sea - sustainable energy manual

8/8/2019 SEA - Sustainable Energy Manual

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ENERGISING SOUTH AFRICAN CITIES & TOWN

EnergisingSouth African

Cities & TownsA L O C A L G O V E R N M E N T G U I D ET O S U S T A I N A B L E E N E R G Y P L A N N I N G


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iI ENERGISING SOUTH AFRICAN CITIES & TOWNS

DEVELOPING A SUSTAINABLEENERGY PLAN

1 Cities & energy

3 What is sustainability?

4 Planning for a sustainable future6 STEP 1 Designating a lead ofce &

nurturing a champion

6 STEP 2 Establishing partnerships

7 STEP 3 Finding the hooks: reviewing cityvision, goals & policies

8 Energy imperatives: local, nationaland international

10 STEP 4 Conducting a city energy audit

12 STEP 5 Analysing your data & developinga draft plan

14 STEP 6 Building public & internal support

17 STEP 7 Finalising the plan

18 STEP 8 Implementing & nancing the plan

20 STEP 9 Monitoring & evaluating your plan

21 STEP 10 Publicising the benets & energisingthe citys people

22 Flow diagram: City Energy Strategy Process

ENERGY CASE STUDIESAND SECTORAL OVERVIEWS

24 Green electricity brings opportunities

25 Community electricity supply: modelsfor developing a greener future

26 Turning transport towards sustainability

28 Housing: making healthier, more

affordable homes30 Buildings and energy efciency in

South Africa

31 Old landlls, new energy potential

32 Energy efciency in deliveringwater services

33 Energy resources for local authorities

Compiled by Sarah Ward and LeilaMahomed of Sustainable Energy Africa

ACKNOWLEDGEMENTS:Mark Borchers and Wendy Engelsof Sustainable Energy Africa, PennyThompson, Glynn Morris, Watergy;and thanks to Susan Anderson forpermission to use information from

Sustainable Energy: A Local Govern-ment Planning Guide for a SustainableFuture, 1992, compiled by the UrbanConsortium Energy Task Force.

This manual is funded by DANIDAas part of the SEED Programme, andby SALGA (South African LocalGovernment Association).

Sustainable Energy AfricaTel: +27 (0)21 702-3622

Fax: +27 (0)21 702-3625The Green BuildingBell Crescent CloseWestlake Business ParkTokai, 7945Email: [email protected]: http://www.sustainable.org.za

Publication copyright:Sustainable Energy AfricaThis information may be freelyused, provided that the sourceis acknowledged.

Published by:Galeforce Communication

First published 2003Design: Cornelle EllisCover photograph: Monwabisi Booi,

SEED Advisor, City of Cape Town,photographed byGordon McAlister

Production management:Productive Images

Reproduction: The Repro Man

Printed and bound:Michael James Litho

Printed on Reviva Plus, a 100%recycled product made in South AfricaCover printed on NovaTech, winnerof the Nordic Swan award forenvironmentally friendly pulpand paper manufacturing

ISBN: 0-620-31457-5

CONTENTS


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ENERGISING SOUTH AFRICAN CITIES & TOWN

CITIES RUN ON energy it formsthe very lifeblood of a citys func-tioning. The critical role that energyplays in economic development,social welfare, and environmentalsustainability is being increasinglyrecognised, such that local govern-ments all over the world are plan-ning and implementing more sus-tainable approaches to their energy

production and use.By the year 2020, more than half ofthe developing world populationis expected to live in cities. Citiesconsume 75% of the worlds resourcesand produce 75% of the worldswastes, while occupying only 2% ofthe earths surface. In Africa currentlyonly 34% of its people live in cities but those cities are responsible for60% of its GDP. This means that cities,while they are great consumers, alsohave the power and the responsibilityto initiate and manage a much moresustainable development path.

A major obstacle to achieving amore sustainable city system lies inthe way energy is perceived: at pres-ent energy consumption, rather thanthe level of energy services, is seenas the indicator of development. By

taking energy consumption as themeasure of development, energyplanners are often concerned simplywith increasing fuel and electricitysupplies based on existing patternsof energy use, rather than with iden-tifying and sustaining the level ofenergy services required to satisfyhuman needs.

Poverty and EnergyEnergy is central to the satisfactionof basic nutrition and health needs.It is required for services such ascooking, lighting and heating, whichconstitute a sizeable share of totallow-income household expenditure(between a quarter and a third) indeveloping countries. People inpoverty expend signicant time andeffort (standing in queues, gatheringwood) to obtain energy sources thattend to be polluting, hazardous andunhealthy. But simply increasingthe number of people connected tothe electricity grid will not addresspoverty issues related to energyas it is the level of energy services(such as water heating) that needsto be improved: water can be heatedmuch more efciently by the sun(by a solar water heater) than by anelectric geyser or on a stove; indoorair temperatures can be managedmuch more effectively through

installing a ceiling than by a coalstove or an electric heater, fans orair-conditioning.

Local authorities and energy

Local authorities are not only bigenergy users and signicant distribu-tors of electricity, but are also ideallyplaced to inuence the energy use ofothers, as they are major employers

CITIES & ENERGYIntroduction

Waste is not waste until it is wasted ICLEI

(in reference to waste-to-energy project)

Policy can be formed largely as a result of

the unstructured interaction, in an ad-hoc

fashion, of the large, organised stakeholders

energy suppliers, large energy consumers

and political constituencies The resultant

energy policy will reect the dominant social,

political and economic forces of the day. So-

cial and developmental goals and policy on

energy sector externalities such as the envi-

ronment will probably not be well mediated by

this process. Botswana Energy Plan 2003

Energy consumption byenergy source City of Cape Town

Energy consumptionby sector City of Cape Town


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2 ENERGISING SOUTH AFRICAN CITIES & TOWNS

and the primary planners and serviceproviders in the city. Energy costs alsodraw precious budgetary resourcesfrom other important municipalfunctions such as education, publictransport and health care.

Energy is a variable cost, whichcan be controlled by cutting downon wasteful energy consumption greater energy efciency means lower

nancial energy costs and improvedcompetitiveness.Local authorities that manage

their energy consumption effectivelyare also less vulnerable when energyprices rise. Using less energy meansreduced local pollutants and carbonemissions as well.

Whatever the size or type of thelocal authority and the city or town

it manages, everyone stands to gainfrom being more energy efcient. Itdelivers not only cost savings in theshort-term, but is important for thelonger term nancial viability andcompetitiveness of local government, business and industry taking intoaccount factors such as reputation, riskmanagement, carbon managementand environmental responsibility.

City management is complex, andcities worldwide are in crisis, nan-cially and in terms of increasing ineq-uity. An energy strategy is an excellentmanagement tool that reaches beyondthe boundaries of the energy sector it presents an opportunity for localgovernment to take hold of its leader-ship role and to lead by example.

IEP targets optimal efciency and service provision in the energy

sector. This includes consideration of the broader concerns of the

entire economy, not just a least nancial cost focus.

Key characteristics of IEP for cities:

All energy sources and energy-related activities are considered as

a whole system

Demand-side focus since this is the reason for the existence of

the energy supply industry

Demand-side management (DSM) is considered prior to

supply-side solutions

Supply-side options are evaluated in the light of the demands

Environmental and social costs are clearly considered

Energy sector linkages with the economy are included

Example of local authorityenergy use and cost

Example of local authorityelectricity consumptionby sector

Through its Energy Strategy Process,

Cape Town has already identified

R12.8m of annual energy savings

through implementing efficiency

measures in its waste water manage-

ment system, lighting in its buildings

and eet management maximum

payback period for these is ve years.

Due to budget constraints, national

government proposed removing 20

commuter rail sets from a citys lines

this would have put 17 000 people on

to the road in 3 000 minibus taxis.

The average travel time for a trip in

1999 took 33% longer than it did for the

same trip in 1994 Joburg Economic

Development Plan

INTEGRATED ENERGY PLANNING


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ENER NS

THE UNITED Nations WorldCommission on Environment andDevelopment denes sustainabil-ity as development that meetsthe needs of the present withoutcompromising the ability of futuregenerations to meet their needs.

Todays urban systems drawresources from the environment,often compromising the earths abil-

ity to regenerate those resourcesin the process. In many ways the worldeconomic system encourages waste-ful consumption, by paying scantregard to the worth of non-renewableresources, their scarcity, and by nottaking into account future clean-up costs.

What can your localgovernment do to builda sustainable city?A sustainable city draws from theenvironment those resources thatare necessary and that can be re-cycled perpetually or returned tothe environment in a form naturecan use to generate more resources.However, building a sustainable

city can be daunting, as it requiresthat decisions be based on an equi-table accounting of all costs bornetoday and in the future this mayrequire quite far-reaching institu-tional change.

But it is important to start some-where. Every more environmentallysustainable decision and action tak-en now will contribute to building a

sustainable city in the longer term.Let it never be said that we didnteven try.

A sustainable energy plan

A sustainable energy plan integrateslong-term energy planning into thelocal policymaking framework.

The impacts of our energyconsumption practices cannot bereversed overnight, so sustainableenergy planning must be an ongo-ing, dynamic activity.

Sustainable urban energy sys-tems encompass more than energyefciency and conservation. Thesesystems are diverse, exible, self-reliant and renewable, and such plan-ning requires careful development,

nurturing, implementation andreview. It involves strong supportfrom the community and partnersat all levels. Sustainability involvesrecognising that the natural envi-ronmental systems on which wedepend must be allowed not onlyto survive, but to thrive.

ISING SOUTH AFRICAN CITIES & TOISING SOUTH AFRICAN CITIES & TO

Use energy effectively in achieving other

local goals, such as affordable housing,

efcient transportation systems, eco-

nomic development and job creation.

Protect and maintain quality of life by

reducing environmental problems as-

sociated with the use of hazardous and

unhealthy sources of energy and the

inefcient use of energy.

Contribute to energy security by reducing

vulnerability to predicted oil shortages

and price increases.

Ensure that its citizens have appropriate

access to energy services and energy

information to reduce poverty.

Develop programmes and policies to

ensure that energy resources and their

impacts inform all development decisions.

WHAT ISSUSTAINABILITY?

SUSTAINABLE CITIES

Consistent. The short-term actions are compatible with long-term goals and the

viability of the system. Renewable. The system depends on renewable resources and operates using

environmentally benign technologies.

Diverse. The more diverse and appropriate your system, the more able it is to

adapt to change.

Inclusive. All elements of the system, including people, are valued and used for the

good of both the individual parts and the whole.

Interdependent.Each element of the system is both dependent on and depended on

by several other elements; the greater the interconnection, the stronger the system.

Reduce dependence on fossil fuels

Introduce cleaner fuels

Increase use of renewable energy

Focus on energy efciency

Economic development based on

efcient resource use

Efcient public transport using cleaner

energy sources

THE SUSTAINABLE

ENERGY PATH

KEY ELEMENTS OF ASUSTAINABLE SYSTEM


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ALTHOUGH NATIONAL initia-tives are essential for developingmany of the strategies, technologiesand regulations needed for sustain-ability, local planning efforts arethe building blocks of a sustainable

energy future. This section explainswhy, gives examples of what citiescan do to promote a sustainablefuture, and outlines the process fordeveloping a sustainable city ener-gy plan. Cities must be the primaryplanners for a sustainable future.

Local activities and systems deter-mine many of the most importantaspects of sustainability, includingland use, transport systems, wastedisposal, water services, electrica-tion, building codes, schools, hous-ing and public buildings.

As these are part of our dailylives, it is easier to organise com-munity and city action than nationalaction. There is also more exibility

and uniqueness at the local level,and this allows for exible andcreative solutions.

Strategic planning

Strategic planning processes at thecity level are a good way of iden-tifying, ranking and implementingenergy and environmental policiesand programmes that promoteurban sustainability.

Strategic planning is a system-atic way to identify and accomplishpriority actions.

Unlike simple goal setting, stra-tegic planning focuses on imple-mentation and the allocation oflimited resources to critical issues.

Set measurable goalsIt is important in this pioneeringprocess to set measurable goals.

An important challenge will beto empower city employees andcitizens to develop the means toaccomplish goals.

To do so, you must create avision for a sustainable energyfuture. Think about what you wantto achieve. Put words to your broadvision and describe the end results insome detail include such things aslower energy bills, less air pollution,reduced solid waste, better publictransport, less trafc congestion,more people cycling to work everyday, more local jobs, and so on.

Tangible targets

Make your vision tangible by set-ting targets you hope to meet by aspecic date.

These energy targets can includeaccess to energy targets, energyefciency targets, and air qualitytargets, for example.

Setting such targets will focus

community effort and provide abenchmark for evaluating success.

The planning process

This planning guide uses a 10-stepprocess as a framework.

The next sections, from pages621, will guide you through thesesystematic planning steps. The casestudies provide extra guidance.

Although it was national governments that

signed the Climate Change Convention, the

real global leadership for reducing carbon

emissions and energy conservation is comingfrom municipal leaders UNEP

PLANNINGfor a sustainable future

PHOTOGRAPHOFJOHANNESBURG:

WALTE

RKNIRR


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ENERGISING SOUTH AFRICAN CITIES & TOWNS

UNDERSTANDING

THE NEEDS OFTHE USERSThe importance of ademand-led approachIn South Africa, energy sector assess-ment or planning has in the past beendriven by supply-side industries.

Supply-side information is alsooften relatively easy to collect (fromthe supply companies/utilities),whereas demand-side informationgathering usually takes consider-ably more effort.

However, there are many eco-nomic and social benets that canarise from rst considering andunderstanding the demand-sidepicture. In fact, planning for a sus-tainable future cannot happen with-out it. This avoids various decien-cies that arise from a predominantlysupply-side approach:

Disproportionate focus on theneeds of the supply industry.

While this industry clearly haslegitimate needs, this focus canlead to inadequate considerationof the needs of the customers orconsumers (ie, the demand-side),who are in fact the reason for theexistence of the supply industry.Safety and health concerns, forexample, are better identiedby a demand-side focus.

Economically efcient fuelswitching alternatives are alsobest identied by rst lookingat the demand-side.

Potential for (and history of)misjudging future demand Eskoms historical electricitygeneration surplus is an exampleof this.

Limited perception of suppresseddemand. An example is house-holds that could afford a particu-lar energy service, such as a

solar water heater, if propernancing was available. Asupply-side focus would tendto miss such opportunities.

Reduced attention to efciency anddemand-side management options,including behaviour change bothof these require an understandingof the demand-side.

This means that you need a gooddemand-side database in order to de-velop energy strategies and evaluatetheir implementation.

1. Designate a lead ofce & nd

a champion

2. Establish partnerships

3. Find the hooks: review the vision, goals &

policies of your city and country

4. Conduct an energy audit

of your city

5. Analyse your information & develop

a draft plan

6. Build support your participation process

7. Finalise the plan

8.Implement your plan & nance projects

9. Review & evaluate your plan

10. Publicise the benets

Local Authority Energy Strategy

THE 10-STEP PROCESS

This is not a linear process, of course. Many of these activities take place all along the way. The ow diagram on page 22 suggests a dynamic view of the process.


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PARTNERSHIPS bring expertise,resources, support and informa-tion. As energy is cross-cutting, itneeds a partnership approach, soat the outset you need to developthese with organisations and evenother cities and networks (see alsoStep 6, Building Support).

When thinking about partner-ships, ask yourself what NGOs,community groups, businesses,utilities and other associationscan support your planning?Which groups can help build

your in-house capacity and pro-vide additional expertise?

Are there parastatal, national,provincial or local technical re-sources that can assist you inyour planning and implementationefforts? Possibilities include NGOs,energy efciency programmes andclimate change programmes (localand international).

S t e p 2

ESTABLISHING PARTNERSHIPS

Become role model energy consumers in the operation of municipal facilities, vehicle eets and

mass transport.

Regulate and plan for efcient energy use through local land use that affects the patterns of

residential, commercial and industrial development.

Work with local utilities to set targets for renewable energy and energy efciency systems.

Promote carpooling, cycling, the use of public transport and walking through land-use planning,

parking management, improved bicycle and pedestrian access and public transport provision.

Institute local government eet km per litre standards to promote fuel efciency.

Plan and implement a public and staff education programme, publicising the benets of individual

lifestyle and business changes.

LOCAL ACTIONS THAT SUPPORT SUSTAINABILITY

1. What city department should lead your planning activities?

2. Should you pass a city council resolution to kick off planning activities?

Or wait until you have tangible goals and objectives to discuss?

3. What city departments might be the most active participants in the process?

4. Who will you approach to be your planning and implementation partners?

QUESTIONS TO ANSWERBEFORE YOU GET STARTED

S t e p 1

DESIGNATING A LEADOFFICE & NURTURING

A CHAMPIONEVERY CITY department must get in-volved in planning the citys sustainablefuture. This guarantees that all staff sup-port the concept and understand what itmeans for the way in which they work.

An in-house advisory group orsteering committee can also help build commitment, but there mustbe leadership and direction comingfrom one primary ofce. Champions

(people with commitment, charisma

and power) play a vital role in captur-ing peoples imagination and gettingbuy in. Try to nd both political andofcial champions. You will also ndthat champions emerge along the way grab them!

Be strategic about selecting yourlead ofce: it could be the ofce ofthe mayor, IDP/strategic planning orenvironment, for example. There are

opportunities for co-operating: one

department could lead the develop-ment of the energy plan, while anotherdepartment or several could leadthe implementation.

In addition to an overall champion,you might need a champion for eachsector (residential, transport, electric-ity, commercial and local authority).Together they can form a City EnergyPartnership. A sector can be led by a

suitable external organisation as well.


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AN IMPORTANT PART of yoursustainable energy plan is to link itto city goals and issues. This makesthe energy strategy relevant andensures buy-in. Most of the citysgoals and issues will have an energycomponent, even though it might behidden, as energy is key to the deliv-ery of all basic services and is thus

pivotal to all the services that a localauthority provides. There is alwaysa hook on which the sustainableenergy strategy can hang its sim-ply a matter of nding it and makingthe connection clear.

MAKINGCONNECTIONSYour city may have adopted formalenergy or environmental goals,which may be in your citys strate-gic plan, development plan or cityvision. This strategic plan usuallyoutlines goals concerning land use,transportation, housing, energy andthe environment, all of which havespecic energy links. If you are lucky,your city might have a strategicenvironmental policy within whichsustainable energy easily falls.

Even if your city has no statedenvironmental or energy objectives,you can often link the proposed en-ergy goals with poverty, economic

and health concerns.For example, your city prob-

ably has poverty alleviation andadequate housing high on itsagenda, and lower energy expensescan contribute toward this goal.Economic development is a mainobjective for all cities, and creatingan enabling environment for greenelectricity production and local

independent power producers cancontribute to that goal. Improvingaccess while reducing trafc conges-tion and air pollution are usually toppriorities, and strategies for reducingindividual car use (and petrol anddiesel use) while improving publictransport can help meet these energy-related objectives.

Look out for these types of connec-tions. Every energy-efciency strategycan help meet at least one or two othergoals for your city and its residents.

Your city might also have otherprogrammes that could support thedevelopment of a sustainable en-ergy strategy. Look at internationalprogrammes emerging from theWSSD and its predecessors, such asthe Agenda/Action 21 programmeand the Healthy Cities and Cities forClimate Protection campaigns.

Poverty alleviation or sustain-able development programmes thatare run in partnership with nationalor provincial government, com-munity or environmental organisa-tions, local and national universitiesor utilities would all provide a hookfor the sustainable energy strategy.

FINANCIALSUSTAINABILITYYour local authority probably also

has the internal goal of becomingmore nancially sustainable andsaving energy in municipal activi-ties will contribute to that.

Your municipality might alreadyhave a programme that monitorsenergy use in government facilitiesor eet management programmes.Use these to build your sustainableenergy strategy.

BE STRATEGICIt is usually better to dovetail pro-jects, processes and goals that feedyour energy plan. Do be strategic,though, and select programmes thatare strong and well-placed.

IDENTIFYING ISSUESYou will be able to start identifying

energy issues as you collect data andengage in public participation.Filter these energy issues through

local, national and internationalimperatives so that you can prioritiseand develop energy goals that meetlocal needs.

Focus-group workshops are agood way of identifying importantissues and links between energy ef-ciency and other primary local issues.Such workshops will also give yourplan increased visibility and buildsupport for the future. Ask partici-pants to identify and rank the energylinks associated with major city issues.They can help draft energy policystatements and specic recommenda-tions for each statement.

S t e p

FINDING THE HOOKSReviewing city vision,

goals & policies

CHECKLIST WHENIDENTIFYING GOALSAND ISSUES

Become familiar with your citysstrategic objectives or vision.

Analyse the energy component of

the citys goals.

Identify relevant role players to involve in

identifying issues and developing the

sustainable energy plan and goals.

Develop a list of demand-side and supply-

side energy related issues in your city and lter

it through your citys strategic vision.


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8 ENERGISING SOUTH AFRICAN CITIES & TOW SS

INTERNATIONALTRENDSMillenniumDevelopment Goals

World leaders agreed on the Millen-nium Development Goals (MDG) inSeptember 2000. The MDG are a setof eight time-bound and measur-able goals and targets for combating

poverty, hunger, disease, illiteracy,environmental degradation and dis-crimination against women. First onthe list is poverty eradication, andthe seventh goal aims to ensure en-vironmental sustainability. Energyhas a specic link to both of these.

Among the indicators for targetsare GDP per unit of energy use (asa proxy for energy efciency) andcarbon dioxide emission per capita(Plus two gures of global atmo-spheric pollution: ozone depletionand the accumulation of globalwarming gases)

World Summiton SustainableDevelopment

The WSSD in 2002 set ve key com-mitments for energy.

Diversifying energy supply andsubstantially increasing the globalshare of renewable sources in order

to increase renewables contribu-tion to total energy supply.

Improving access to reliable,affordable, economically viable,socially acceptable and environ-mentally sound energy servicesand resources.

Removing energy market distor-tions including the restructuring oftaxes and phasing out of harmful

subsidies and supporting effortsto improve the functioning, trans-parency and information aboutenergy markets with respect toboth supply and demand, withthe aim of achieving greaterstability and ensuring consumeraccess to energy services.

Establishing domestic pro-grammes for energy efciency

with the support of the interna-tional community. Accelerating development and

dissemination of energy efciencyand energy conservation techno-logies, including the promotionof research and development.

Many countries felt that the WSSDoutcomes were too weak and thusset up the Johannesburg Renew-able Energy Coalition (J-REC). InBonn in June 2004, willing countrieswill set targets and programmes forrenewable energy contribution totheir energy mix.

Kyoto Protocol

In December 1997, more than 160nations met in Kyoto, Japan, tonegotiate binding limitations on

greenhouse gases for the developednations, in response to the objectivesof the Framework Convention onClimate Change of 1992. The out-come of the meeting was the KyotoProtocol, in which the developednations agreed to limit their green-house gas emissions, relative to thelevels emitted in 1990. South Africasigned the convention in June 1993

and ratied it in August 1997.An important dimension toclimate change is its link withdevelopment. Patterns of energyconsumption, land use and demo-graphic growth are all key driversof both development and climatechange. Tackling climate changemust be compatible with advancingthe aspirations of the worlds poor.

NATIONAL TRENDSEnergy is a national issue, and thelinks between energy and socialwelfare, economic developmentand environmental integrity are ap-parent at a policy level.

National legislationThe Energy White Papers goals in-clude using an integrated resourceplanning approach to energy; eco-nomic development; access to elec-tricity; management of the health

and environmental impacts of en-ergy generation; and being vigilantof parafn poisoning and transporthealth impacts. Cabinet is now con-sidering the Energy Bill.

The White Paper on the Promo-tion of Renewable Energy & CleanEnergy Development focuses on theIndependent Power Producer (IPP)framework, renewable energy targets,

ENERGY IMPERATIVESLocal, nationaland international

REGIONAL ENERGY

DISTRIBUTORS:

WAY FOR WARD

Implementation of REDs is estimated for

2005. An EDI holdings company has been set

up, and although various reports on proposed

structures and responsibilities for REDs have

been completed, there is no detail on the

rights and responsibilities of local authorities

in their areas of jurisdiction. Local authorities

will be on the RED boards, however.


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nancing and legislative framework,and promotes local manufacture ofrenewable technologies.

The Electricity Distribution In-dustry (EDI) Restructuring Bill is before cabinet and seeks to trans-form the current fragmented EDIstructure into a series of RegionalElectricity Distributors (REDs). TheNIRP (National Integrated Resource

Plan) is prepared by the NationalElectricity Regulator (NER), based onEskoms Integrated Electricity Plan.

Energy also featured as a priorityat the 51st national conference ofthe ANC in December 2002. At theconference they resolved: that the process of rationalising

electricity distribution shouldcontinue, ensuring viable andaffordable electricity supply forall regions and the progressiveachievement of universal andaffordable access, on the foun-dation of a minimum freebasic electricity service to allhouseholds.

that all proposals for restructuringenergy generation and distribu-tion should be analysed objec-tively to assess likely impact onemployment, the cost of invest-ment in new capacity, electricityfor households and formal busi-

ness, and the environment, to support the introduction

of cleaner technologies forburning coal as well as alternativeenergy sources,

that research into renewableenergy technologies must beconducted, and it must includepotential for local ownership andcommunity participation,

to take concrete steps to com-bat pollution arising out of coalvalue chain activities by settingclean targets in the context ofsustainable development with-out increasing cost to the poor,

to support the principle thatdecisions on nuclear energy mustbe based on a comprehensiveand transparent environmentimpact assessment,

to ensure safety measures inenergy generation, manufactureand usage, especially of parafn.

LOCAL POLICYIMPERATIVESFrom international to local impera-tives it is quite clear that povertyand sustainability are priority issuesfor any South African city, and thatevery city has a lot to gain from a sus-tainable energy development path.

Each city has strategic goals ora vision. Energy will usually playa pivotal role in ensuring that thosegoals are met. It is important that acitys energy objectives reect andfull a citys strategic objectives.

CITY OF TSHWANES8-POINT VISION

Above: Devastating shack res are regular occurrences in coastal cities where people rely on parafn for

cooking and where wind velocities are high.

1. economic growth and development

2. democratic, responsible and equitable governance, providing efcient andeffective delivery

3. integrated and compact city

4. poverty alleviation by making essential services and facilities accessible

5. safe and secure environment

6. strengthening of status as South Africas capital city

7. building of Tshwanes international status

8. care for cultural and natural resources

PHOTOGRAPH:JEREMYJOWELL

T

HEMULTICHOICEVUKA!AWARDS


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10 ENERGISING SOUTH AFRICAN CITIES & TO NSNS

A VITAL STEP in developing yoursustainable energy plan is to collectenergy information about your city.This process is referred to as an energyscan, an energy audit or developing aState of Energy Report for your city.Use your review of your city and thecountrys vision, goals and policiesto help decide what information youshould prioritise. Remember that this

is the beginning of a process, so whileyour information may be far fromperfect now, engaging in this processwill ensure that the quality of the dataimproves year by year.

Summarise your information intoan overview of demand and supply:total energy use and emissions bysector and by energy source.

Collecting energy information willserve several functions: It helps you identify the

energy-use areas that are mostimportant in your city.

It tells you the size and shapeof the resource-related problemsfacing the city.

It identies non-sustainabletrends resulting from currentmarket forces, social conditions,government procedures,regulations and programmes.

It begins the process ofdiscovering the hidden, yet

important, details about theform and function of yourlocal government

It identies organisationalmechanisms and partnersthat can help implementvarious strategies.

It provides the base data forevaluating and tracking yourcitys progress.

THE ENERGY AUDITApart from basic data on yourcitys climate, geography, popula-tion, economy, housing, businesses,industry, etc, your focus will be onenergy demand and energy supplyinformation in your city.

ENERGY DEMANDINFORMATION

ResidentialEnergy-use prole for different groupsand areas; electricity connections; en-ergy use, prices, expenditure; accessto energy sources; health and safety in-formation; quality of housing (relatingto energy efciency); end-use patterns:percentages of total energy (wood,electricity, natural gas, parafn) usedfor specic end-use (lighting, space/water heating, cooking, cooling); end-use percentages by dwelling type.

Industry and commerceOutput; employment and energyuse by sector; relative energy inten-sity; emissions.

Transport

Modal split, trip length and time,cost and subsidies, energy use andemissions by mode.

Local authorityEnergy use, cost and emissions by en-ergy source and sector (see pie chart).

Energy demand projections

Current growth rates in energy con-sumption from all sectors; estimatesof use at future target date.

CO2 equivalentCalculate the CO

2equivalent for rel-

evant sectors, subsectors and overall.

ENERGY SUPPLYINFORMATIONAll supply to the city

Coal, liquid fuels and gas, electricity.

Energy sources

Electricity production (fossil fuels,hydro, nuclear, other), level of de-pendence on oil, coal, renewableenergy sources, natural gas, etc.

Solid waste

Tons of waste generated/recycled,city recycling goals.

Sewage

Millions of litres per day.

CURRENT ENERGYPROJECTSIdentify all current projects acrossall sectors.

S t e p 4

CONDUCTING A CITYENERGY AUDIT

At a minimum, you need to know the kinds

and quantities of energy used in your city,

how much these energy resources cost, and

a breakdown of the big energy users and

resources used.

NO TIME FOR A

LENGTHY ENERGY

AUDIT?

Total eCO2

emissionsby sector City of Cape Town

Solid Waste37%

Streetlights24%

Bulkwatersupply &

wastewatertreatment

6%

Buildings18%Vehicle Fleet

15%


13/36


FINDING THEINFORMATIONThe questions below will help youdetermine where you can get theinformation you want. Who pays for, or taxes, the

resource? Following the moneyis always a good place to start.

Who manages or plans theresource? Think about the agency

or company that records, per-mits, inspects, controls, builds,repairs or delivers the resource.

Who else is interested in thisinformation? There may be othergroups that have collected someof the data you need. Goodplaces to start include relatedcity departments, environmentalgroups, universities, and thelocal chamber of commerce.

Use gures from an area largerthan your city to estimate thenumbers you want. Be explicitabout the assumptions inyour estimates.

HOW MUCH DETAILDO YOU NEED?It pays to err on the side of havingtoo much information. As you gath-er the data, consider its accuracy.Find out how the data was gener-ated. Examine the assumptions and

methodology. Do they make sense?On a single topic, such as hous-

ing or population, you may gatherdata from two different sources.Do the results agree, or are therediscrepancies?

A deeper understanding of howthe data was generated can tell youa lot about its accuracy.

No data or inaccessible data

Energy supply info is good but demand (user) info is poor

No centralised collection of data on energy

Data not collected in the units you need

Data by region, not by city

Good data on one sector for one year, but for no other sectors for that year

Very basic information on facilities may be lacking

Different departments dont communicate with each other

PROBLEMS YOU MAY ENCOUNTER

BUT CAN OVERCOME IN TIME!

Simple facts make the project real to city

leaders and the community. How much do

average households spend for home energy or

on transport? How much air pollution is caused

by local energy use? What health problems are

caused by local energy use? Gather some of

this information and show the facts and gures

in graphic form, such as a pie chart or graph.

GATHER FACTS

THAT ENHANCE

COMMUNITY

UNDERSTANDING

1. Find out why the agency or group collects the information. This may uncover opportunities for

future co-operation. For example, if they are planning a survey soon, will they include questions

that could help your work?

2. Ask how the information is collected as clues to datas reliability. Who collects the information?

Do they use direct measurements or rely on reports or forms sent in by others? Do they

drive around and count? Do they take a sample and make a projection? How accurate do

they think the numbers are? How did they determine the accuracy? Compare different

sources where possible.

3. Ask the group or agency if there have been changes in the methodology and if any are planned

changes in the methodology can skew your results and make it difcult to establish trends.

Are you talking to someone who is actually involved or is this a second-hand interpretation?

4. How far back has the agency been tracking the information? This is important to your ability

to establish a common base year for all your data.

5. Ask who, if anyone, analyses the information. Do city staff members analyse the data? Do they

see any trends? If they calculate any projections ask if they use simple extrapolation or a more

complex algorithm.

6. Dont be afraid to ask stupid questions. Ask lots of questions about the meaning of the num-bers, the units and any assumptions behind them. Jumping to conclusions can be dangerous

to your results.

8. Get a copy of any published or draft reports. Keep a separate library of environmental audit

and data support materials.

QUESTIONS TO ASKWHILE GATHERING DATA


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YOU HAVE BEEN GATHERING a lotof information and developing rela-tionships with many people. Now itstime to start putting the two together.

Firstly, you need to identify thecritical energy issues under eachsector. Secondly, you need to rank

these issues according to your citysparticular priorities.For example, the prioritisation

of Cape Towns energy issues wasbased on the ranking system illus-trated at left. The different sectoralissues were then ranked as in theexample centre and below left.

Thirdly, on the basis of this list,you need to develop your draft planof what needs to be done to promotea sustainable energy future withinyour city context. To do this, list thepossible measures or options andidentify those that will yield the great-est benet. These are the options youwill ultimately include in the plan, aswell as details of projects being under-taken in your city; these can providea springboard for the implementationphase. Make your motto Be ambi-tious but realistic!

The matrixYou might nd it useful to develop a

matrix to compare options using thefollowing factors: compatibility with city goals, the costs of programme

implementation, funding availability, social benets, potential for energy efciency, potential for programme

replication,

S t e p 5

ANALYSING YOUR

DATA & DEVELOPING

A DRAFT PLAN

An example of Energy Issue ranking

Energy Issue category Ranking

Energy and poverty alleviation

Access to energy by poor

Affordability of energy

HIGH

Health

Safety

Pollution

HIGH

General environmental sustainability HIGH

Renewable energy MEDIUM

Energy efciency MEDIUM

Cheap energy & economic competitiveness

Job creationMEDIUM

Transport system effectiveness & efciency NORMAL

Nuclear NORMAL

This process is then used to rank the Citys issues, for example:Energy Demand ranking

Section 3: Demand Overview

Issue 3.1: Energy related data for CCT necessary for planning and strategy development is

lacking. This is particularly the case for demand-side data, although supply-side

data is also lacking.

MEDIUM

Issue 3.2: There is no department within CCT currently responsible for energy-related data col-

lection, nor a designated location for storing and accessing such data. This is related

to the fact that energy is a crosscutting issue, and does not t neatly into

the portfolio of any one department.

MEDIUM

Section 4: Households

Issue 4.1: The cost of meeting a households energy needs is a signicant burden on poor

households and a major contributor to poverty.HIGH

Issue 4.2: Access to convenient, appropriate, affordable, clean and safe energy sources is

limited for many poorer households. It must be recognised that even electried

households use a range of energy sources for a variety of reasons. This multiple fuel

use should be supported and promoted as appropriate. Gas is particularly inacces-

sible to poor households. The cost of retooling is often a barrier to converting to

other energy sources. A best energy mix approach should inform energy supply

and management for all households in Cape Town.

HIGH

Issue 4.3: Energy is a signicant contributor to poor health (poor nutrition and respiratory

health) in poor households. This is due to poor indoor air quality or lack of adequate

access to energy to cook food or keep warm.

HIGH

Ranking

Ranking


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the availability of data, environmental benets, economic development benets

including savings and job creation, support of citys growth paths

(eg tourism, manufacturing), contribution to sustainability.

To conrm whether your options con-tribute to sustainability, review thesekey elements of a sustainable system:

consistent, renewable, diverse, inclu-sive and inter-dependent (see page 3).

There are several analytical andquantitative tools to assist with analy-sis. These can help clarify the optionsavailable to urban policy makers whoare planning for a sustainable future.Tools include cost-benet analysis,strategic environmental assessments,scenario planning, economic impact

tools, end-use potential analysis andintegrated resource planning.

Your draft plan

Your draft plan will grow from thisanalysis, and can be in the form ofscenario planning using business asusual, as well as high-road scenarios,such as 20% renewables by year 2020 and a middle-road scenario if it suitsyour purposes.

Your high-road scenario can bebased on targets such as:

2020 energy vision

20% private car use reduction no days exceeding WHO air

quality standards 20% real reduction in CO

2

emissions 20% renewables

all housing to have ceilingsand efcient lights

mandatory green buildingstandards for all new buildingsover a certain value

poverty tariffs all householdshave access to basic electricity

Energy straw dogYour draft plan could also take theform of a straw dog a plan present-

ed as a basis for discussion and input,set out as per the example above. Energy vision statements based on

the citys vision Energy goals linked to each

vision statement Targets linked to each goal Measures what can be done to

achieve these goals Projects existing and potential.

ENERGY VISIONS, GOALS, TARGETS & MEASURESENERGY VISION 2: A leading African city in meeting its energy needs in a sustainable way,and thus fullling its constitutional obligations and global responsibilities in this regard.

GOAL Focus area Target Measures

Increasing renewable and

clean energy contribution

to the energy supply mix,and reducing dependence

on unsustainable sources

of energy (starting with

the most nancially viable

options the low hang-

ing fruit)

Residential 10% of households to have

solar water heaters by 2010

SHORT-TERM (2 YEARS)

Promote the use of solar water heaters via provision of informa-

tion on costs, savings and environmental benets.

Compile standards and codes for the installation and perfor-

mance of solar water heaters.

LONG-TERM

Establish solar water heater nancing scheme.

All City-owned housing to have solar water heaters installed.

ENERGY VISION 4: A city with an efcient and equitable transport system, based on publictransport and compact planning, to enable all residents to enjoy the benets of urban life.

GOAL Focus area Target Measures

An energy efcientpublic transport system

(1) encouraging efcient

public transport use and

(2) discouraging inefcient

private vehicle use.

Transport Rail, bus and taxi transport share of total transport

modal split increased by

10% by 2010.

Numbers of private vehicles

commuting into city centre

decreased 10% by 2010.

SHORT-TERM (2 YEARS)Establish local government provincial government metropoli-

tan Transport Authority to ensure co-ordinated planning and

efcient allocation of funds.

Ensure that rail transport receives priority attention to ensure a

high standard of service.

Steadily improve facilities at public/private interchanges.

LONG-TERM

Rapid bus transport corridors to be identied and

implemented.

Dedicated bus and taxi lanes identify and implement

on all major commuter routes.


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DEVELOPING AND implementing asustainable energy plan is pioneering.You will need to educate the public,city staff and political leaders onthe plans value. You will need helpgetting tasks done. You will need -

nancial resources. And you will needallies. Accomplishing all this requiresinternal support and wide-range pub-lic support, and building that supportis one of the most critical aspects ofyour planning effort. Remember yourparticipation process starts the rsttime you start interacting with citystaff or the public around the sustain-able energy plan.

Participation is the key to an ef-fective plan. This may be challeng-ing as most people, businesses andmunicipal departments view energypolicy as secondary to their every-day activities.

Therefore, it is critical that localenergy programmes be linked to theirgoals. Energy programmes shouldshare common concerns and help sup-port achieving broader city and com-munity goals. For example, air qual-

ity, housing affordability and trafccongestion concern nearly everyone.Solutions to each of these issues can befound in energy efciency.

IDENTIFYINGSTAKEHOLDERSThere are internal and external peopleyou will need to interact with in orderto develop a good energy plan for yourcity. Make a list of all stakeholders fromwhom you will need to source infor-mation and get buy-in. When talkingto city staff or external organisationsremember that organisations dontmake decisions people do. Developrelationships with them. Rememberthat you can learn from them.

LOCAL GOVERNMENTSTAFFMake a list of local government de-partments and agencies that you thinkshould care about sustainability. Ifthis is difcult, try tracing energy or

other resources through the city andlocal government. Every departmenttouched by this should be on your list.

ASSESSING LOCALGOVERNMENT ANDPUBLIC SUPPORTAfter talking to each department,list your strongest allies and whatprojects you may be able to do

together. Deciding how to proceedand maintain your momentum mayrequire a different strategy witheach ally. Your approach also willdepend on the politics and structureof your local government.

You also need to assess theconicts or barriers you have withdepartments that are or may be non-supportive. Your aim might be tosave electricity while the electricitydepartment might feel that it is theirobjective to sell more electricity. Citystaff involved in transport mightfeel that they do not have the neces-sary power to create change. Otherstaff might just feel overworked.Barriers generally fall into four cate-gories, and each is discussed below:

InformationLocal government staff may lack infor-mation or have the wrong information.Send them the right information or usethe mediums they will read.

InstitutionalGovernment processes often createdisincentives to change. These institu-tional barriers are the most difcult. Toovercome them requires a rm commit-

ment from top decision makers. Talk toyour strongest supporters about how toobtain this commitment.

Personal

The risks inherent in change may bepersonally threatening to city staff.This may not have been explicitly stated,but the tone of the responses may giveclues to the hidden reasons.

S t e p 6

BUILDING PUBLIC &INTERNAL SUPPORT

your participationprocess

Minister of Minerals & Energy, Phumzile

Mlambo-Ngcuka, at the launch of National

Energy Efciency Week 2003.


17/36


Financial

City departments may not have thebudget to perform the work. Look forareas where your projects could helpmeet their needs.

INTERACTING WITHSTAKEHOLDERSSet up task teams and/oradvisory boards and/orpartnership teams

A task team is an effective way toget people with specic technicalexpertise involved in the planningprocess. Examples of task teamsthat relate to energy include hous-ing and household, business andindustry, government, transporta-tion and energy supplies (renew-able resources).

Assess whether an internal ora multi-stakeholder (consisting ofexternal organisations as well) teamis best for your context. Advisory boards consisting of communityand business organisations are oneoption and a City Energy Partner-ship made up of key organisationsfrom across the city, is another.

Do informal networkingAn informal network lets youknow whats really going on in theenvironmental and business sec-tors of your city. It is an excellentway to access the expertise, inu-ence and support of local commu-nity groups. Likewise, it puts youin a position as a resource for theseorganistions.

Often you can act as a facilitatorfor bringing together diverse inter-est groups that have common goals.

Meet with key leadersOften the best way to build support

is to sit down one-on-one and listento the concerns and goals of othergroups and organisations.

Meet with key leaders of busi-nesses, utilities and interest groupsto tie their specic needs to theenergy and environmental issues inyour community.

Show these key leaders how pro-moting sustainability and energyefciency can help them achievetheir goals. Dont try to convertthem. Listen to their needs andorganisational objectives, then tiethem in with yours.

Conduct public or focus groupmeetings on the draft plan

There are also likely to be city depart-ments, city task teams, university de-partments, provincial government, business groups, energy specialistsand community groups with re-sponsibility or interest in energy andenvironmental matters. Link up with

these groups. They will be support-ers and will have projects, reportsand information to help your effort.

Another way to assess key is-sues in your city is to conduct focusgroup workshops with government,community and business leaders. In-clude policy makers and programmemanagers from city departments such ashousing and community development,

planning, public works, transporta-tion, buildings and electricity. Alsoinvite the leaders of outside organisa-tions and business groups such as thetransport authorities, utilities, eco-nomic development bodies, relevant

community-based organisations andchambers of commerce.Go to people and groups at their

regularly scheduled meetings andoutline your proposal. Provide gen-eral information on energy issues asit might be new to them and addresstheir comments.

When you have a completed draftenergy plan, hold at least one publicmeeting with good media coverageto provide an overall wrap up of theconsensus-building process.

Public participation meetingswill provide you with: early opportunities to discover

allies and work together ondifcult issues,

public ownership of the process, a willingness to support subse-

quent implementation, improved community esteem

through awareness, educationand empowerment.

Without a public participation pro-cess during the planning process,you may encounter: unanticipated opposition at the

public hearing or adoption stage,

Examples of co-operative projects

Department Their goals Your goals Joint project

Trafc management Reduce congestion Save energy Promote off-peak work hours

Fleet management Reduce expenditure Save energy Promote vehicle efcient procurement

Housing Affordable housing Save energy Put in ceilings in low-income housing

Housing Affordable housing Save energy Promote solar water heaters

Trafc lights Reduce maintenance costs Save energy Promote the use of Light Emitting Diodes

City general services Reduce operating costs Save energy City faci li ty energy-saving programme

Air quality department Reduce air pollutionemissions

Save energy Promote carpools, public transport,alternative fuels

Street lighting Reduce costs of lighting Save energy Promote longer lasting energ y-efcient lighting replacements

Market the benets of energy efciency such

as cleaner air, lower costs, and less trafc that

are relevant to your audience.


18/36


little or no support for the ad-opted plan and implementation,

failure to identify issuescommunity members considerimportant.

Use public relations and

media eventsUse the media to publicise focusgroup workshops, public meetingsand the overall planning process.

Consider developing a regularnewsletter that tracks your prog-ress developing goals, objectives,and implementation strategies. Thenewsletter also should feature thepeople who are involved in the sus-tainable city plan. Newsletters keeppeople informed and help build

broad community support.Occasional press events are alsoessential. Feature energy relatedprojects that are already under wayand that bring together some of theproposed goals of your sustainableenergy plan. Low-income energy-efciency programmes, mass transitprogrammes or recycling efforts pro-vide tangible success stories.

Staying visibleOther ways to stay visible include: connecting your planning

process to other importantcity events,

explaining sustainability in thesimplest words possible, such as

meeting todays needs withoutcompromising the future.

If your community isnt ready forthe word sustainability, use otherwords that link together energy and

environmental issues and economicdevelopment.It is usually a good idea to develop

a draft sustainable energy plan withproposed energy goals to start thediscussions. Public participation pro-cesses can be expensive, so try to linkthe development of the plan with theIntegrated Development Plan orother community processes run bythe municipality.

Identify and use champions

Successful programmes typicallyhave one thing in common: theyare endorsed by key leaders in thecommunity. These leaders becomechampions for the energy plan.

You need to identify and use ap-propriate champions.

Suggested champions includecity council members, communityleaders, environmental leaders andbusiness owners.

Useful education and publicawareness toolsYou will need some tools to helpexplain and convince others of theneed for and benets of your sus-tainable energy goals.

Some effective methods are pre-sentations using slides or overheadtransparencies, a collection of ar-ticles on sustainability or how othercities are beneting from similarefforts, educational exhibits to take

to meetings or put in building en-trances and other public places.Before reaching for a camera,

though, think about your audience,what message you want to send,and the best way to send it.

To make your message morepowerful, use simple language andgood graphics that tell a story orillustrate a point.

Resistance to changeAs you identify supporters of yourenergy plan, it is equally importantto identify those city departmentsand others who will not be support-ive, as non-supporters can hinderyour progress.

Usually youll nd that non-supporters are people who are re-sistant to change. Some of them willsimply need the right sort of infor-mation that make the energy linksrelevant to them, although othersneed more work and you will need

to work up the resistance-to-changecontinuum.

When you do come across non-supporters, work closely with themto understand the nature of the con-ict or barrier between your effortsand their goals.

Common ground usually can befound for at least some areas of yourplanning effort.

In 1979 Portland, Oregon was the rst major US

city to adopt an energy conservation policy.

Then years later, changes in local energy and

environmental conditions caused local lead-

ers to examine links between energy use and

housing, transportation, solid waste, air and

water quality and business development.

Hundreds of citizens and every city de-

partment were involved in developing a 1990

energy policy with a broader goal of achiev-

ing a sustainable energy future.

Inuenced by:

Feelings

Perceptions

Experiences

Beliefs

Inuences

Im interested Please tell me

No problem

Resistance to changecontinuum


19/36


FROM YOUR participation pro-cess, you will now have a lot ofinput on your draft plan or yourdifferent scenarios. You will havea list of possible and current pro-

jects and programmes to be con-sidered, and you will also haveanalysed their advantages anddisadvantages.

Now your city must decide on aset of reasonable objectives that canbe implemented.

Your next step will be to identifypriority projects that t in underthese objectives.

IDENTIFYINGPRIORITY PROJECTSThere are several approaches youcan take to select priority projects,and the approach that works bestwill depend on the nature of yourcity. Remember that it is very im-portant to value what is being donealready show that you are alreadyon the road.

Each programme option has both benets and costs that are amix of economic, social, political,environmental and implementation

impacts. The process of decidingwhich impacts to rank or how to as-sign more weight to one factor overanother is a political one.

Decision-makers often balancecosts with political acceptability tond the path of least resistance. Thiscan lead to development which isunsustainable. Rather consider thefollowing criteria:

Analyse direct and indirecteconomic benetsEvaluate the cost of programme op-tions in energy Rand savings, busi-ness generated, jobs created and tax

revenue generated. Also considerindirect economic benets, such asavoided health costs, avoided resand destruction of dwellings andmaterial corrosion from pollutants;reduced impacts from rising energycosts; and less risk of energy supplyinterruptions; job gains and supportfor local industry development; de-volution of economic power.

Evaluate energy sustainabilityUsing the key elements of sustain-ability, evaluate programme optionsfor their contribution to a sustain-able energy system. You mightwant to pursue some options eventhough they are expensive and donot have signicant short-termeconomic benets, particularly ifthey are critical to making otherprojects happen. You may be able toaccess climate change nancing forprojects which have high upfrontcapital costs and/or longer payback

periods.

Prioritise projects

When identifying priority projects,describe and quantify the relatedimpacts and benets to a reasonablelevel of detail. It is possible to use alot of your limited resources deter-mining those impacts. To conserveresources, quickly sort and quantify

the easy options. Assess the relativeimpacts of the difcult ones by rank-ing or scoring programme optionson a simple scale, such as 15. Basethe score on your own or a groups

opinion, supported with data fromthe energy scan (see pages 45, Plan-ning for a Sustainable Future).

Sorting options

Sorting options and identifyingpriority projects may seem to be aformidable task, but the analysisyou just completed should helpyou considerably. And you also willhave help from others. Many of theanswers will become apparent asyou develop your support in andout of local government. If yoursupport-building efforts have beensuccessful, the solutions and politi-cal willingness will be there.

It is important to stay in closecontact with your supporters. To-gether, you will be developing andchanging implementation strategiesalong the way.

ADOPTING THEFINAL PLAN

As soon as you have a high levelof agreement (which you shouldhave after all your support-build-ing efforts), take your sustainableenergy plan to your city council forformal adoption.

Inform the media and providean opportunity for formal recogni-tion of individuals and businessesthat worked on the plan.

S t e p

FINALISINGTHE PLAN


20/36

18 ENERGISING SOUTH AFRICAN CITIES & TOW NSNS

IMPLEMENTINGTHE PLANSo you have a plan adopted Now what do you do? Even witha list of priority and current projects, you have limited resourcesand must decide how much effort

should be spent and in whichdirection. Here are some ap-proaches to consider. Each has itsadvantages and limitations. Usethis information to help in imple-menting the plan. Remember totake advantage of current projects where possible use them as aspringboard to implementation

BE PRACTICAL,BUT AVOID SHORT-TERMTHINKINGDo what will be easily accom-plished given the support andresources available at the moment.This involves looking for connec-tions between your interests andthose who make nancial decisions.Also, select the projects that t yourcitys long-term goals.

A risk with this approach is thatyou can fall into short-term think-ing. If so, you may never achievea sustainable system because the

things that need doing are either tooexpensive, too difcult, or too risky.Short-term thinking not only createsenvironmental problems but alsomost often entrenches poverty andunsustainable livelihoods: the one-(badly built) house-on-one-plot lowincome housing developments onthe outskirts of cities are a perfectexample of this.

LONG PAYBACKPERIODSA hurdle you will encounter insome projects is the long paybackperiods which often do not suit theway in which city or, for that mat-ter, national politics work. Nev-

ertheless, it is possible to obtainfunding and programmatic sup-port for these types of interven-tions. Be careful of using up yourresources on easy-to-implementcheaper projects (or low-hangingfruits) at the expense of projectsthat are more difcult to imple-ment, but have greater impact andfor which you can obtain funding.

FOCUS ON OPTIONSWITH THE GREATESTIMPACTIdentify options that are visibleand show signicant cost savings,while building a more sustainable

urban system. You may well beable to tackle a range of differentsectors simultaneously and so build a broad commitment andunderstanding of a sustainableenergy future.

LOCATE FINANCIALRESOURCESEnergy improvements are an invest-ment that can help cities and com-munities improve their nancialsustainability.

Fortunately, projects that pro-vide the greatest benet to long-term sustainability often are alignedwith other environmental and socialgoals. If the projects meet severalcommunity goals and provide ben-ets to a broad group of residents,theyll be easier to fund.

For example, a local ceilings in-stallation programme for low-costhousing may offer: energy savings for the household, reduced energy demand on the

energy supplier, training and employment for

residents, improved safety and health for

residents,

photo opportunities for localpolitical and business leaders.

Those interested in funding sucha programme may be the util-ity, government housing and evenhealth and social service depart-ments, international funders oran international buyer of carboncredits.

S t e p 8

IMPLEMENTING &FINANCING THE PLAN

In South African cities, many municipal

ofce buildings are high energy con-

sumers. Joburg and Cape Town have

conducted energy audits on some of

their buildings and found that, with the

support of the Energy Efcient Lighting

Programme, they can achieve huge

savings by making lighting more ef-

cient (R 1,3m/year on the Cape Town

City Councils building), while educat-

ing a large staff and so a fair portion

of the citys citizens. Potchefstroom

have built their new council ofces as

a demonstration of energy efciency to

the towns population.


21/36


Before looking for money, thinkabout all the ways the energy pro-jects will benet the community andwhich agencies would be interestedin those benets. Financial helpmay be available through nationaland provincial government, local

lending institutions, energy servicecompanies, equipment manufactur-ers, or a combination of these. Re-member, projects resulting in energysavings usually provide a return oninvestment that is far greater thanone can get at the bank.

Third-party nancingSome local governments have usedthird-party nancing to design andinstall energy-efciency retrotsfor local government facilities. Thethird-party usually funds the ener-gy improvements. The local govern-ment pays the third-party over timethrough its energy savings, withthe total cost less than the energyamount saved.

If you can build strong politicalsupport for your sustainable energyplan, you may be able to avoid dig-ging and scratching every year formoney. With sufcient support youmay be able to acquire general funds

or generate revenue from taxes orlevies such as:

carbon taxes on activities such asconferences,

tax on parking spaces, taxes on electricity use by

business and industry, carbon trading.

Be careful of regressive taxes hit-ting hardest those who can affordthem least. This will affect supportamong low income groups.

Grants and loansOther nancial techniques fairly

risk-free are being made to workfor local governments and cities:some are conventional tools, such asmatching grants and revolving loanfunds, modied to work for energyefciency projects.

Others, such as performancecontracts and public-private part-nering, are more innovative.

Performance contractingPerformance contracting allowslocal governments to try projectswithout making any initial capitalinvestment. Its a growing trendbecause everyone comes out ahead businesses and government aswell as the taxpayer.

Because your local governmentmay represent substantial and at-tractive sales potential, local busi-nesses may be willing to engage ininnovative nancing arrangements.

Under such an arrangement, athird party, such as an energy utility

or the Development Bank of SouthAfrica (DBSA), provides a servicepackage that typically includes thenancing, installation and main-tenance of energy-saving capitalimprovements. The customer thenuses the resulting energy savings topay for the improvements.

Performance contracts are usu-ally structured as a lease, but with

a guarantee that payments will notexceed energy savings. This mini-mises nancial risk.

Help may also be availablethrough local corporations lookingfor a good project to support.

When selling your project to

potential investors, emphasise notonly the social and environmentalreturns, but also the potential nan-cial returns. Focus on the businessaspect, not only on the merits ofthe projects, and try to think like anentrepreneur.

Its also important to look at a balanced mix of grants, develop-ment investment funding and com-mercial lending, and to do your re-search well so that your rst port ofcall is not to the wrong institution.

When approaching funders forlarger projects, it can certainly helpcross the risk threshold to look at theproject as a ring-fenced entity.

Kuyasa, a micro-lending fund working in

Khayelitsha, offers borrowers three times

their savings for house improvements,

but four times their savings for energy

efciency interventions. The Department

of Housing is investigating establishing

Green Finance funding mechanisms for

all housing.

GREENFINANCING

The Portland Energy Ofce proposed a

1% fee on all city government energy

bills. These fees (totalling about $70

000 per year) were used to hire an en-

ergy management co-ordinator for city

facilities. That coordinator identied

more than $250 000 in energy savings

in the rst year.


22/36


YOUR PLAN should be a livingdocument, with short-term plansbeing evaluated and updated everytwo or three years, and long-termplans every ve years.

You evaluate the progress ofyour energy plan in order to: track and quantify what has

been done, measured against

your targets, measure positive results,which will help you maintaincity support,

detect problems and makenecessary changes, and

plant the seeds of futurechallenges.

An evaluation compares your objectives with your results. It asks,What did you aim for and plan tohappen? The evaluation processthen measures those plans againstwhat actually did happen! Thismeasurement reveals the quantityand quality of your progress.

MonitoringRemember that your evaluation canonly be as good as your monitoring.Make sure that you have an effectiveand sufciently resourced monitor-ing plan for the programme right atthe beginning and stick to it.

Most projects will require bothquantitative and qualitative moni-

toring and evaluation.Lack of good monitoring andevaluation has been an inherentweakness in most South Africandevelopment programmes.

Evaluation

Evaluations fall into two categories: those that help improve the

planning process, and those that help you decide

whether to continue particularprogrammes and projects.

If your evaluation goal is to improvethe planning process, you need to: identify the strengths and weak-

nesses in the planning process,

determine which participantsor groups are beneting themost or least from the plan andits projects.

If your goal is to decide whetheror not to continue a particular pro-gramme or project, you will want to: determine whether the pro-

gramme is accomplishingits objective, analyse the cost/benet ratio

of the programme, decide if the programme is

still appropriate, identify who should participate

in the continued programme, reinforce the major points to

the participants (a follow-upevaluation is a good way toreinforce the informationcovered in a programme).

Look for specic measurable results,such as energy saved, costs saved,poverty alleviation, environmentalbenets, and lessons learned.

RespondingWhen your evaluation is complete,examine each project and make ap-propriate changes to improve yoursuccess. Be ready to adapt yourapproach and to let go of projects

which are not working.Go back to your efforts in

developing programme options andinvestigate new methods of achiev-ing your goals.

MONITORING &EVALUATING

YOUR PLAN

S t e p 9

An evaluation is a great learning opportunity.

Be open, be honest. Those activities that did

not go according to plan can often teach you

more than those that went right.

Statement of goals

Objectives described in measurable terms

Achievement

1. How far did we go?

Quantitative

Progress towards targets (such as improved air quality, reduced vehicle km, increased public

transport users, electricity connections, jobs created)

2. How well did we do?

Qualitative

Benets accrued (such as educational: knowledge acquired, skills developed, attitudes

altered or reinforced)

Contingencies

1. Unforeseen benets outside our objectives

2. Unforeseen problems

3. Additional objectives discovered late in the process

4. Change of intention or context during process that nullied or changed the initial objectives

A GUIDE TO EVALUATION


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RGISING SOUTH AFRICAN CITIES & TOWNSENEN

WHY DO you need to tell everyoneabout your project? To build supportfor your sustainable energy goalsand to change peoples behaviour.

Your city can save money andensure the availability of resourcesfor years to come. By you taking theinitiative, your city can benet fromforward thinking. Build pride, enthu-siasm and a feeling of empowermentwhile building a more sustainablefuture, and telling as many people aspossible that you are doing it!

Thats why education and pub-licity should be on your mind all thetime dont hold back!

Using projects

At every point a project can be usedto build public understanding andsupport: use every chance and buildon peoples natural curiosity and ontheir need to save money.

Take a waste-to-energy methaneextraction project, for example: it canbe a means to building city staff andcouncillors understanding about en-ergy efciency and best mix as wellas waste management.

An energy audit and retrot oncouncil ofces can educate staff aboutenergy efciency information theywill take home to their families, andchildren can take it to their schools.

Using the media

You have a vast array of commu-nication methods at your disposal,and they dont all cost huge amounts

of money. Piggy-back on other mediainitiatives wherever you can. Usejournalists need for stories, apply forawards, make presentations to coun-cil portfolio committees, get onto theradio, distribute information withthe councils monthly accounts.

Critical to maintaining and buildingfurther support is the fostering of aclear appreciation of the policys ben-ets. This entails presentations, work-shops, marketing, public relations and

media events, which all add up tobuild trust and credibility, too.

Let people know that youve providedmore service for fewer rands, and dopractical demonstrations to show themhow much money they can save. Set uppilot projects to show local authoritynance departments how much canbe saved.

PUBLICISINGTHE BENEFITS

& ENERGISINGTHE CITYS PEOPLE

S t e p

A public education strategy is a vital compo-

nent of any energy programme and activity:

international and local experience shows that

energy efciency gains are derived 80% from

education of users and only 20% from tech-

nology change.


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GREEN ELECTRICITY offers excel-lent opportunities for sustainabledevelopment within the context ofglobal warming. It is electricity gen-erated in a sustainable manner fromrenewable energy resources such aswind, solar, wave, geothermal andcertain biomass and hydro energy.

The key is not only that GreenElectricity is derived from renewableenergy resources, but that it is gener-ated in a sustainable manner.

Is Green Electricity relevantin a developing country like

South Africa?It is essential to provide basic accessto energy services: electricity is partof the energy mix that is needed forsocial and economic development.This needs to be provided in themost sustainable way possible sothat South Africans and the econ-omy can remain competitive andhealthy in the longer term.

Right now, South Africa needsto make decisions regarding new

electricity generation capacity, asthe country is expected to run outof peaking capacity within the nextfew years and baseload capacitywithin 57 years. Green power gen-eration offers a real opportunity tomove away from environmentallydamaging and economically costlyforms of electricity generation.

What are the benets ofGreen Electricity?Green electricity has unique advan-tages over conventional electricity. It is less damaging to health and

the local and global environment. It provides more long-term

employment than conventionalenergy systems.

It can be implemented at anyscale: from 1kW to 1GW.

It can be implemented quickly,with shorter lead times (and there-fore less risk).

It offers empowerment oppor-tunities because it can also beowned by individuals and SMEs.

It can be implemented anywhereon (or off) the national grid andhence provide for more decen-tralised economic development.

It offers an easy but meaningfulway to demonstrate commitmentto more sustainable operatingpolicies and more equitable triplebottom line reporting.

It assists government objectivesof increasing the amount of re-newable energy in the economy.

What can local authorities do?Local authorities in South Africa canhave a big impact on climate changebecause they are responsible for thedistribution of electricity to thou-sands of consumers, and are largeconsumers of electricity themselves.

Local authorities can also beleaders in getting their cities ontogreen power.

GREEN ELECTRICITYbrings opportunities

overvie

w

AGAMA Energy together with project partners, including the NER, City Power and Green Generators,

facilitated the supply of 845 MWh of Green Electricity to the UBUNTU Village and NASREC ExpoCentre

for the duration of the World Summit on Sustainable Development in September 2002. The venues

paid 50 c/kWh for this Green Electricity which was supplied by a diverse range of green generators

including bagasse, small hydro, solar, wind and geothermal generators. The project was supported

by USAID.

Arising from this pilot project, City Power as a leading distributor of electricity in SA has

committed to supply Green Electricity to consumers in 2003.

Green electricity costs about the same

as normal electricity, but the full costs

of the latter are not included in the price

we pay. These hidden costs are paid

through taxes (eg, the costs of mining,

nuclear accidents or oil spills) and thedepletion of the quality of health and

the environment.

So, the present cost of normal elec-

tricity can range between 1540 c/kWh,

depending on the kind of tariff charged

by the local supplier, whereas Green

Electricity has been costed at ap-

proximately 50 c/kWh. This was the price

approved by the NER for City Power to

supply the main venues of the WSSD

in 2002, and reects the full costs of

power generation from new wind farms

in South Africa.Overall the costs of Green Electricity

will fall, with economies of scale and tech-

nical developments, while conventional

electricity costs will rise, to reect full

costs of production and increased input

costs for land, water and fuels.

WHAT DOES GREENELECTRICITY COST?

GREEN POWER FOR THE WSSD


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COMMUNITYELECTRICITY SUPPLY

Models for developing a greener future

LOCAL COMMUNITIES all overthe world are playing pivotal rolesin shaping their energy futures,including electricity supply. De-regulated and decentralised energysectors have resulted in increasedlocal autonomy, which has enabledlocal governments, independentpower producers and others torespond to opportunities, in somecases more readily and with furtherreaching effects than higher levels of

government.

China: Decentralisationpromotes renewableelectrication

For more than 20 years China hasseen remarkable development inthe eld of small hydro power(SHP). The country has over 43 000SHP stations more than 26GW ofinstalled capacity, generating 87.1billion kWh annually and employ-ing 1,2 billion people.

The Chinese government haslaunched a series of programmes topromote SHP development in ruraland urban areas. Unlike the cen-tralised development model in oth-er developing countries, most SHPdevelopment here occurs throughdecentralised management. Sincethe early 1960s, a series of prefer-ential policies have been introducedto encourage local governments todevelop local resources. As a result,

SHP planning, construction, designand operation are undertaken bylocal governments. These policieshave promoted the development ofthe SHPs own supply areas, involv-ing an integrated power generation,supply and distribution system.

Joint investment by individuals,community or private enterprises isencouraged with investment from

outside, including overseas markets.Moreover, government has ensuredthat the developer can get nancialsupport from different levels of gov-ernment and from banks in the formof soft loans and grants.

The City of Santa Monica

In 1999, Santa Monica City Counciladopted a strategic energy planthat launched the city as a nationalleader in renewable energy: the

Santa Monica City Council votedunanimously to exclusively userenewable electricity in all city-runfacilities. It focuses on wind, solarand geothermal energy.

The city awarded a contractto a certied supplier to supplygreen power to facilities as largeas the Santa Monica airport and assmall as the public bathrooms onthe beach. Its commitment to 100%Green Electricity increased the citysannual electricity costs by approxi-mately 5%, but the additional costwas perceived as prudent and areasonable investment in protectingenvironmental and public health.

Although not focused only onrenewables, another related com-ponent of the strategic plan is thepromotion of distributed electric-ity generation. These include photo-voltaics (PV), wind turbines, fuelcells and natural gas microturbinesthat can provide site-specic supply

of electricity while putting surpluspower into the power grid. Thecitys Civic Centre is fed by PV asis the ferris wheel on Santa Monicapier. A PV system in conjunctionwith a natural gas microturbinesupplies 90% of tenants needs in a44-unit affordable housing project

At the heart of Santa Monicasinitiatives is a shared vision that

wasteful energy use causes nega-tive environmental impacts and thatcomprehensive energy efciencyefforts will result in signicant long-term economic benets.

Santa Monica is working withother municipalities and organisa-tions to push state energy legislationtoward greater emphasis on renew-able generation and local control.

Torontos WindShare

Co-operative kick startsa local wind industryToronto adopted a co-operativemodel to spur development of re-newable energy in a province withno prior wind power projects.

WindShare, a project developed by the Toronto Renewable EnergyCo-operative (TREC) and TorontoHydro Energy Services is develop-ing two wind turbines on the cityswaterfront. These will be the rstutility-scale turbines in an urbanenvironment in North America.The WindShare project is intendedto prole wind power as a solutionto smog and global climate changeand showcase a community-basedinitiative for renewable energy.

The impetus for WindSharecame from TRECs founders, aneighbourhood community group,concerned that leaders in businessand governmen

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