity presents itself.

3.7. The data collected for CRC Efficiency Scheme will help improve the quality of the data from the Council‟s buildings that fall within its scope.

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Data Type Information Energy use (NI 185)

Water consumption

Waste

Current information

Current information

Current information

Stationary Sources

Council Buildings Y Some data No data but desirable

Schools Y No data but desirable

No data but desirable

Street lighting Y n/a n/a

Transport Business Travel (public transport/planes)

Y n/a n/a

Grey Fleet (staff mileage claims)

Y n/a n/a

Fleet Y n/a n/a

Contractors Contractor Buildings Y No data but desirable


Business Travel Y n/a n/a

Contractor fleet Y n/a n/a

Transport Council staff commuting


n/a n/a

Table 2 Scope of Kingston Council’s current baseline emissions

Baseline

3.8. The baseline year is 2008/09. Annual monitoring of emissions will be within the financial year as required for NI185 reporting and CRC Annual Emissions Report.

3.9. The emissions can be divided by end user. These have been grouped and the actual emissions and percentage they represent illustrated in the table and graph below.

22,400 tonnes of CO2 emissions from Kingston Council operations in 2008/09

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Table 3. Summary of emissions in Kingston’s Council’s baseline for 2008/09

Category (end user) CO2 emissions (tonnes)

Schools (Primary and Secondary, including outsourced)

7488

Corporate building and Community Care 3138

Street lighting 2999

Leisure 2655

Other (car parks, non-schools*, contractors, crematoria)

2846

Fleet 3320

TOTAL 22446

*Non-schools = libraries, youth centres, North Kingston Centre, King Charles Centre and Dukes Centre

Figure 1. Kingston Council’s emissions breakdown (%) for 2008/09

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Value at Stake

3.10. The Department of Business Innovation and Skills (formally DERR and DTI), has forecast an energy demand increase of 0.7%. This is based on inevitable increases in fuel costs of 5.3% electricity and gas, and 8.4% for transport fuels, and increase in consumer demand.

3.11. The Council‟s emission is expected to increase to 23,200 tonnes of CO2 by 2013/14 based on 2008/09 energy use. The current cost of this energy use is approximately £4.8m per annum. If energy use continues without any reduction measures (i.e. business as usual) then energy costs for the Council will increase by approximately £3m to 2015 taking the total figure to £7.8m. However, if there are new building programmes and changing working practices this increase will be even higher. Therefore the LCMP will need to be adaptable as circumstances change.

3.12. The cost of doing nothing and not reducing CO2 by 24% is a cumulative figure of £8.3m over 5 years from the baseline year (2008/09) this is the Value at Stake. The graph below illustrates both the financial value at stake and the carbon at stake.

Figure 2. Financial Value at Stake for Kingston based on 24% reduction in CO2 emissions over five years, from the baseline year of 2008/09. BAU=Business as usual scenario

£8.3 million Value at Stake (2008/9 to 2013/14)

£4.8 million energy spend in 2013/14

(24% reduction in CO2)

£7.8 million energy spend in 2013/14 (BAU)

Cost avoidance NOT cost

saving

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Figure 3. Carbon at Stake for Kingston based on 24% reduction in CO2 emissions over five years, from the baseline year of 2008/09. BAU=Business as usual scenario

19,000 tonnes of CO2 at

Stake (2008/9 to 2013/14)

TARGET emissions

17,000 tonnes of CO2

in 2013/14 (24% reduction in CO2)

23,200 tonnes of CO2 in 2013/14 (BAU)

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4. Carbon Management Projects

4.1. This section outlines the current and possible projects that work towards achieving carbon reduction.

Existing Projects

4.2. Existing projects are those implemented from the baseline year; 2008/09 and 2009/10. The project details are outline in Appendix 2a. These were agreed through existing budget processes such as the Council‟s capital bids programme.

4.3. The projects highlighted in the LCMP have been selected to demonstrate the energy and carbon savings associated with their implementation. These savings have been quantified by the project owners according to the actual specifications of the project.

Project Opportunities

4.4. To meet the carbon saving target set by the Council project opportunities have been identified to illustrate

4.4.1. a range of works possible,

4.4.2. how much carbon and money could be saved from them and

4.4.3. an estimation of how much it would cost.

4.5. The project opportunities quantified in detail have been listed in Appendix 2b. These have been developed with guidance from colleagues, contractors and the Carbon Trust. The assumptions used have been detailed in the appendix. These projects equate to approximately a 20% reduction from the Council‟s Baseline if all are implemented during the five years of the programme. The savings estimated can be weighted to account for the risk in data accuracy and as such actual savings may be less.

4.6. Once a range of projects have been identified they can be prioritised according to, for example, the simple payback period5, and most carbon saved for minimum cost. The financial proposal will be covered in the next chapter (Chapter 5 Low Carbon Management Plan Financing) and the decision making process for investment is outlined in chapter 7 (Chapter 7 Programme Management of the Carbon Management Programme)

5 Simple Payback period: The time taken to recover the initial investment.(does not include discounted

rate – the change in value of money against the lifetime of the project)

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4.7. The projects can be developed according to the energy use management and energy supply management. These can be broken down according to the energy hierarchy (see Figure 4) and each of types of action in the energy hierarchy can contribute savings towards the target (see Figure 5).

Figure 4. Energy Hierarchy (Ref. Kingston‟s Energy Strategy, May 2009)

DEMAND MANAGEMENT Reduce demand, which means changing

culture

ENERGY EFFICIENCY Use energy efficiently e.g. energy

efficient lighting

CONSERVE Conserve natural resources, reduce CO2 released, renewable and cleaner energy

REDUCE WASTE Reduce wastage and get more from

conventional supplies

4.8. A low cost measure such as „good housekeeping‟ is a good way to reduce energy use (demand management) by up to 10% (see Fig 5, ref Carbon Trust). Accurate meter reading from buildings is the first step to measuring performance and is a critical action for the Carbon Reduction Commitment Energy Efficiency Scheme. This begins in April 2010 and will improve the accuracy of building energy data and provide an avenue to improve relations with asset holders and guide behaviour change.

4.9. It is not always appropriate to follow the energy hierarchy in sequence, but to achieve higher savings actions across the spectrum will need to be implemented such as design and asset management and even installing renewable technology in certain asset areas.

Figure 5. How to meet the carbon the carbon reduction target (Ref. Carbon Trust, Opportunities Workshop slide pack)

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Projected achievement towards the target

4.10. The existing projects and those identified (but not committed to) have been plotted on a graph to illustrate how they contribute towards the carbon reduction target set. (see Figure 6)

4.11. The graph has been generated from the Carbon Management Projects Register excel spreadsheet. The calculation includes degradation factors ie each year of the project the CO2 saved reduces on the assumption that projects naturally become less effective unless maintained. Also if a saving is based on a % saving in a building then as other projects reduce CO2 from that building, the original % results in smaller absolute reduction.

4.12. Where projects have a short life they will need to be repeated to enable ongoing savings to be achieved.

4.13. Significant savings are visible from the year 2011 which are all the projects opportunities that have been identified so far (but have not been agreed). The scaling up of simple measures across the building estate and contracts generate carbon savings that go half way to achieving the Council‟s carbon reduction target

Figure 6. Projected achievement towards the carbon reduction target of 24% (Ref Kingston‟s Carbon Management Project Register excel spreadsheet - 10.03.01_CMPR.xls)

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5. Carbon Management Plan Financing

5.1. This section outlines

5.1.1. The financial background circumstances of Kingston Council

5.1.2. The investment required and the benefits of investment

5.1.3. Options for funding carbon reduction in the Council

Financial Background

5.2. The Council has set challenging emissions reduction targets, both in the target set and in achievability because of the financial constraints it is working within. In order to meet an £8 million budget shortfall identified in November 2009, the repairs and maintenance programme expenditure for 2010/11 has been reduced for all services. This requires a reduction in planned revenue and capital expenditure.

5.3. The financial constraints cannot be ignored, and hence the projects are at risk of failure if budgets are not committed. The financial situation will be carefully monitored and reported through project management framework described in chapter 7. Here, new opportunities will be planned for and responded to in a timely manner.

Revenue

5.4. There is a £1.5 million reduction from the draft planned maintenance programme for 2010-2011. This requires deferring the start of projects including those which demonstrate energy savings, expected CO2 reductions and early pay back from their implementation.

5.5. Additional sources of funding are being sought to drive energy efficiencies but affordability is a key test given the continuing financial constraints of the Council in future years Capital schemes with a projected total cost of £170k with potential for carbon reduction savings have been identified. None of these are in the approved capital programme as it stands, and therefore if pursued, would have to be financed from utility savings to repay loan repayments or from savings elsewhere within the capital programme.

5.6. The carbon savings from the works that are implemented through the capital programme will be quantified in retrospect.

5.7. From 2010/11 the Council has agreed £90k in the base budget for Council carbon reduction activity. This base budget investment will be used in addition to the existing Capital bids funding of projects and external funding sources. The Council will prioritise schemes to achieve the maximum savings from carbon reduction activity.

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Capital

5.8. Prudential borrowing will be considered from 2011/12 subject to the affordability test outlined above.

Investment

5.9. Carbon Trust estimates that on average investment of £500 is needed to save one tonne of CO2 emissions.

5.10. In 2008/09 £975k investment (capital and operational costs) was made in projects that helped save energy and carbon emissions across the council‟s street lighting portfolio and in its Guildhall office.

5.11. A significant increase in capital and revenue commitments in future years will be needed to meet the 24% carbon reduction target set by this Low Carbon Management Plan. Current estimates suggest investment in the region of £3m in capital and operational costs would be needed to deliver the carbon saving opportunities identified so far in Appendix 2b. This investment would be indentified from such schemes as the RBK capital bid programme, Building Schools for the Future, Primary Schools review, external funding opportunities such as SALIX loans (not an exhaustive list).

Benefits/savings

5.12. It is estimated that over the five years, from 2008/09 to 2014/15 the projects identified so far could save in the region of £600k from energy spend.

5.13. The annual cost and CO2 savings calculated from the proposed project list illustrate that three times the financial savings could achieve in 2011/12 than in the previous year to save ten times the CO2 emissions, if the funding and resources are committed to implement the projects identified in chapter 4. (see table 5) These are based on fuel cost such as for electricity of 7p/kWh, natural gas at 4.5p/kWh, diesel at 10.94p/kWh and petrol at 11.3p/kWh.6

6 CMPR excel file: conversion assistance tab based on Carbon Trust and Defra statistics

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Table 4. Cost and CO2 savings from project opportunities (Ref CMPR excel file: CMP outputs tab, table „Section 5.2 – Benefit/saving‟

2009/10 2010/11 2011/12 2012/13 2013/14

Annual cost saving £96,999 £86,883 £288,264 £281,484 £273,070

Annual CO2 saving 89.62 292.18 3004.53 3256.95 3438.54

% of target achieved (based on a 24% target)

2% 5% 56% 60% 64%

5.14. In addition to the savings there are other benefits from making an investment in carbon saving. These include:

5.14.1. Providing an efficient service

5.14.2. Improved performance monitoring

5.14.3. Enabling compliance with legislation such as the Carbon Reduction Commitment (CRC) Energy Efficiency Scheme

5.14.4. Improved reputation of Council and demonstrating community leadership

5.15. Investment in low cost measures such as „good housekeeping‟ actions will help to save money and carbon but will also provide robust data to target future investment and resources to achieve the larger savings.

Additional resources

5.16. To reduce costs and carbon, staff and time resources are needed in addition to funding. This includes

5.16.1. Technical capacity to deliver the CRC Energy Efficiency Scheme

5.16.2. Technical capacity to develop detailed carbon saving opportunities in the Council‟s building estates and project manage delivery of projects

5.16.3. Staff taking responsibility to act as „Green Champions‟ to communicate the soft behavioural change actions amongst their peers

5.16.4. Contract managers and Contractors time to build technical capacity to develop and implement carbon saving opportunities within service areas

31

Funding options

5.17. In addition to the money allocated by the council to the internal carbon reduction agenda other sources of funding are available externally and should be utilised, such as SALIX, carbon reduction loan provider.

5.18. The funding sources need to be combined into a framework that optimises the money available internally and externally so large carbon saving projects can be implemented alongside the softer behavioural change actions.

5.19. Some examples of how carbon saving monies can be managed include:

5.19.1. Invest-to-save loan fund

5.19.2. The CRC Energy Efficiency Scheme recycling repayments

5.19.3. Schools improvement and new build programme

5.19.4. Repairs and maintenance programme

5.19.5. Utilising „Feed in Tariff‟7 generated from installing renewable technology

5.19.6. Pump prime funding

7 Feed in Tariffs (FIT): Introduced by the Energy Act (2008) providing a financial incentive for

generated renewable energy that results in a payment for every kWh generated (Generation tariff) and every kWh exported (Export tariff). In additional there will be a benefit to the owner from using electricity “onsite” (Avoided costs).

32

6. Actions to Embed Carbon Management in Kingston Council

6.1. The Low Carbon Management Plan outlines a programme of change and implementation projects over a five period from 2010/11 to 2014/15. The plan will be project managed monthly through the Directorate of Environmental Services Planning and Transportation Project Board. It will be an integral part of the Energy Strategy Annual implementation Plan that is reported to the Climate Change Programme Board. This board reports to the Strategic Leadership Team (Chapter 7 for governance structure)

6.2. This chapter outlines the work-streams required to embed carbon management into the business-as-usual activity of the Council. This includes

6.2.1. what actions the Council will take to improve performance

6.2.2. why the Council are taking them

6.2.3. what the benefits are

6.2.4. how actions are going to be delivered

Background

6.3. Reducing carbon dioxide emissions from the Council‟s operations and services is the responsibility of everyone who works at Kingston Council. To enable staff and service providers to take action to reduce emissions the Council can act through nine work-streams. These cover:

6.3.1. Corporate Strategy,

6.3.2. Programme Management,

6.3.3. Responsibility,

6.3.4. Data Management,

6.3.5. Communications & Training,

6.3.6. Finance & Investment,

6.3.7. Policy Alignment,

6.3.8. Engagement with Schools,

6.3.9. Engagement with Suppliers

6.4. The Carbon Trust has provided a 1-5 scale against which to measure improvement for each of the work-streams. Engagement with Suppliers is a new work-stream and has no defined performance milestones agreed by the Carbon Trust but is an area of ongoing refinement. The work-streams and performance milestones are represented in the Carbon Management Embedding Matrix. (see appendix 3a)

33

6.5. At the launch of the 10month carbon management programme, on the 14th July 2009, Council stakeholders collectively assessed how the Council was performing at the beginning of the programme and then agreed how the Council would like to perform in five years, against the Carbon Management Embedding Matrix (see Figure 6).

6.6. During the 10months of the programme a reassessment has indicated that the Council is already improving from level 1 to 2 in many of the work-streams. This and the details of target milestones are described under each of the work-streams in this chapter and the detailed actions required to meet them are outlined in Appendix 3b.

Figure 7. Kingston Council’s performance according to the Carbon Management Embedding Matrix (Ref. Carbon Trust Local Authority Carbon Management Programme Launch event)

Where we will progress to in first two years

from April 2010

Where we were in

May 2009

34

Corporate Approach

Corporate Approach

1 2 3 4 5

No policy

No Climate Change reference

Draft Climate Change Policy

Climate Change references in other strategies

CO2

reduction vision clearly stated and published

Climate Change Programme endorsed by Executive and publicised with staff

CO2 reduction commitment in Corporate Strategy

Top level targets set for CO2 reduction

Climate Change Programme reviewed annually

Top level target allocated across organisation

CO2 reduction targets in Directorate Business Plans

Action plans in place to embed strategy. Progress routinely reviewed

At start – May 2009

2

Current – Mar 2010

2

By end of Year 1

Mar 2011

3

Target - 2015 5

6.7. The Council initially graded performance within Corporate Approach as level 1 with no corporate policy for reducing carbon emissions. Although the Kingston Plan (March 2009) sets a commitment to reducing carbon emissions across the borough there has not been a Council specific approach. The high level commitment, changing working practices in the Council and the launch of the Climate Change Programme in early 2010 secures a target position for level 5 by 2014/15.

6.8. The Strategic Leadership Team (SLT) and Executive will provide endorsement of the Council‟s Low Carbon Management Plan (LCMP) and its implementation over the next five years. The Council‟s LCMP will form part of the wider Climate Change Programme that will be overseen by the new governance arrangements outlined in Chapter 7.

Corporate Approach: Embedding CO2 reduction across the Council‟s operations and service

35

6.9. The LCMP as part of the wider Climate Change Programme displays essential top level commitment to the rest of the organisation. In doing so has a positive effect of demonstrating that Kingston Council, as a community leader, is serious about its commitment to reducing its carbon dioxide emissions.

6.10. Some of the key actions required to move up the scale of the matrix include

6.10.1. Embedding detailed actions into Service Area Plans and Team/Business Plans from 2010/11 onwards.

6.10.2. Setting „SMART‟ targets across the Council‟s services and operations to monitor performance.

6.10.3. Measuring progress using a straight forward red amber green flag status (RAG) against the actions detailed in Appendix 3b

6.10.4. Reporting to the appropriate boards and project teams regularly with an annual review of the Climate Change Programme

Programme Management

6.11. Programme management involves the governance and reporting structure of the Low Carbon Management Plan. The key elements of this governance structure are

6.11.1. The development of a corporate Climate Change Programme Board to oversee actions delivered under the climate change agenda

6.11.2. Low Carbon Management Plan Project Team that will manage the implementation work-streams and liaise with stakeholders

6.11.3. Carbon Management team that encompasses the stakeholders and individual action owners, such as Council staff, contractors, and consultants used to deliver services.

6.12. Performance is expected to improve steadily over the five years as a result of the governance structure (outlined in Chapter 7). This will involve monthly progress reports to project boards and quarterly progress reports to the Programme Board. There is also a formal mechanism to report to the Council‟s Strategic Leadership Team (SLT) and external partners through the Kingston Strategic Partnership.

Programme Management: Bringing it altogether effectively

36


1 2 3 4 5

No CM monitoring

Ad hoc reviews of CM actions progress

Core team regularly review CM progress:

o actions

o profile & targets

o new opportunities

Sponsor reviews progress and removes blockages through regular Programme Boards

Progress against targets routinely reported to SLT

SLT review progress against targets on quarterly basis

Regular diagnostic reports provided to Directorates

Progress against target published externally


1


2

By end of Yr 1 – Mar 2011

4

Target - 2015 5

Responsibility

6.13. Reducing carbon dioxide emissions is the responsibility of all Kingston Council employees. Everyone has a part to play and the implementation of this plan will assist all staff on learning where and how they can make reductions.

6.14. Some of the key actions that can improve performance include:

6.14.1. Establishing voluntary staff engagement through a „Green Champions‟ network spanning all Council sites.

6.14.2. Providing training to change the way staff work

6.14.3. Incorporating the carbon management requirements into the leadership and management framework which will set out standards and behaviours required of Council leaders to achieve its goals – feeding into One Council Manager project (OCP 8)

Responsibility: Being clear that saving energy and reducing CO2 is everyone‟s job at Kingston Council

37

6.15. Providing knowledge and a mechanism to deliver actions through the corporate approach and governance arrangements will empowered staff to take action and take ownership for it.

Responsibility 1 2 3 4 5

No recognised CO2

reduction responsibility

CO2

reduction a part-time responsibility of a few department champions

An individual provides full time focus for CO2

reduction

Key individuals have accountability for carbon reduction

Senior Sponsor actively engaged

CM integrated in to responsibilities of department heads

SLT regularly updated

Staff engaged through Green Champion network

CM integrated in responsibilities of senior managers

CM part of all contracts / T‟s&C‟s

Central CO2

reduction advice available

Green Champions leading local action groups


1.5


2.5

By end of Year 1 - Mar 2011

4

Target - 2015 5

38

Data Management

Data Manage-ment

1 2 3 4 5

No CO2

emissions data compiled

Estimated billing

No CO2

emissions data compiled

Energy data compiled on a regular basis

Collation of CO2

emissions for limited scope i.e. buildings only

Annual collation of CO2 emissions for:

o buildings

o street lighting

o transport/ travel

Data internally reviewed

Regular collation of CO2 emissions for all sources

Data externally verified

Monitoring & Targeting in place for:

o buildings

o street lighting

o transport/ travel


3


4

By end of Year 1

Mar 2011

4

Target - 2015

5

6.16. Data management is important to enable the Council to monitor performance. This involves measuring the carbon emissions generated from the Council‟s operations and services from which targets can be set to reduce emissions.

6.17. The key priority for the LCMP is to develop a robust performance management framework encompassing both physical implementation and embedding actions throughout the five year process.

6.18. Some key actions to improve data quality and its managements include:

6.18.1. Using National Indicator 185 (NI185) as the core scope of emissions (see Chapter 3) and aligning this with the Carbon Reduction Commitment (CRC) Energy Efficiency Scheme annual data collection methodology

6.18.2. Establish a quarterly data collection and monitoring system

6.18.3. Establishing a mechanism to verify data quality

Data Management: measuring the difference, measuring the benefit

39

6.18.4. Set „SMART‟ targets across the data profile and allocate responsibility

6.19. Installing automatic meter reads as part of the CRC Energy Efficiency Scheme is one method of automating the data collection process for the Council‟s building portfolio. The Council also aims to provide an online data collection portal for building energy consumption, which would provide a standard data collection methodology from Council buildings including schools.

6.20. Established data collection processes within Street Lighting and for reporting NI185 data enabled the Council to set a starting position of level 3 to 4 at the beginning of the programme. The processes being put in place as a result of CRC Energy Efficiency Scheme and NI185 over the coming year puts the Council is good stead for improving performance to a level 5.

Communications and Training

Communication and Training

1 2 3 4 5

No Communication or training

Regular awareness campaigns

Staff given CM information on ad-hoc basis

Environmental / energy group(s) given ad hoc:

Training

communications

All staff given CO2

reduction: induction communications

CM newsletter communicated to external community

All staff given formalised CO2:

induction and training

communications

Joint CM communications with key partners

Staff awareness tested through surveys


1


1.5

By end of Year 1

Mar 2011

3

Target - 2015 4

Communication and Training: ensuring everyone at the Kingston Council is aware of reducing CO2 emissions

40

6.21. It is critical that everyone has the opportunity to find out how staff can get involved and how the Council is doing towards achieving its target.

6.22. Communications over the next five years need to be frequent and easy to follow. It is also important that training is provided for those members of staff who want to get involved, to gain a clearer understanding of how to save energy and reduce carbon emissions. This will give them that added confidence if questioned by their colleagues on why they are being asked to do something, like switching their PC to „stand-by‟ mode.

6.23. Some actions that will help improve performance within this work-stream include:

6.23.1. Bi monthly staff newsletter providing guidance and update on progress

6.23.2. A rolling awareness campaign with events and readily available resources

6.23.3. Monitoring staff attitudes through staff surveys

6.23.4. Developing a training programme for management and volunteers

6.23.5. Delivering training about carbon management through E-learning, development sessions, action learning and mentoring in line with the One Council Management project (OCP 8)

6.24. Since the beginning of the programme the Council has demonstrated a some improvement from level 1 to 2. This can be attributed to the publication of two editions of the council-wide newsletter „Carbon Matters‟ and engagement with the Council‟s Directorate Consultative Groups.

6.25. Progress is being made on developing a voluntary „Green Champions‟ network to encourage action at staff operational level. Combined with contributions made to the staff training and induction process Kingston Council is in a strong position to improve performance over the coming years.

41

Finance and Investment


1 2 3 4 5

No specific funding for CO2

reduction projects

Ad hoc financing for CO2

reduction projects

A view of the cost of CO2

reduction is developing, but finance remains ad-hoc

Some centralised resource allocated

Finance representation on CM Team

Coordinated financing for CO2 reduction projects via Programme Board

Funding principles and processes agreed

Finances committed 1yr ahead

Some external financing

Finance committed for 2+yrs of Programme

External funding being routinely obtained

Ring-fenced fund for carbon reduction initiatives


1


3

By end of Year 1

Mar 2011

4

Target - 2015 4

6.26. Kingston Council has made the biggest leap during the development phase of the carbon management plan, from May 2009 to March 2010, improving from level 1 to level 3. At the internal launch with Council stakeholders, staff agreed that the council can achieve level 4 by 2015. Since then the development of a strong corporate approach to climate change, supported by a new governance arrangement, the Council is in a position to aim for level 4 by the end of year one and level 5 by March 2015.

6.27. The financial context for the Low Carbon Management Plan in outlined in Chapter 5. The aim is for the council to build financial capacity and provide a mechanism to allocate money enabling large carbon saving projects to be implemented alongside the softer behavioural change actions

6.28. The priority to enable progress in this work-stream is to develop a financial framework that optimises the money available internally and externally.

Finance and Investment: the money to match the commitment to reducing Kingston Council‟s CO2 emissions

42

Policy Alignment

Policy Alignment

1 2 3 4 5

No alignment of policies for CO2

reduction

Partial review of key, high level policies

Some financial quick wins made

All high level and some mid level policies reviewed, irregularly

Substantial changes made, showing CO2

savings

Comprehensive review of policies complete

Lower level policies reviewed locally

Unpopular changes being considered

CO2 friendly operating procedure in place

Central team provide advice and review, when requested

Barriers to CO2

reduction routinely considered and removed


1


1

By end of

Year 1

Mar 2011

2

Target - 2015 4

6.29. It is essential that carbon emissions reduction are acknowledged and planned for in the majority of Council‟s policies. The majority of the Council‟s policies are due for renewal over the coming five years at which point carbon management can be established. There are some key policy areas that would benefit from a policy review include

6.29.1. Procurement Policies

6.29.2. Capital Bids process

6.29.3. Human Resources Policies

6.30. By March 2015 carbon management should be successfully embedded within the majority of the Council‟s policies, improving performance to a level 4.

Policy Alignment: reducing CO2 emissions across all operations

43

6.31. Carbon Management is not the only measure of environmental performance and other environmental impacts should be accounted for. Policies such as procurement are governed by the One Council Commissioning (OCP 3) framework and should adhere to both the Carbon Trust‟s Low Procurement Guide and the Mayor of London‟s Green Procurement Code that addresses wider environmental impacts.

6.32. Utilising the principles of „Whole Life Costing‟ within procurement and commissions policies will add another dimension to aid decision making. Whole life Costing approach is similar to the Life Cycle of a product. This involves calculating and analysing the carbon emission produced during the production of, use of, and disposal of goods and services. Training staff about „whole life costing‟ would enable the Council to understand not just low carbon procurement but sustainable procurement too.

6.33. Other policy areas that would require a commitment to and delivery of managing carbon emissions include:

6.33.1. One Council Projects, such as, Assets (OCP 5 Assets) and ICT (OCP 6 ICT)

6.33.2. Building Schools for the Future Programme

6.33.3. Kingston Council‟s Travel Policy

Engaging with Schools

6.34. Schools make up over a third of Kingston Council‟s annual carbon emissions and with a continual need for improvement in technologies such as I.T (Information Technology), it is essential that Kingston‟s schools adopt energy efficiency measures as and when materials and old technologies require updating.

6.35. At the moment there is no schools energy reduction policy. Some schools in the borough have been proactive and taken it upon themselves to implement methods and actions for auditing and reducing their energy consumption. Over the first year of the carbon management plan, working with all schools, improvement can be demonstrated by first establishing a „schools carbon reduction policy‟, sharing the best practice of those schools that have already taken action.

Engaging with Schools: working with the Council‟s Schools to reduce their carbon emissions

44

6.36. The long term benefits to Kingston‟s schools reducing their energy consumption and thus reducing their carbon emissions are wide and significant. It is essential that young people learn good habits on saving energy in their day to day lives. Not only will they take these good habits home with them, but they will live the rest of their lives with an informed awareness of energy efficient behaviour.

6.37. It is also believed that pupils will learn from seeing the physical changes in their schools as energy efficient measures are introduced. Rather than hiding energy generation away, it is desirable to make it feature. This will be particularly poignant to their understanding of where energy comes from as the Council‟s schools‟ refurbishment and new build programmes progress towards using on-site renewable energy generation in the longer term.

6.38. To achieve ongoing improvement schools will be supported by a coordinated approach that helps them adopt low carbon and low energy policies and practice through the sharing of best practice.

Engagement of Schools

1 2 3 4 5

No CO2 / energy reduction policy for schools

Ad-hoc schools projects to specifically reduce energy / CO2

A person has responsibility for Schools CO2 reduction

Schools CO2 reduction projects coordinated

Ad-hoc funding

A clear emphasis on energy / CO2 reduction in schools

Council activities fully coordinated

Broad set of education stakeholders engaged

Funding in place

A „whole school approach‟ including curriculum

Mature programme of engagement in place

CO2 saving in schools having a wider community impact


1


1

By end of Year 1

Mar 2011

3

Target - 2015 4

45

Engaging with Suppliers, Contractors and Consultants

6.39. The engagement of Council‟s suppliers, contractors, and consultants is a new area of work and is not included in the original assessment matrix against. As a result there are currently no numerical criteria against which to measure performance. However, initial engagement with contractors began in 2008/09 as part of the data collection process for measuring corporate carbon emissions (NI185). The carbon management programme has increased engagement with contractors and provided scope to improve how the council works with them to improve performance.

6.40. Some of the actions that can improve the relationship with contractors include:

6.40.1. Setting milestones for improvement over the next five years

6.40.2. Liaising with contractors through their Service /Contract manager in the Council

6.40.3. Establishing a separate carbon management forum for contractors to engage with each other and learn from best practice

6.40.4. Establish quarterly reporting of carbon emissions and targets within contracts to manage and where possible reduce emissions.

6.41. Through the refined process of data collection for NI185 and the high level commitment given to the Carbon Management Plan contractors have shown positive co-operation and a willing to contribute to improving environmental performance from the service they deliver on behalf of the Council.

Engaging with Suppliers: working with the suppliers, contractors, and consultants to help reduce the Council‟s carbon emissions

46

7. Programme Management of the Carbon Management Programme

7.1. This section outlines the

7.1.1. context of Kingston Council‟s governance arrangements

7.1.2. the governance structure

7.1.3. the operational arrangements to drive the programme

Context

Figure 8. Overview of the governance arrangements for the climate change programme, incorporating meeting regularity

7.2. The Carbon Management Plan will be governed by the Council‟s Climate Change Programme Board. Under this will sit a series of project groups that

Climate Change Programme Board (Quarterly)

Strategic Leadership Team

Carbon Management Plan Stakeholder forums

Embedding Work-streams sub-groups forums

Energy Strategy Annual Implementation Plan, Project Team Leader Group

(Monthly)

Carbon Management Plan Project Team (every two weeks)

47

will manage the delivery. The Climate Change Programme was launched in March 2010 bringing together activity to reduce carbon emissions (mitigation of climate change) and the approach to adapting to climate change (adaptation to climate change).

7.3. Kingston‟s Energy Strategy (May 2009) is the driving document for both elements of the climate change agenda; mitigation and adaptation. Kingston‟s Energy Strategy and its implementation plan hold the work-streams that address climate change. The Carbon Management Plan is one work-stream that helps the Council mitigate against climate change; allowing the Council to lead by example and „get its house into order‟.

7.4. The wider governance structure is outlined in Appendix 4a.

Governance Structure

Programme Board

7.5. The Climate Change Programme Board will deliver and drive forward the climate change programme. The board along with its overall responsibilities for climate change will monitor activity that contributes to the carbon reduction target set in this Low Carbon Management Plan.

7.6. With its overview of the climate change agenda the Programme Board are able to make decisions in the context of the Council‟s wider drivers and other climate change objectives like the Carbon Reduction Commitment Energy Efficiency Scheme‟s delivery.

7.7. The group will be comprised of the following, with additional members that fill the detail of wider climate change work areas:

Responsibility

Chair, Programme Sponsor

Programme Sponsor, Energy Strategy

Programme Manager, Energy Strategy

Asst Dir Treasury Services

Strategy and Performance

Strategy and Performance

Programme Lead Energy Strategy

Secondary members (invited according to exception)

Housing

Schools

Facilities

48

Table 5. Climate Change Programme Board

7.8. The Programme Board will meet quarterly and report progress and exceptions from the Low Carbon Management Plan against the actions from the „embedding‟ work-streams and physical implementation projects. The Board will:

7.8.1. Provide direction and support for Kingston‟s Energy Strategy

7.8.2. Oversee and challenge the progress of the Climate Change Programme suite of projects through Kingston‟s Energy Strategy Annual Implementation Plan

7.8.3. Manage the risks and issues that arise through the delivery of the Carbon Management Plan

7.8.4. Hold the Low Carbon Management Plan Project Team lead accountable for the delivery of individual projects within the agreed timescales and resource allocation.

7.8.5. Consider and agree any significant changes to the programme within the framework

7.8.6. Provide regular report to the Council‟s Strategic Leadership Team and the Sustainable Communities Partnership Delivery Group, which sits as one of four delivery groups under the Kingston Strategic Partnership responsible for the delivery of the Kingston Plan.

7.9. The Energy Strategy Annual Implementation Plan Project Team Leaders Group brings together the operational side of the climate change projects that are reported to the Climate Change Board. This provides a forum to discuss the Council‟s carbon reduction work-streams in the context of other climate change projects. The Group will be responsible for

7.9.1. Delivering the individual projects of the programme through their project teams

7.9.2. Prepare the programme project highlight reports presented in the Annual Implementation Plan (AIP) for Environmental Services project boards to consider on a monthly basis

7.9.3. Prepare overarching AIP highlight report and any exceptions for the Climate Change Programme Board to consider.

7.9.4. Manage resources efficiently and effectively

49

Carbon Management Project Team – delivering the projects

7.10. The Carbon Management Project Team meets fortnightly to manage delivery of the work-streams within the Carbon Management Plan and its stakeholders.

7.11. The stakeholders and service contract providers involved in the delivery of the Low Carbon Management Plan are vast and these are outlined in Appendix 4b. Engagement with the stakeholders will be through one-to-one meetings focusing on an officer‟s area of contribution to review progress on activities and projects, and identifying any blockages that need to be raised with the programme board.

7.12. Joint meetings of stakeholders will be conducted only when required. Smaller sub-groups focussing on areas such as procurement, financial planning, schools engagement, and data monitoring will be developed to deliver actions identified under the „embedding‟ work-streams (covered in Chapter 6).

7.13. The Carbon Management Project Team will have an assigned project lead; detailed in the annual Project Initiation Document (PID) for the Directorate of Environment project boards (see Appendix 5 for 2010/11 PID) . The Project Lead and supporting officers will compile and report

7.13.1. monthly to DES project boards and use this board to manage risks and exceptions

7.13.2. quarterly to the Climate Change Programme Board providing a Red Amber Green Status against the embedding work-streams and physical action, escalate exceptions where necessary and quarterly summary of the council‟s emissions.

Succession Planning

7.14. The Low Carbon Management Plan is securely established within the Council‟s project management framework and governance arrangements.

7.15. The governance structure ensures that Kingston Council has senior and strategic ownership of the carbon reduction target and actions to monitor progress against it.

7.16. The project management methodology adopted by the Council ensures that the appropriate scope of project management documents are produced and available to the Project Team, all of whom would and be able to adopt responsibility for its delivery in the Lead officers absence.

7.17. Some of the project documents that aid succession include:

7.17.1. Detailed action plans with responsible officers allocated

7.17.2. Detailed assumptions reported and assessable to the Project Team

50

7.17.3. Monthly highlight reports and maintained risk register

7.18. In addition the Project Team will receive ongoing training and awareness raising of the scope of the Council‟s Carbon Management Plan and its delivery objectives.

Ongoing Stakeholder Management

7.19. The governance structure provides a formal avenue to engaging with internal and external stakeholders regarding the progress of the Carbon Management Plan (see Appendix 4a). This includes reporting to the Council‟s Strategic Leadership Team (SLT) and external partners through the Kingston Strategic Partnership.

7.20. The Communication work-stream also explores mechanisms to communicate with stakeholders including staff and residents.

Annual Progress Review

7.21. The Strategic Leadership Team and Executive will receive a progress review in June of each year as part of the portfolio of project reports under Kingston‟s Energy Strategy Annual Implementation Plan.

7.22. The Low Carbon Management Plan Annual Report will include:

Emissions

7.22.1. Annual carbon emissions total for the Council‟s operations and services (NI185 and the CRC data)

7.22.2. Progress against the baseline and carbon reduction target

Carbon Management Projects

7.22.3. Achievements and outcomes from the year‟s annual implementation programme

7.22.4. Red Amber Green status on long-term work-streams and physical projects

Financial

7.22.5. Investment in carbon management (such as Carbon Reduction Commitment operational costs, Capital and revenue related investment)

7.22.6. Financial savings expected from implementation projects

51

Appendices

Appendix 1a: Meetings and workshops held with stakeholders to develop the Low Carbon Management Plan

Appendix 1b: The Low Carbon Management Plan links to the OneCouncil change management programme

Appendix 2a: Existing Carbon Management Projects

Appendix 2b: Carbon Management Projects Opportunities

Appendix 2c: Assumption references

Appendix 3a: Carbon Management Embedding Matrix – self assessment

Appendix 3b: Carbon Management Embedding Action Plan

Appendix 3c: Stage Change Theory – ADKAR

Appendix 3d: Procurement Actions to follow from 2010-2011

Appendix 4a: Governance Structure

Appendix 4b: Carbon Management stakeholders

Appendix 5: Project Initiation Document – Low Carbon Management Plan Year 1 implementation

52

Appendix 1a: Meetings and workshops held with stakeholders to develop the Low Carbon Management Plan

Throughout the 5 step process with the Carbon Trust, the Council hosted a range of meetings and workshops to engagement and seek contributions from RBK staff and the Council‟s service delivery partners. These are listed below:

Meeting Outcome

Launch Event (14th July 2009) Identified key stakeholders and scope of the LCMP

Opportunities workshop (29th September 2009)

Identified measures to change behaviour and reduce carbon dioxide emissions

Carbon Management Team Meeting 1 (6th Nov 2009)

Identified issues regarding the process of the „quantification‟ of projects

Identified the need to commission NPC consultants to conduct quantification

Carbon Management Team Meeting 2

Update on finalising the Low Carbon Management Plan

Identified issues for implementation phase.

The Carbon Trust tracked the Council‟s progress every month and provided a Red Amber Green status. The Council ended the programme with Green status for completing the Low Carbon Management Plan and will be awarded a certificate of success in autumn 2010.

53

Appendix 1b: The Low Carbon Management Plan links to the OneCouncil change management programme

RBK‟s carbon management vision will be integrated into the OneCouncil Programme. The leadership and governance of the carbon management plan will be managed as a work-stream within the OCP5 Assets OneCouncil project. The Carbon Management Plan will have additional interdependencies with other OneCouncil projects. These are outlined below, illustrating how the Council will deliver a change in operational practices and ensure the delivery of physical improvements. There are 9 Carbon Management work-streams that will feed into RBK‟s OneCouncil Programme

One Council Programme Interdependencies Carbon Trust Embedding Work-streams (ref Chapter 6)

Organisational Driver Projects: shaping the type of

organisation the Council will be

OCP5 Assets

OCP3 Commissioning and Performance Management

Corporate Strategy

Policy Alignment

Support and Infrastructure projects: providing

infrastructure able to support the changes to the Council‟s approach to service delivery

OCP4 Business Infrastructure (Finance)

OCP5 Assets

OCP6 ICT


Data Management

People and Culture projects: looking at how the council

works and its organisational culture.

OCP5 Assets

OCP8 OneCouncil Manager

OCP7 OneCouncil Organisational Dynamic

OCP3 Commissioning and Performance Management

Responsibility

Communication and Training

Engagement of Schools

Engaging Suppliers

Governance projects: aimed at improving the way the

Council manages change and ensuring that the change is co-ordinated and managed in a transparent and collaborative way.

OCP10 Programme Management Office

OCP5 Assets


54

Appendix 2a: Existing Carbon Management Projects

The assumptions made to calculate the cost and savings are documented in detailed data capture sheets and quantification spreadsheets for the existing projects available in excel format at

S:\Carbon Trust\Tools & Spreadsheets & Data\FINAL_SPREADSHEETS\References

The last column also indicates where a project will have a benefit to the Carbon Reduction Commitment Energy Efficiency Scheme

Simple Payback: Measures how long it will take to earn back the money invested in the project. For this document it is only based on the capital costs and does not include the operational costs. The project will indicate „does not payback‟ when the number of years needed to earn back the initial investment is greater than the lifetime of the project.

Simple payback does not include the discounted values of money over time

Ref Project Lead Cost

Annual Saving Simple Pay back

% of Target Year CRC

Capital Operational Financial CO2

5 Chessington Community College PV system

Director of Environmental Services / Roy Thompson £30,000 -£1,728 £2,106 2.9 tCO2 14.2 0.04% 2008 -

10 Removal of Illuminated Sign light units

Director of Environmental Services / Rob Dickson £1,472 £0 £132 1. tCO2 11.1 0.01% 2008 -

11 Illuminated Bollard Replacements

Director of Environmental Services / Rob Dickson £31,360 £0 £2,668 20.5 tCO2 11.8 0.27% 2008 -

12 Illuminated Bollard Replacements

Director of Environmental Services / Rob Dickson £2,220 £81 £105 1.4 tCO2 21.1 0.02% 2008 -

13

Change Lights on a traffic island from burning 24hrs to dusk till

Director of Environmental Services £73 £0 £144 1.1 tCO2 0.5 0.01% 2008 -

55

dawn / Rob Dickson

14 Lantern Conversions

Director of Environmental Services / Rob Dickson £360,000 £12,784 -£9,492 25.3 tCO2

does not payback 0.33% 2008 -

15

lighting column replacment programme 2008-09

Director of Environmental Services / Rob Dickson £426,600 £98,490 -£93,259 40.1 tCO2


19 Guildhall 2 cooling controls

Practice Director - NPS / Neil Smart £13,033 £0 £15,456

118.6 tCO2 0.8 1.55% 2008 -

Appendix 2b: Carbon Management Projects Opportunities

The assumptions made to calculate the cost and savings are documented in detailed some data capture sheets and quantification spreadsheets available at

S:\Carbon Trust\Tools & Spreadsheets & Data\FINAL_SPREADSHEETS\References

Other references are detailed in

Document: CMPR_FINAL.xls, Sheet: Project List, Column: V, at: S:\Carbon Trust\Tools & Spreadsheets & Data\FINAL_SPREADSHEETS

The last column also indicates where a project will have a benefit to the Carbon Reduction Commitment Energy Efficiency Scheme

Simple Payback: Measures how long it will take to earn back the money invested in the project. For this document it is only based on the capital costs and does not include the operational costs. The project will indicate „does not payback‟ when the number of years needed to earn back the initial investment is greater than the lifetime of the project.

Simple payback does not include the discounted values of money over time

56

Ref Project Lead Cost

Annual Saving Simple Pay back

% of Target Year CRC

Capital Operational Financial CO2

4 Recycling in the Guildhall Offices

Director of Environmental Services / Roy Thompson £28,385 £2,838 -£2,838 56.8 tCO2


8 Flexible Working - ICT equipment change

Systems improvement manager / David Grasty £48,210 £4,821 -£4,478 2.6 tCO2

does not payback 0.03% 2009 √

1 School Travel Plans

Director of Environmental Services / Roy Thompson £15,931 £1,593 £12,697 31.9 tCO2 1.3 0.42% 2010 -

2 Workplace Travel Plan for the Guildhall Offices

Director of Human resoures £11,718 £1,172 £9,339 23.4 tCO2 1.3 0.31% 2010 -

3

Awareness raising campaign in Guidhall offices

Director of Environmental Services / Roy Thompson £28,643 £2,864 £4,603 57.3 tCO2


6 Guildhall computers on standby

Head of ICT / Robin Noble £5,478 £548 £880 11. tCO2


7 Reducing lift use in Guildhall 2

Head of facilities / Steve Manners £137 £14 £22 .3 tCO2


9

Coombe Hill Junior School - lighting replacement Director of L&CS £13,491 £1,349 £739 16. tCO2 18.3 0.21% 2010 √

30 Primary Schools Energy awareness campaign

Director of Environmental Services / Roy Thompson £3,500 £500 £30,193

165.6 tCO2 0.1 2.17% 2010 √

57

31

Secondary Schools Energy awareness campaign

Director of Environmental Services / Roy Thompson £3,500 £500 £35,235 211. tCO2 0.1 2.76% 2010 √

32

Secondary Schools Energy awareness campaign

Director of Environmental Services / Roy Thompson £3,500 £500 £754 22. tCO2 4.6 0.29% 2010 √

33

AMR & Training for highest energy consuming buildings. Director of Finance £104,000 £10,400 £111,877

700.2 tCO2 0.9 9.17% 2010 √

39 Building Rationalisation Strategic service Director £0 £0 £24,087 121. tCO2 0.0 1.58% 2010 √

41 RBK Fleet - driver training

Director of Environmental Services / Roy Thompson £10,000 £500 £16,579 131. tCO2 0.6 1.72% 2010 -

16 Albany Sailing Centre lighting replacement

Practice Director - NPS / Neil Smart £4,860 £0 £211 1.6 tCO2


17

Barnfield, Venner & Searchlight Youth Centres lighting replacement


does not payback 0.05% 2011 √?

18 Beaconsfield & King Charles Centre

Practice Director - NPS / Neil Smart £22,412 £0 £1,016 7.8 tCO2


20 Guildhall Two lighting replacement



21 Guildhall draught proofing

Practice Director - NPS / Neil Smart £16,908 £0 £5,165 21.2 tCO2 3.3 0.28% 2011 √

58

22 Hawker Centre lighting replacement



23 Hobkirk House lighting replacement



24 Manor park pavillion lighting replacement

Practice Director - NPS / Neil Smart £3,045 £0 £81 .6 tCO2


25 Murray House lighting replacement

Practice Director - NPS / Neil Smart £9,260 £0 £1,583 12.1 tCO2 5.8 0.16% 2011 ?

26 New Malden Library lighting replacement

Practice Director - NPS / Neil Smart £3,700 £0 £119 .9 tCO2


27 Newent House lighting replacement



28 Tudor Library & Hall lighting replacement



29 Venner Youth Centre glazing upgrade

Practice Director - NPS / Neil Smart £13,200 £0 £597 2.5 tCO2 22.1 0.03% 2011 -

35 Primary Schools Loft Insulation Director of L&CS £45,706 £0 £9,813 40.3 tCO2 4.7 0.53% 2011 √

36 Offices Loft Insulation Guildhall & Guildhall 1

Practice Director - NPS / Neil Smart £6,000 £0 £3,053 12.6 tCO2 2.0 0.16% 2011 √

38 Blagdon Road MSCP Lighting



44 Secondary Schools lighting replacement L&CS Director £632,595 £0 £78,314

600.8 tCO2 8.1 7.87% 2011 √

59

45 Primary Schools lighting replacement L&CS Director £477,106 £0 £59,065

453.1 tCO2 8.1 5.93% 2011 √

46 Streetlighting dimming

Director of Environmental Services / Rob Dickson £103,921 £10,392 £16,700

207.8 tCO2 6.2 2.72% 2011 ?

47 Streetlighting trimming cells

Director of Environmental Services / Rob Dickson £20,784 £2,078 £3,340 41.6 tCO2 6.2 0.54% 2011 ?

48 Streetlighting - electronic control gear

Director of Environmental Services / Rob Dickson £38,489 £3,849 £6,185 77. tCO2 6.2 1.01% 2011 ?

54 RJ Dance contract requirement

Contracts Manager / Nick Matthews £0 £0 £0 29.1 tCO2 no savings 0.38% 2011 X

58 The Bittoms car park lighting replacement



59 The Rose car park lighting replacement



34 Secondary schools loft insulation Director of L&CS £59,464 £0 £8,897 37. tCO2 6.7 0.48% 2012 √

37 Convervsion from Oil to Gas Director of L&CS

£0 £0 41. tCO2 no savings 0.54% 2012 √

40 CHP for Schools

Director of Environmental Services / Roy Thompson £900,000 £18,000 -£10,155

102.6 tCO2


42 Malden Centre CHP

Director of Environmental Services / Roy Thompson £100,000 £1,460 £3,893 64.5 tCO2 25.7 0.84% 2012 √

60

43 Kingfisher CHP

Director of Environmental Services / Roy Thompson £150,000 £3,088 £6,313

121.6 tCO2 23.8 1.59% 2012 √

49 Fraikin contract requirement

Contracts Manager / Nick Matthews £0 £0 £0

248.7 tCO2 no savings 3.26% 2013 X

51 Cappagh contract requirement


52 Smith & Byford contract requirement


50 Veolia contract requirement

Contracts Manager / Nick Matthews £0 £0 £0

168.4 tCO2 no savings 2.20% 2014 X

53 Quadron contract requirement


57 Atkins contract requirement


56 Cartledge contract requirement


55 Viridor contract requirement


Appendix 2c: Assumption references

S:\Carbon Trust\Tools & Spreadsheets & Data\FINAL_SPREADSHEETS\References These include data capture sheets with detailed reference documents and assumptions used

61

Appendix 3a: Carbon Management Embedding Matrix – self assessment

The starting and target position were agreed by stakeholders at the Internal Carbon Management Launch event on 14thJuly09

For each column below please write down:

a) where you feel your organisation is now (a score of 1-low to 5-high)

b) where you feel you organisation should be in 5 years time (a score of 1-low to 5-high)

c) which area(s) you think will provide the greatest challenge (please tick)

Blue Line denotes where we are in March 2010

Note: each higher level builds on what has been achieved in the level below. All aspects are not repeated in each increasing level

Major operational policies and procedures, e.g. Capital Projects, Through Life Costing, Procurement, HR, Business Travel

63

Appendix 3b: Carbon Management Embedding Action Plan

Level Actions – Corporate Approach By Who By When

0 SLT endorse and adhere to RBK‟s Climate Change Programme. SLT April 2010

2 Embedding C02 reductions into team plans Team Managers

By April 2011

3 Endorsement by Senior Strategic Leadership Team (SLT) to the Carbon Management Plan and its implementation.

(Establishment driven by DES Project board team over 2010)

SLT March 2010

3 Climate Change Programme will be reviewed annually Climate Change Programme Board

March 2010

annually

4 Monitoring structure

The governance structure will monitor the delivery of the Carbon Management Programme.

A Climate Change Programme Board (CCPB) was established (March 2010). The „project delivery team‟ (Carbon Management Team) reports to the CCPB on their project delivery.

Meeting frequency:-

CCPB to meet quarterly.

CCPB report to SLT quarterly. Update on progress and overall RAG Status


March 2010

4 All new capital funding bids to include quantified C02 emissions impact Carbon Management Team

Annually

Oct/Nov

4 Embedding C02 reductions within service area plans Service Heads

By April 2012

64


4 Carbon Management Plan to stay on DES Project Board during implementation time, 2010-2015 Manager of Climate Change Group

2010-2015

5 C02 saving target and the financial Value at Stake ( VAS), chapter 3.3 above (and the necessary changes required) to be included in next release of the corporate plan.

For example,

updates of The Kingston 2020 plan

Destination Kingston financial plan


Annually

5 Directorate Management Teams (DMT) agree a programme of C02 reductions as part of their business planning process.

DMT‟s 1st year of implementation 2010-2011

Level Actions – Responsibility By Who By When

3 Develop a „managers handbook‟ on energy saving. How it applies to them and their team. Climate Change Group

By April 2011

3 Carbon Management Project Owners (CM Team) will have responsibility for their projects over the 5 years of the plan.

Note: Implementation of projects may not take 5 years.

Carbon Management Team

By 2015

3 C02 management part time staff induction process HR By July 2010

3 Lead member involvement

3 The Climate Change Group will keep up to date with the current and forecasted effects of regional and Climate Ongoing

65

global effects of climate change.

An awareness of reports from bodies such as the Intergovernmental Panel on Climate Change (IPCC) and the UK‟s Dept for Energy and Climate Change (DECC).

Note:- This action has been duplicated under the communication and training section below.

Change Group

4 Energy Champions in place in each service area across the directorates. (see table below)

ADKAR Stage Change Theory training for energy champions - see appendix @@@@ below.

Launching and promoting via SLT and asking heads of service to ensure all their service areas have a nominated person.

Climate Change Group

HR

Sponsor Director

Energy Champs

Launch in April 2011

4 Specific carbon saving responsibilities to be included in relevant job descriptions from „heads of service‟ through to „junior positions‟.

Note:- Climate Change Group to advise

Heads of Service

By April 2012

4 The use of carbon saving objectives for staff as part of their performance management

Note: this is regarded as essential and must go up the chain of command

Heads of Service

Team Managers

By April 2012

5 Heads of service have responsibility to set C02 reduction targets through service area plans Service Heads


By April 2012

66

Level Actions – Data Management By Who By When

3 3 monthly reports to all RBK staff on energy use and C02 reductions. Summarised to suit broad range of readers

(see RBK Carbon Matters newsletter under communications section 6.5 - below)

Climate Change Group – Comms Officer

Per quarter

3 NI185 data collection officer to continue in post whilst CM Plan and CRC are bedding into RBK operations

Note: Link to NI185 data collection annually and submission at the end of the first quarter of the following year.

NI185 data collection officer

2010-2011

4 3 monthly reports to RBK Climate Change Programme Board – summarised to suit level of audience CMP project lead

Per quarter

4 3 monthly reports of energy savings and C02 reductions to Carbon Management team CM Team Per quarter

4 Produce annual report on the financial Value at Stake and C02 reduction Value at Stake CMP Project Leader

Annually from April 2010

4 Staff within the current Climate Change Group to be up skilled as necessary Climate Change Group Manager

April 2010 – April 2011

5 CRC Actions:

Roll out of Automated Meter Readers (similar to SMART metering) across all sites (Policy alignment change?). Particularly when office space and schools are refurbished or relocated

Property Asset Management Software – bespoke design for RBK use

Every site will have a page on the site with site details and spec . From here the sites will be able to upload monthly energy consumption data.

Facilities Unit

Schools Asset team

Climate Change Group Officers

NPS

Over 1st year of implementation 2010-2011

By end of March 2011

67

Level Actions - Communications & Training By Who By When

0 The Climate Change Group will keep up to date with the current and forecasted effects of regional and global effects of climate change.

An awareness of reports from bodies such as the Intergovernmental Panel on Climate Change( IPCC) and the UK‟s Dept for Energy and Climate Change (DECC).


Ongoing from March 2010

2 Actions to communicate RBK‟s progress to reducing it‟s carbon emissions.

Bi-monthly publication of new newsletter called RBK Carbon Matters.

Delivery via the RBK Postmaster - council wide email distribution

Climate Change Group Comms officer working with Press Office when necessary

From Dec 2009 continuing bi-monthly

2 Working with the council‟s Press Office who have responsibility for staff RBK Matters newsletter. (small section on C02 reductions).

Climate Change Group Comms officer working with Press Office

Dec 2009

2 DCG meetings – Directorate Consultative Groups.

Agenda item

feedback to DCG‟s on progress of Carbon Management Plan

feedback from staff on Green Champions Network on ideas – what is working what is not working

Climate Change Group Officer

DCG meeting cycle

3 New Starter induction day to feature a 10 minute presentation on RBK‟s work towards C02 emissions reductions and the Green Champions Network

A Climate Change Group officer

From June 2010

68

3 Website

Publish RBK‟s Carbon Management plan on the RBK website.

Publish a summarised version. Link to this should be available from the front page for 12 months from year 1


ICT

From May 2010

3 Intranet

Extensive information (including staff energy saving booklet) on energy saving practices and ideas

Link to useful websites – such as the Energy Saving Trust and Carbon Trust


ICT

By August 2010

3 Encourage staff to use

their bicycles for short business journeys

the bus for longer business journeys (Business Oyster cards signed out to staff would encourage this).

Develop RBK Business Travel diary to monitor work trips of various staff from various service areas

(including senior managers – summary of travel diary written as article in RBK Matters. Longer version in Carbon Matters)

HR


By March 2011

3 Eco-Driving training – particularly targeted at all RBK staff who use a vehicle to deliver a service

Continue with the eco-driving simulator days (working with the Energy Savings Trust)

Heads of service to put a mandatory attendance on this from 2011


Eco-driving sessions

May 2010

Sept 2010

Training Courses from April 2011

3 Community Care –

Inter care site C02 reduction competition. (Suggested in by Community Care DCG on 7th Dec 209)

Community Care Green Champions


By April 2011

69

4 The development of Green Champions within all directorates and teams to communicate best practice with staff

The OCP 7 Organisational Dynamic project will focus on workforce development, exploring different ways of working, how to nurture organisational talent, how to embed the One Council ethos and on effectively managing the process of change.


July 2010

4 A message from the Directors of Learning & Children Services, interpreting the Chief Executive‟s statement to a schools focus, to all school staff.

Climate Change Group Manager

June 2010

4 A message from the Directors of Community Services, interpreting the Chief Executives statement to a community services focus, to all school staff.


June 2010

4 A message from the Directors of Environmental Services, interpreting the Chief Executives statement to an environment services focus, to all school staff.


June 2010

4 Staff C02 guidelines booklet (also as part of new starter packs)

(See also energy saving booklet and intranet below under Communications and Training)

Top Tips for all staff on,

Saving energy (in buildings/eco-driving)

Low carbon and sustainable development procurement

Note: development of clear and simple guidelines on when PC should be shut down, put on stand-by etc.

Reference to staff working in different locations (eg. small off-site offices) who may only have one or two PCs to share amongst a team.


HR

By June 2011

4 Training

Green Champions

Climate Change Group to co-

By April 2011

70

Half day training courses on energy saving and carbon reductions for Green Champions. Organised and delivered in similar fashion to current RBK in house training courses

Carbon Management Project Owners

Specific training to a necessary depth required by the project owners will be identified by the CC&ST team and provided by them when required. If training is required to a level of expertise that the CC&ST Group do not have, they will assist the project owner in sourcing the appropriate training.

Schools

(see schools premises manager training in section 6.8 below)

ordinate Green Champions

5 RBK Staff survey to include questions on saving energy.

CC&ST to work with HR on developing appropriate questions to maximise best possible feedback


HR

Next council survey

5 A formal statement from the Chief Executive to all RBK staff regarding the importance of saving energy CEO


After executive sign off???

Level Actions – Finance & Investment By Who By When

4 Agree to development of a financial plan/framework for investment with the programme board Climate Change Programme Board

March 2010

4 Draft a financial plan and present to Programme Board June 2010

4 Final financial plan agreed by the Programme Board September 2010

71

4 Financial plan operational as part of the Capital Bids Programme for the allocation of funding to carbon saving projects

December 2010

Level Actions – Policy & Alignment By Who By When

4 As service area strategies are due for renewal, they must include C02 emissions reductions. Quantified where possible.

SLT

Climate Change Project Board

2010 - 2015

4 Formulate a procedure for the ongoing review of policies across the 5 year period.

This procedure will be mature by 2015 and will be well embedded for the longer term of C02 reductions towards 2020 & 2050.

Climate Change Project Board

2010 - 2015

4 Work closely with the procurement team to incorporate low carbon management procedure in the existing procurement of goods and procurement of services process

Regular dialogue with RBK procurement team to incorporate „Whole Life Costing‟ Analysis into RBK‟s procurement flow chart

for the following 3 levels of procurement:-

Minor Procurement (under £1,000)

Routine Procurement (£1k - £50k)

Major Procurement (Over £150k)

Notes:-

Low Carbon Procurement Plan to be developed using the Carbon Trust’s Procurement Maturity Model Matrix (see page 5 LACM Guide to Procurement). A vision of Low Carbon Procurement for RBK must be developed after we have graded ourselves on the Carbon Trust‟s low carbon maturity matrix.

Whole Life Costing

Carbon management (an organisation‟s reduction performance to date / carbon emissions impact of products purchased) must be considered in all council procurement where the majority of the cost is


Head of Procurement

Carbon management team (where necessary)

Head of Finance

From Apr 2010 to

Apr 2011.

Achieving next stage in Carbon Trust‟s Procurement Maturity Matrix.

72

incurred by RBK.

[EU Procurement Directives 31st Jan 2006]

[Carbon Trust: Low Carbon Procurement v1.0 2009]

[Mayor of London‟s Green Procurement Code]

Procurement for schools see below in Section 6.8

4 The Climate Change Group will provide advice and guidance to other teams within the council

Up-skilling will be required as noted under Communications & Training Section above


Apr 2010-2012

4 Cost saving through carbon reduction measures reflected in Destination Kingston publications Climate Change Project Board

Annual

4 C02 reduction management to be included in all relevant project initiation documents (PIDs) Climate Change Project Board

Ongoing from April 2010

Level Actions – Engagement of Schools By Who By When

2 Book Carbon Trust‟s free energy audit to all schools with san energy bill of £50K or more Climate Change Group Officer to coordinate

By Oct 2010

3 Climate Change Group will work with schools in their cluster groups Climate Change Group

Ongoing over 5 years of the Carbon Management Plan to 2015.

73

3 Support schools in identifying physical energy efficiency measures and applying for matched SALIX loans.


2010 - 2015

3 Continue to support secondary schools in identifying ways of promoting energy saving and carbon emissions reductions.

For example through student led green teams.


March 2010 – March 2011

3 Source and co-ordinate specific energy/carbon management training for school premises and site managers.

Note:-

This is different from the school‟s green champion who may already be in place working with staff and pupils, but are probably focusing on educational aspects to energy and sustainability. However technical side of energy management and carbon reduction training of a school premises and site managers would compliment the work of the school‟s green champion.

Both of the above should work with school bursars who have access to energy bill data and who are likely to be responsible for managing the Carbon Reduction Commitment from April 2010

Climate Change Group to coordinate with L&C Services

During 2011/12

4 Set up a „sustainable school‟s network meeting group‟ for school staff representatives

Priority in year 1 to focus on energy saving and C02 reductions as a standing agenda item

Note:-

For seamless continuity and avoidance of duplication. It will be essential for the „CMP‟s action plan for schools engagement‟ and the proposed „CRC action plan for schools‟ (which will start from Sep 2010) are reviewed together by the respective leading officers.

Climate Change Group to coordinate

By June 2010

4 Climate Change Group Officers to meet and work with Building Schools for the Future

For example – feed into and advise on:-

BSF team designing to BREEAM very good

BSF team producing sustainability guide for project managers and schools in Kingston and partner LA Croydon


Schools Asset Manager

From April 2010 – 2015

(for life of BSF project)

Bi-monthly

74

AMR‟s (Automated Meter Readers) fitted as standard to all BSF schools

BSF team to use the Carbon Trust energy audits that have already been conducted.

BSF Programme Manager

BSF

Sustainability Manager

meetings

2010-2012

4 CO2 reduction written into school improvement plans.

Note:

DCSF National Framework for Sustainable Schools & Eco-Schools will be useful guidance


School clusters

By April 2012

4 Progress reporting on carbon reductions/low carbon procurement/sustainable development on schools acknowledged in the following:-

annual general review

annual asset management review

Heads of L&C Services

Schools Asset Manager

Next annual general review Nov 2009

4 Set up a system for all schools to report their energy and water consumption.

Note:-

DEC surveys could also be submitted.

See data management section above – for example AMR roll out


L&C Services Performance Management Officer

From Apr 2010 – Apr 2011

4 Continuing to use and further establish the DCSF National Framework for Sustainable Schools across the borough‟s schools, as an appropriate guide (recognised by Ofsted) to implement and measure their progress towards sustainability.

Particularly focusing on the energy & water / buildings & grounds / food & drink / travel & traffic / purchasing

Note:-

DCSF Schools Self-Evaluation Tool, S3. Ofsted recognised planning tool for schools to identify


Ongoing over 5 years of the Carbon Management Plan to 2015.

Long term target 2020

75

where they are now and plan how they will progress

Training Staff – The need for training staff on energy saving and carbon reduction can be identified using the S3 tool. Officers from Climate Change Group can assist schools with training staff and guide them towards organisations who specialise in the various areas of sustainable development. For example Creative Environment Networks on energy saving

Senior endorsement from L&C Services necessary

DCSF have set a target for all school to be sustainable by 2020

This will enable schools to effectively plan and review how they will become sustainable in their use of energy and other areas of sustainable development.

One officer from the Climate Change Group Officer will support schools by continuing to develop a coordinated approach to schools adopting low carbon and low energy policies and practice through the sharing of examples of good and best practice.

Encourage schools to achieve the Eco-School bronze award – this compliments the DCSF National Framework and addresses energy use in school

4 Procurement - Low Carbon and Sustainable Development

Climate Change Group to work with L&C Services, to improve school‟s (particularly bursars) understanding of sustainable procurement, low carbon procurement. This links to the CRC.

Important planning tool for LA to use - DCSF Local Authority self-evaluation tool, S3 Plus.

Actions from sustainable procurement meeting (Nov 2009) between CC&ST schools officer and L&C Services procurement manager to be implemented


Commissioning & Procurement Strategic Manager

L&C Services

From March 2010 –March 2011

4 Develop a schools C02 reduction policy, working with a core group of schools and officers from Children & Learning Services

Note:-

Working with a small pilot group.

The draft template circulated to all schools to use and adapt to their particular circumstance

Each school‟s student council and green teams to be involved


L&C Services

Schools

By April 2011

4 Set up a central portal website so that schools can upload what they have doing and other schools can Climate Over 1st year

76

compare

Note:

Development of Open Doorways Website designed by post-graduate student at Kingston University 2009. L&C Services with BSF team are looking into this.

Change Group officer

of implementation

Mar 2010-2011

4 To make recommendations on energy saving, carbon reduction emissions and sustainability on schools asset management review


Annual

4 Formulate an energy saving and sustainability question to be included in the next school‟s „Annual General Review‟.

L&C Services

Advised by Climate Change Group

Nov 2011

(Next review date)

Useful Supporting Guidance:-

- Carbon Trust – Schools – Learning to Improve Energy Efficiency

- DCSF Sustainable Schools Guide for Bursars

- DCSF Top Tips on Saving Energy & Water

- DCSF Top Tips on Sustainable Purchasing

77

Level Actions – Engagement of Suppliers By Who By When

To review and decide a deadline and level for the following actions

Carbon Management Plan Project Lead

By June 2010

tbc To incorporate a variance to existing contracts (and new) that will allow for quantification of carbon saving opportunities within the service operations

Such as:-

Those under the building prof services contract 1 and contract 2

Those under the repairs and maintenance partnership

Contract managers

working with


By Sept 2010

tbc One Council Assets Programme to include carbon dioxide savings in the Asset rationalisation programme and report in the Carbon Management Projects Register.

tbc tbc

tbc Service Managers to consideration Carbon Management role of service providers for new contracts procured from 2010/11 and beyond.

tbc tbc

tbc Service Managers to assess risk of modifying current contractual remit and contract value to cover changing role

tbc tbc

tbc Acquire and list all major contractors who have developed their own sustainable development and carbon reduction policies.

Highlight a supplier who displays an example of best practice.

tbc tbc

tbc All contracts to account for carbon emissions when they are due for refresh or at the tendering stage of a new contract

Procurement Team

From April 2010

78

Awarenessof the need to

change

Desireto participate

and support the

change

Knowledgeabout how to

change

Abilityto implement

new skills and

behaviours

Reinforcementto keep the change

in place

Willing Able

Why do I need

to change?

(drivers and

reasons for

change)

What’s in it for

me?

(benefits and

consequences)

How do I do

this?

(skills and

knowledge

needed)

Can I do this?

(personal

barriers, drive,

determination)

What do I gain

from this?

(incentives and

dis-incentives)

+ Sustainable+

Awarenessof the need to

change

Desireto participate

and support the

change

Knowledgeabout how to

change

Abilityto implement

new skills and

behaviours

Reinforcementto keep the change

in place

Willing Able

Why do I need

to change?

(drivers and

reasons for

change)

What’s in it for

me?

(benefits and

consequences)

How do I do

this?

(skills and

knowledge

needed)

Can I do this?

(personal

barriers, drive,

determination)

What do I gain

from this?

(incentives and

dis-incentives)

+ Sustainable+

Appendix 3c: Stage Change Theory – ADKAR

This model will be essential for RBK green champions to understand when helping their colleagues to understand the importance of saving energy.

79

Appendix 3d: Procurement Actions to follow from 2010-2011

Minor Procurement: Adopting a Whole Life Costing approach - see diagram below

Staff have a responsibility to find out the energy and carbon implication from the goods or services at the 3 quote stage.

Team managers have responsibility to question whether a team member has considered the lowest possible carbon emission service or product

The Green Champions Network will be essential to advise and monitor their service area's low carbon procurement.

Procurement Team


By September 2010

Routine Procurement: Adopting a Whole Life Costing approach Procurement Team


By October 2010

Major Procurement: Adopting a Whole Life Costing approach

Pre tender Short Questionnaire:-

Will contain a request for broad summary data on energy consumption and C02 emissions

Pre tender Long Questionnaire:-

Will contain a request for detailed energy consumption and C02 emissions data

Procurement Team


By April 2011

Useful procurement guidance:-

The Carbon Trust Procurement Guide

Sustainable Procurement Support Sites

The Procura+ Manual provides clear, easy-to-understand guidance for any Public Authority on how to implement sustainable procurement in practice.

www.procuraplus.org/index.php?id=4611

The Procura DEEP Toolkit aims to,

• Develop an energy efficient procurement policy, and implement it across the organisation

• Establish Lifecycle Costing and train procurement staff in its application

• Assess current performance and identify some basic and low-cost energy efficiency measures.

http://www.procuraplus.org/index.php?id=4611

80

Appendix 4a: Overview of the governance arrangements for the climate change programme, incorporating meeting regularity


(Quarterly)

Strategic Leadership Team

Sustainable Communities Partnership Delivery Group

(SCPDG)

(Quarterly)

Carbon Reduction

Commitment

(every 2

weeks)

Low Carbon Management

Plan

(every 2 weeks)

Decentralised Energy Master

planning

(monthly)

Climate Change Communication

Plan

(monthly)

Climate Change

Adaptation Plan

(monthly)

Energy Strategy

Annual Implementation Plan

(monthly)

SCPDG Environment

Group

(quarterly)

Quartl

DES DMT PB

(monthly)

DES P&T PB (monthly)

Board

Project Management

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Appendix 4b: Carbon Management Team


Finance

Head of Treasury Service, Finance Service

Corporate Capital Accountant, Finance Service

Corporate Energy Management

Energy Manger NPS

Practice Manager NPS

Communications

CC&ST Officer, Environmental Service

Human Resources, Staff Policy

RBK Communication Team

RBK Corporate Estates

Facilities Manger, Strategic Service

Borough Valuer, Strategic Services

One Council Assets Programme Management Officer

Leisure Centres

Contract Manager, Children & Learning Services

DC Leisure

Corporate Fleet

Contract Manager, Strategic Services

Frakin

Staff and Business Travel

CC&ST Officer, Environmental Service

Human Resources

Street lighting

Service Manager (Highways Assets), Environment Services

Street Lighting & Illuminated Signs Asset Engineer, Environment Services

General Manager, Cartledge

Schools

Schools Asset Management, CF&L

Resources & Commissioning, CF&L

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Building Schools for the Future, Planning & Access Project Officers

Contracts Manager, School Transport, CF&L

Procurement

Senior Policy Officer (Improvement & Procurement), Strategy and Performance

One Council, Commissioning and Performance Programme Management Officer

ICT

ICT Manager, Strategic Services

One Council ICT Programme Management Officer

One Council Project Manager

Data collection

Assistant Policy Officer, Strategy and Performance

Community Care Services

Directorate Support, Community Care Services

Planning

Development/Building Control Manager

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Appendix 5: Project Initiation Document – Low Carbon Management Plan Year 1 implementation

Sponsor: Roy Thompson Project Manager: Marie-Claire Edwards

Project title: Low Carbon Management Plan – Implementation Year 1

Project Definition:

To deliver the Year 1 priority actions from the Council‟s Low Carbon Management Plan (LCMP).

The LCMP will be delivered through Annual Implementation Plans following its formal adoption in April 2010. The programme runs for five years and aims to reduce carbon emissions by 24% by March 2015, based on a 2008/09 baseline.

The first year of implementation is about embedding carbon management into the day-to-day operations of the council by building capacity (staff and financial), and developing policies, governance and delivery process fit for purpose.

Project Objectives & Success Criteria:

Short Term Objectives (1-3 months)

1. Launch the LCMP across the authority

2. Develop training and awareness resources

3. Report 2009/10 NI185 carbon emissions data

4. Identify and implement performance processes to manage and monitor the suite of carbon reduction projects and embedding actions in the LCMP

5. Develop a financial framework

Medium Term Objectives (3-12 months)

1. Identify and define the performance management roles and processes for data collection, collation and interpretation, aligning with Carbon Reduction Commitment Energy Efficiency Scheme.

2. Embed carbon management in

a. corporate financial planning and investment decisions

b. commissioning procedures

c. asset management for corporate and school buildings

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d. ICT delivery

e. Staff Induction and training programme

3. Commit to investment in carbon saving projects that will be delivered in the second year of the LCMP (2011/12).

Long Term Objectives (1-2 years)

1. Prepare and present the LCMP Annual Implementation Plan, as part of Kingston‟s Energy Strategy, to the Executive for adoption on an annual basis.

2. Carbon management is „business as usual‟ across the council

3. Performance management processes are embedded and meaningful data is being used to reduce carbon emissions

4. Investment made in large carbon saving projects including project management cost for design, implementation, and operation

Success Criteria:

Low Carbon Management Plan is approved by Carbon Trust and RBK‟s Climate Change Programme Board

LCMP Year 1 AIP is approved by Executive as one of the project streams of Kingston‟s Energy Strategy

Financial framework is incorporated into the Forward Planning process for 2010/11 and thereafter

New clauses are incorporated in the OCP3 Commissioning framework

NI185 data is collated quarterly (taking on board the monthly CRC data readings)

Training resources – e-learning module, handbook – are available to staff

Staff are recruited onto the „Green Champions‟ network

Press articles are seen in internal and local publications

Existing contracts and service agreements are amended where possible to include new carbon management responsibilities

CC&ST has a lead officer liaising with schools

Schools and the schools‟ corporate asset management team take ownership of carbon management and align this with the sustainable schools agenda

The LCMP Year 1 AIP is reported to the relevant project boards

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and regular meetings are held between the Project Team and the wider Carbon Management Team of RBK officers and contractors

Long term success will be a significant reduction in CO2 emissions from the Council‟s own operations and services

Project Deliverables:

Corporately owned Low Carbon Management Plan

LCMP AIP integrated within Kingston‟s Energy Strategy suite of climate change mitigation project strands

Consistent and more accurate data collection processes aligning NI185 and CRC, delivering quarterly monitoring and analysis of carbon emissions data from RBK estates and contractors

Staff become up-skilled in carbon management and can take responsibility and ownership of action in a positive way

Staff and the community are aware of what the council is doing and how they can get involved

Finances are available to deliver carbon reduction projects

Procurement and Commissioning decisions account for carbon management

Existing and new contractors and service delivery partners are engaged in the carbon management process

Schools adopt best practices in carbon management and align this with their commitments to the sustainable school agenda

The LCMP remains focused and on target

Evidence of reduction in CO2 emissions from the Council‟s own operations at the end of the 5 year plan

This project will include: This project will not include:

Monitoring carbon emissions from all our buildings, transport (fleet and business travel), and contractors

Corporate asset management

Corporate procurement and commissioning

Corporate performance monitoring

Staff training

Corporate working practices

Schools building and maintenance programme

Delivering actions to reduce carbon

Residential carbon emission

RBK Social housing emissions and asset management

Administration and financial plan for the Carbon Reduction Commitment Energy Efficiency Scheme

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dioxide emissions from RBK assets and operations

Method: The LCMP is divided into two areas of action physical implementation measures (chapter 4 of the LCMP) and embedding actions (chapter 6 of the LCMP).

The priority for the first year‟s AIP is to build delivery capacity (staff and financial), and embed policies, governance and process into the day-to-day operations of the council. This will be delivered in partnership with the OneCouncil projects and the council‟s service delivery partners.

The suite of actions under the embedding work-streams of the AIP will be prioritised and sequenced through the relevant project board (DES Planning and Transportation Project Board and the Climate Change Programme Board).

The primary actions that will help embed carbon reduction into the day-to-day operations are listed below:

Communications: Launch the Low Carbon Management Plan and communicate target set and the call for action across the authority

Training: Establish training tools to up-skill managers and staff to make informed decisions in their day-to-day activities and service delivery

Green Champions: Establish a network of staff volunteers across the authority to help deliver good practice amongst their peers

Finance: Establish a financial framework that aligns internal and external funding opportunities

Procurement: Feed into a corporate procurement framework the principles of carbon management in product and service purchasing and commissioning

Data Management: Collect NI185 data quarterly

Schools Engagement: Work with schools to understand their energy use and implement actions to reduce consumption. Work with the schools asset team to implement best practice measures into school refurbishment and new build programmes

Contractor Engagement: Work with Service/Contract managers to minimise the environmental impact from service delivery partners

Project Management: allocate lead-officers to the work-streams of the Plan and establish a monthly meeting programme and report progress to the governance arrangements of the Climate Change Programme.

Constraints: Lack of commitment to working towards the corporate carbon reduction target presented in the LCMP

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The Council‟s change programme does not integrate carbon management into business-as-usual procedures

Lack of financial allocation to large carbon emission reduction projects / initiatives within for example

o The medium term financial plan (destination Kingston)

o Forward plan

o Building Schools for the Future programme

Inconsistent data sets such as those for NI185 and CRC Efficiency Scheme

Limited opportunity for to make capital or revenue expenditure on carbon saving projects

Lack of technical capacity to identify and quantify carbon saving opportunities

Data and action needed by RBK‟s contractors and delivery partners are outside the existing remit of their contracts and service agreements

Key Assumptions:

RBK is committed to the Kingston Plan: Objective 1: Theme 1 target of a 25-32% reduction in emissions by 2020.

Time commitment from Project Team to take forward tasks and pick up issues in the absence of the Project Lead

The LCMP is reported through the P&T Project Board.

Officer capacity from all directorates

Co-operation from all contractors

Consideration of external sources of funding, such as invest-to-save schemes and loans.

Financial commitment to first two years of investment

Review of corporate policies

Integration of LCMP in council‟s change programme; OneCouncil Programme

Impact on existing systems:

Building Schools for the Future: design, build, operations, and learning

OCP5 Assets

OCP3 Commissioning

OPC6 ICT

OCP7 Organisational dynamic

Destination Kingston: Medium Term Financial Plan

Team Plans

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Forward Plan process – capital and revenue budget allocation

Climate Change & Sustainable Travel Group

CDM Requirements:

N/A Building construction projects not commissioned within this project.

To review the ownership and project management of construction projects within the carbon reduction agenda with OCP 5 Assets and Building Schools for the Future team

Project Board: DES P&T Project Board


Project Team: Shadia Rahman (Project Lead)

Matthew Howell-Hughes (Deputy Project Lead)

Oliver Sutton

Nia Prys-Williams

Leslie Hunt

Budget: £90k in the corporate base budget for carbon reduction including the delivery of the Carbon Reduction Commitment Energy Efficiency Scheme

Resources: Fixed Costs:

RBK Officer Resources

2 x CC&ST Officers 2days /week

2days/month from supporting RBK officers

Contractors

main service delivery contractors

Building Professional services

Contract 1 consultants

Contract 2 consultants

Costs are being met from within existing resources.

Capital costs are met through the Capital Investment Programme,

Building Schools for the Future Programme

Primary Schools Review Programme.

Base budget

CRC Energy Efficiency Scheme has allocated approximately £50k fixed cost for the delivery of the scheme in the first year (2010/11)

Approximately £40k remains from the base budget for embedding projects in

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the LCMP and commissioning quantification of carbon saving opportunities.

Start Date: April 2010 Completion Date: March 2011

Approval from Sponsor:

Date:

Approval from Project Manager:

Date:

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