Manchester Metropolitan University Carbon Management Programme Carbon Management Plan
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Manchester Metropolitan University Carbon Management Programme
Carbon Management Plan (CMP)
Sponsor: Mary Heaney – Director of Services Owner: Head of Environmental Strategy Energy & Environmental Systems Manager Approval Route Sustainability Investment Board -
Approved June 2010
Estates Services Advisory Group (Board of Governors)
Approved July 2010
Revision Version number: V2.2 Sustainability Investment Board – (Carbon Management Addendum)
Approved February 2013
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Manchester Metropolitan University Carbon Management Programme Carbon Management Plan
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Manchester Metropolitan University, awarded the Carbon Trust Standard for Real Carbon Reduction
“Working together to Create a Sustainable University with a Positive Environmental Impact” MMU Environment Team mission statement
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Manchester Metropolitan University Carbon Management Programme Carbon Management Plan
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Contents Foreword from Vice Chancellor ............................................................................................................. 3 Foreword from the Carbon Trust .......................................................................................................... 5 2. Carbon Management strategy........................................................................................................................................................................................... 10 2.1
Context and drivers for Carbon Management ................................................................................................................................................. 10
2.2
Our low carbon vision ........................................................................................................................................................................................... 13
2.3
Strategic themes...................................................................................................................................................................................................... 13
2.4
Carbon Reduction Target ..................................................................................................................................................................................... 16
3. Emissions baseline and projections .................................................................................................................................................................................. 17 3.1
Current Scope ......................................................................................................................................................................................................... 17
3.2
Future Scope............................................................................................................................................................................................................ 17
3.3
Baseline ..................................................................................................................................................................................................................... 18
3.4
Data Accuracy ........................................................................................................................................................................................................ 21
3.5
Projections and Value at Stake............................................................................................................................................................................ 22
3.6
Carbon Footprint Forecasting Model ................................................................................................................................................................ 25
4. Carbon Management Projects .......................................................................................................................................................................................... 26 4.1
Existing Projects ...................................................................................................................................................................................................... 27
4.2
Funded Projects ...................................................................................................................................................................................................... 28
4.3
2016 Target projects ............................................................................................................................................................................................ 29
4.4
2020 Stretch Target Projects ............................................................................................................................................................................... 31
4.5
Projected Achievement Towards 2020 Target ................................................................................................................................................. 35
5. Implementation Plan - Financing....................................................................................................................................................................................... 37 5.1
Assumptions used to calculate savings .............................................................................................................................................................. 37
5.2
Benefits / savings – quantified and un-quantified ............................................................................................................................................... 37
5.3
Additional resources ............................................................................................................................................................................................. 38
5.4
Financial costs and sources of funding ................................................................................................................................................................ 39
6.
Actions to Embed Carbon Management in your Organisation ........................................................................................................................... 41
6.1
Corporate Strategy ................................................................................................................................................................................................ 41
6.2
Programme Management....................................................................................................................................................................................... 41
6.3
Responsibility ........................................................................................................................................................................................................... 41
6.4
Data Management ................................................................................................................................................................................................... 41
6.5
Communication....................................................................................................................................................................................................... 42
6.6
Training ..................................................................................................................................................................................................................... 43
6.7
Policy Alignment ..................................................................................................................................................................................................... 44
7.
Programme Management of the CM Programme .................................................................................................................................................. 46
7.1
The Sustainability Investment Board ................................................................................................................................................................... 46
7.2
The Carbon Management Team – delivering the projects ............................................................................................................................. 47
7.3
Succession planning for key roles ........................................................................................................................................................................ 48
7.4
Annual Progress Review ........................................................................................................................................................................................ 48
Appendix A: Carbon Management Matrix - Embedding .................................................................... 49 Appendix C: Summary of Revolving Green Fund Projects: ............................................................... 51
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Foreword from Vice Chancellor The evidence that the climate is changing due to greenhouse gas emissions from human activity is now undeniable. So is the case for immediate large-scale action if the world is to avoid the devastating consequences that are likely if globally, we are unable to limit global warming to 2ºC. Higher education is uniquely placed to play a leading role in sustainable development and help the UK meet its targets. MMU intends to play its part fully by dramatically cutting emissions through this Carbon Management Plan. MMU places environmental sustainability alongside graduate employability as our two top priorities. Protecting the environment is no longer optional - it is a duty shared by every university student and member of staff. Reducing emissions is not just important to global sustainability, but will help safeguard the future of MMU by reducing a significant operating cost. MMU is in a period of transition, with the excellent opportunity to become more sustainable by creating new efficient buildings and disposing of older ones. That is why MMU has set the ambitious Zero Carbon, Zero Water, Zero Waste target for the new Birley Fields Campus. MMU has also made plans to tackle the energy used in the existing estate, something that is crucial if MMU is to realise its 2020 Vision and the target of shrinking our carbon footprint by 50%. For this plan to be truly successful, MMU needs to embed carbon management into the cultural fabric of the entire university. This is no easy task and I have asked the Sustainability Investment Board to ensure MMU stay on track to meet targets. However, the scale of the challenge means that everyone at MMU must help make it a reality. As the University for World Class Professionals, MMU has a unique responsibility to equip the leaders, managers and problem solvers of tomorrow with the skills and knowledge to tackle climate change. As a higher education institution, MMU will also contribute by researching answers to the challenges; developing our campuses as low carbon learning resources; and informing public policy. MMU now understands its immediate carbon footprint. The University has developed plans to reduce the current footprint and to comprehend MMU’s wider carbon impacts such as international student commuting, waste and procurement. This plan will make a meaningful contribution to Manchester, HEFCE and national climate change targets. This is just the start of the journey, which I hope will enable us to be a leader in low carbon higher education Prof. John Brooks - Vice Chancellor, Manchester Metropolitan University
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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 Higher Education Institutions - it is all about getting your own house in order and leading by example. The UK government has identified the university sector as key to delivering carbon reduction across the UK inline with its Kyoto commitments and the Higher Education Carbon Management programme is designed in response to this. It assists universities 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. Manchester Metropolitan University was selected in 2008, amidst strong competition, to take part in this ambitious programme. Manchester Metropolitan University have partnered with the Carbon Trust on this programme in order to realise vast carbon and cost savings. This Carbon Management Plan commits the University to a target of reducing CO2 by 35% by 2016 and underpins potential financial savings to the University of around £0.56 million per year by that date. There are those that can and those that do. Universities can contribute significantly to reducing CO2 emissions. The Carbon Trust is very proud to support Manchester Metropolitan University in their ongoing implementation of carbon management.
Richard Rugg - Head of Public Sector, Carbon Trust
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Management Summary This Carbon Management Plan (CMP) is the output of Manchester Metropolitan University’s (MMU) participation in phase V of the Carbon Trust’s Higher Education Carbon Management Programme. This initiative is fully supported by MMU’s senior management team as key to delivering our Vision 20:20 Strategic Plan objective ‘Being a Green University’. In 2013 an Carbon Management Addendum document to this plan was added to this original plan. The aim of this was to take ownership of the University commitment to its Scope 3 emissions arising from its activities. This baselined the Scope 3 emissions in all major areas and quantified the scale of indirect emissions arising from specific aspects of the University’s activities. The Addendum also and highlighted the range of on-going and planned management activities to mitigate their impact. This review also provides an update on current Scope 1& 2 emissions and inclusion of fugitive emissions from Refrigerant gases, an important part of the development of the Environmental Management System. To this end the University has met its commitment to measure, baseline and set targets across all carbon scopes 1, 2, 3.
The Case for Action: In addition to the moral imperative to take action to limit the effects of human induced climate change, MMU faces a number of drivers that make the CMP both necessary and timely: Rising energy costs: Currently £3.1m per year potentially rising by as much as 60% by 2016. Revolving Green Fund: £650K ring fenced internal pot for investment in energy efficiency projects. HEFCE CO2 Reduction Target: Requires a 48% cut in sector emissions by 2020. MMU Estates Masterplan: Presents huge carbon reduction opportunities as 7 campuses are reduced to 2. Legislation: The Climate Change Act sets a UK CO2 reduction target of 80% by 2050, which is to be delivered through a raft of increasingly stringent legislation. Carbon Reduction Commitment (CRC): MMU are required to participate in the CRC carbon emissions trading scheme. Manchester: is the one of the UK’s Low Carbon Economic Areas and Manchester City Council has recently launched its Climate Change Action Plan to reduce the city’s CO2 emissions by 41% by 2020. MMU, as a large organisation within the city needs to support the Council in reaching this target. Reputation: Since 2007, MMU has improved its position in the Green League from 91st to 57th place and has ambitions to improve further. In response to these drivers, this CMP sets out MMU's intentions for tackling carbon emissions over the next 10 years, 2010-2020. It presents MMU’s current ‘carbon footprint’ and an initial set of projects under seven strategic themes that will deliver carbon and financial savings. In 2007/8 MMU’s carbon footprint resulting from electricity and gas used in buildings plus business related travel (not commuting) was 24,797 tonnes CO2e MMU Campus & Transport CO2 Footprint (tCO2e) per year with a financial cost of £4.6m. Elizabeth This baseline enabled the institution to forecast future emissions and their likely cost in terms of energy bills (with 10% inflation). Under a business as usual scenario where MMU does not rationalise estate, by 2020 annual emissions are estimated to reach 25,656 tCO2e costing £10.80m. However, a reduced emissions scenario where MMU successfully implements this Carbon Management Plan, emissions would be cut to 15,600 tonnes costing £7.12m. This means that by 2020 there is potentially £3.68m / year at stake.
Didsbury 8%
Gaskell 3%
Hollings 5%
Transport 4%
Crewe 12%
Aytoun 7%
All Saints 50% Alsager 11%
With this in mind and to comply with targets set out by HEFCE for the sector, MMU has set the following highlevel CO2e reduction targets: 6|Page
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Manchester Metropolitan University will reduce Scope 1 and 2 emissions from university buildings and our own vehicle fleet by: 35% from the 2005/6 baseline by 31st July 2016 With an additional stretch target of: 50% from the 2005/6 baseline by 31st July 2021
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Actions to deliver the target are fully set out in the main body of the CMP, but can be summarised under seven strategic themes: Estates Masterplan: Reducing the estate from 7 campuses to 2, replacing old buildings with new low carbon designs will reduce annual emissions by 4,332 tCO2e. Existing Estate: The Revolving Green Fund will finance energy efficiency projects to meet around 30% of the carbon savings required for the 2016 target. Energy Infrastructure & Renewables: A new energy centre will be created at Birley Fields with the potential to deliver a district heating network. Investment will be made in small scale renewable energy projects across the estate and MMU will pioneer new ways to use this power for IT equipment. Greening ICT: 20 existing server rooms will be replaced with two new energy efficient data centre and infrastructure developed to allow efficient Power over Ethernet computers. Behaviour Change: Various awareness campaigns such as Student Switch Off and Green Impact will encourage staff and students to be more energy efficient. Policy Changes: By participating in the Eco-Campus scheme, MMU policies will be systematically reviewed and improved to drive down energy consumption. Space Utilisation: Reducing opening hours and making better use of the space means buildings will not be heated and lit unnecessarily. The CMP will have an overall cost of £2.4m over the first 7 years of the plan, but will deliver savings of £2.6M by 2016. Annual savings going forward from 2016 will be £531K / annum. Total emissions savings of 30,961 tCO2e are predicted to be realised up to the end of 2015/16, with further savings of 8,202 tCO2e annually thereafter as a result of the projects undertaken. Progress towards the target is illustrated below:
MMU Forecast Carbon Footprint Against % HEFCE Carbon Reduction Targets
10%
HEFCE Sector Emission Reduction Targets
0% 0%
MMU Projected Carbon Footprint
-4%
-5% -10%
-10%
-13%
-16% -17%
-18%
-20% -20%
-26%
-27%
-30%
-35%
-40%
-35%
-50%
-48%
-60%
1990
2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
The CMP also details how it will be governed and communicated and ways in which carbon management will be embedded throughout the organisation to deliver our vision:
“
Over the next 10 years, MMU will embed a culture of carbon management throughout the University, significantly reducing our emissions and develop plans to achieve a continuing downward trend.
”
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Introduction
Climate change and resource depletion are arguably the two most important sustainability issues currently facing the global society. This moral imperative, coupled with rising energy prices, emerging legislation and an increasingly important reputation impact, requires organisations to reduce their carbon emissions. Importantly the Higher Education Funding Council for England has now set sector wide targets for reducing carbon emissions (by 35% by 2017 and 48% by 2020) and linked capital funding to a requirement for each institution to implement a carbon management plan and their own set carbon reduction targets to 2020. MMU is committed to reducing its carbon emissions through the 2020 Vision to become the UK’s leading University for World Class Professionals. MMU’s mission statement shows “a commitment to sustainability in all that MMU do: financial; academic; environmental.” ‘Being a Green University’ is an important success factor by which MMU intends to measure its progress towards achieving this vision. Following the appointment of a new Director of Facilities in July 2007, it was recognised that MMU needed to improve environmental performance. To address this, a new Environment Team has been created comprising of the following roles. In 2007, the post of Environmental Sustainability Manager was created followed in 2008 by a Carbon Reduction Manager. A Waste and Recycling Manager and Travel Plan Manager joined in 2009, with an Environment Team Coordinator and two travel plan assistants making up the new team of 7. In addition, a Sustainability Investment Board has also been created, chaired by the Deputy Vice Chancellor (Student Experience), to oversee delivery of the University’s Environmental Sustainability Strategy. The Environment Team are responsible for coordinating day-to-day delivery of 9 strands of the Strategy. Each Strand has an executive lead and the Procurement and Curriculum Strands have specific task leaders. By participating in the Carbon Trust Carbon Management Programme, MMU has systematically measured its carbon footprint and prioritised actions to reduce it. This Carbon Management Plan sets out MMU’s targets, the framework and actions by which these will be achieved in the next 5 years and planned for in detail up to 2020. MMU is currently in the process of consolidating its estate from 7 campuses to 2, which includes an ambitious £350m capital build programme. This presents MMU with a fantastic opportunity to become a sector leader in low carbon higher education and makes an important contribution to the CMP. The CMP also draws together a wide range of current and planned activity to focus initiatives on achieving a clear goal for the whole organisation. Whilst developing the CMP MMU has not stood still, but has made considerable progress in reducing emissions through a variety projects. These include: The installation of one of the largest photovoltaic arrays in Manchester; Improvements to the Lawrence Building shifting its energy performance from an ‘E’ to a ‘B’ rating with new boilers, windows and loft insulation saving £23,750 in gas in the first year. The actions contained in this plan will build on these successes and ensure momentum is maintained in delivering ambitious carbon reductions.
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2. Carbon Management strategy This Carbon Management Plan is intended as a living document, providing a framework for the process of embedding carbon management at MMU.
2.1
Context and drivers for Carbon Management
Over the recent years, there has been increasing recognition that Climate Change is a reality and that change is required to minimise future impacts. The drivers that demand MMU take action are increasing all the time and come in the form of legislation, rising energy costs, targets set by HEFCE, our reputation to stakeholders and from MMU’s own strategic plans and ambitions. The most significant drivers are listed below:
Financial: Energy Prices: In the academic year, 2008/9 MMU annual energy bills were £1.2m for gas and £3.1m for electricity representing around 2% of turnover. In October, Ofgem published a range of scenarios forecasting future energy prices. Forecasts ranged from a 20% rise by 2020, to the worst case of 60% by 2016. By implementing this CMP, MMU will be able to minimise energy costs. Revolving Green Fund: In 2009, MMU was successful in securing £500K from the Salix / HEFCE Revolving Green Fund (RGF) for investment in energy efficiency projects, to which MMU added a further £150K of internal funding. The RGF is allocated in four £162.5K tranches over two years. The fund requires that MMU spends 80% of each tranche before receiving the next and that a high level of fund utilisation must be maintained to avoid repayment of the loan. A robust plan going forward will ensure projects are identified to enable MMU to continue to benefit from this external funding. Public Sector Funding Cuts: During 2009, the UK Government announced a £300m reduction in HE funding, which was compounded by a further announcement in December 2009 of a proposed £500m spending reduction. The 2010 budget included a cut in public spending of £11bn, much of which is to come from operational efficiencies including £300m from reducing spending on energy. The Coalition Government has now proposed further cuts in the Public Sector (June 2010) to save £6bn. It is clear that having a robust CMP will place MMU in a stronger position to achieve such efficiency savings.
Higher Education Sector: HEFCE’s Carbon Reduction Target & Strategy for Higher Education in England (Jan 2010) 1: HEFCE have set sector wide carbon reduction emissions targets from a 2005 baseline of 20% by 2012, 35% by 2017 and 48% by 2020. Further, the strategy requires that HEIs set their own targets for 2020 and prescribes the key elements that carbon management plans should have contained in a Good Practice Guide 2. Capital Investment Framework: The Secretary of State’s 2009 letter to HEFCE insisted that HEI funding was directly linked to individual institution’s ability to manage CO2 emissions. HEFCE announced in the consultation on the Capital Investment Fund3 assessment process (Dec 2009) that 40% of capital funding allocation would be linked to improving space usage and having a carbon reduction plan in place by 2011, with declared targets.
Legislation: UK Low Carbon Transition Plan (July 2009): The UK Government is clearly committed to taking action on climate change. It has signed up to the Kyoto Protocol committing to a 12.5% cut in CO2 emissions by 2010, with a domestic goal of a 20% cut by 2010. In addition, the Climate Change Act sets out specific carbon reduction targets for the UK of 34% by 2020 and 80% by 2050 (below 1990 levels). The 5-year carbon budgets set under the Act are likely to filter down to all public sectors including higher education over coming years. To achieve these targets, the UK Climate Change Programme has seen the introduction of a raft of legislation (some transposed from EU Directives) including
1
http://www.HEFCE.ac.uk/pubs/HEFCE/2010/10_01/10_01a.pdf
2
http://www.HEFCE.ac.uk/pubs/HEFCE/2010/10_02/10_02.pdf
3
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The Climate Change Levy;
UK Emissions Trading Scheme;
Renewables Obligation and Energy Efficiency Commitment;
The Energy Performance of Buildings Regulations;
Ever tightening Building Regulations, (2010 requires a 25% reduction in carbon emissions from the same building built in 2006).
This list is not exhaustive, much of it is set to become more stringent with a lot more legislation planned for the future.
The Carbon Reduction Commitment Energy Efficiency Scheme (CRC) came into force in April 2010 and is the single largest legislative driver facing the HE Sector. The CRC is a mandatory CO2 emissions trading scheme capturing around 5,000 UK organisations. MMU will be required to monitor and report annual emissions and then surrender sufficient allowances to cover these emissions. In the first phase of the CRC emissions allowances will cost £12 / tonne CO2. This represents an annual cost of £270,000 for MMU of which the following potential annual repayments will be required: 10% or £27K in 1st year, +/- 20% or £54K in 2nd year; +/- 30% or £81K in 3rd year; and so on subject to the University’s position in a league table, which is to be created. The league table is based on Early Action Metrics in 1st year then increasingly on actual reductions in CO2. Early Action Metrics are achievement of the Carbon Reduction Standard and the percentage of estate with Automatic Meter Reading. The introduction of the CRC is an increased financial burden on the University and it is essential that these costs are minimised through meeting the Early Action Metrics and a reduction in carbon emissions. The Manchester Mini Stern report : This report estimated the economic impact of UK and EU Climate Change legislation at up to £21 billion (GVA) for the City Region – which is roughly £8000 per person in Greater Manchester. Safeguarding against existing and future legislation is recognised as a business imperative to protect against the potential economic impacts of fines and taxes.
MMU: MMU’s Vision 2020 is to become the UK’s leading University for World-Class Professionals. One of the key corporate objectives for achieving this vision is ‘Being a Green University’. Estates Masterplan: A major aspect of the journey towards this vision is a transformation the university estate with a consolidation strategy that will see MMU reducing from the existing 7 campuses to 2. Along with the plans to close some sites MMU are also building new ones, including one entirely new campus at Birley Fields, just a few hundred metres from our main All Saints city centre campus. The £350m Capital Build Programme will see a new Business School and Student Hub, an Exercise and Sport Science Centre, an Art and Design Building and new accommodation for the Health Faculty and Institute of Education on a new sustainable campus in Manchester “Birley Fields”. By the time the transition is complete in 2015, MMU will have improved space utilisation from 30% to 60%. Clearly, such a major transformation presents a one off opportunity to create a truly low carbon estate. Developing a Carbon Management Plan is a key action under Priority 5 ‘Promoting Environmental Sustainability’ of the Facilities Strategic Framework and is reinforced as an action in the Energy & Emissions strand of MMU’s Environmental Sustainability Strategy.
Reputation & Branding: The Student Union organisation People and Planet rank universities by sustainability performance in the Green League. In 2007 MMU were placed 91st, but improved dramatically to 67th and then to 57th in 2009 and to 27th in 2010. With a highly competitive higher education market and environmental performance increasingly important to student choices of institution, it makes good business sense for MMU to have sustainability credentials that MMU can market.
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Manchester: Greater Manchester City Region has recently been named as one of the new Low Carbon Economic Areas for the Built Environment. This draws together a range of projects to put the city at the forefront of low carbon buildings. One proposal that is currently awaiting a funding decision is the Oxford Road Corridor Smart Grid, which will make MMU part of the first area in the country to have a power network balancing the needs of users to maximise efficiencies. Manchester Climate Change Action Plan: MMU contributed to the development of the Manchester Climate Change Action Plan, which was launched at the end of 2009. The Plan sets a target to reduce emissions from Manchester by 41% by 2020 (based on 2005 levels). It presents MMU with a host of challenges (reducing our own emissions) and opportunities (helping to provide skills and knowledge to tackle and cope with a changing climate), which the CMP aims to support.
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“ 2.3
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Our low carbon vision
Over the next 10 years, MMU will embed a culture of carbon management throughout the University, significantly reducing emissions and developing plans to achieve a continuing downward trend.
Strategic themes
To achieve our vision and targets, activity to reduce emissions will be focussed on a number of Strategic Themes:
”
Estates Masterplan Consolidation of the MMU estate from seven campuses to two by 2016, replacing older buildings with new, will in itself deliver significant carbon savings. The new build capital programme presents an opportunity to go beyond building regulations and planning guidance to create highly energy efficient buildings that will maximise the reduction in emissions. Several actions will be taken to ensure MMU capitalises on this opportunity. Many have already been initiated. However given the long-term timescale of this programme they will continue throughout the life of the CMP. The Master Plan for the new Birley Fields Campus sets the scene to create a “Sustainable New Campus that acts as an exemplar in the UK”. The design team has been set the aspirational Three Zeros target: Zero Carbon, Zero Waste, and Zero Water. The selection of design teams for all projects includes demonstration of environmental credentials with carbon kept at the very top of the brief. For example, the design team for Birley Fields has been awarded ‘Sustainable Design Team of the Year 2009’ and has created the first BREEAM HE Excellent building. Targets will be set for all builds as they reach Design Stage C in terms of BREEAM rating (Building Research Establishment Environmental Assessment Methodology) 58% improvement over Part L Building Regulations 2006 Operational kWh/m2 An external consultancy (Arup's) has been appointed as independent Strategic Sustainability Advisor to ensure that design teams keep on target and that opportunities to improve the wider sustainability infrastructure of the entire estate are not missed.
Existing Estate Despite the planned new buildings and consolidation, the majority of existing estate will be retained and will be responsible for around 70% of carbon emissions. To understand the current situation, the institution exceeded legislative requirements and produced Display Energy Certificates for all existing buildings. In addition, MMU had an independent energy efficiency survey of the entire estate carried out in 2008. This identified specific energy saving projects which have been prioritised in conjunction with maintenance and estate rationalisation strategies. Activity can be summarised as follows: Detailed modelling of kWh improvements required to raise all building DECs scores to ‘C’ or above. Achieving this will result in 2,689 tonnes or ~10% saved from the carbon footprint and over £485K in financial savings. A 12-month rolling programme of energy efficiency projects with paybacks of 5 years of less through the Salix/HEFCE Revolving Green Fund. Frequent opportunities workshops with Facilities Property Services Team to coincide with each tranche of funding.
Energy Infrastructure & Renewables In addition to reducing energy consumption in buildings there is also the need to improve the carbon loading of energy supply: 13 | P a g e
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An energy centre will be constructed to supply heat and possibly electricity to the new Birley Fields Campus and potentially the All Saints site. A feasibility study is currently underway with early indication that Biomass Combined Heat and Power will offer the best solution. Potential for a shared district-heating scheme with the University of Manchester will be investigated to fit in with the energy centre plans. Investment in small scale on site renewable energy generation for new and existing buildings on all campuses will be undertaken. MMU will strive for innovation in energy utilisation, particularly focussing on creating a test bed for using renewable electricity to power ICT equipment. Participate in and prepare for the Oxford Road Smart Grid4 project, which will see changes to equipment that will allow consumption to be balanced across all grid users.
Greening ICT ICT equipment accounts for around 15% of electricity consumption or 2,500 tonnes CO2e at MMU and this is set to increase in line with demands for more digital facilities. To reduce ICT emissions and ensure MMU is prepared for advances in technology efficiency this theme focuses on: Selection of energy efficient Hardware - Net books are being purchased for academic staff to minimise power consumption of personal computers. For non-academic staff where Net books or laptops are not appropriate, low power consumption of desktops is a criterion for selection. Desktop Power Management – power management software is being implemented on desktops to monitor power consumption and enable desktops to be shut down when not needed as part of a centrally managed power policy allied to building opening times, and in the case of Student desktops when they have not been used for 20 minutes. Storage consolidation - migrate to centralised storage, minimising wastage of unused space and utilising less hardware to fulfil the storage requirements for the University, drawing less power to drive fewer hard disks, Server Consolidation and Virtualisation – consolidate the existing 250+ standalone servers onto centralised energy efficient server blade solutions. Virtualise services wherever possible in order to maximise the usage of the hardware and most efficiently utilise power supplies within the chassis. A combination of the two could reduce the hardware requirements by up to 40%, with a corresponding reduction in power and cooling. Network power management – network switches are being implemented incorporating power management functionality, enabling devices powered over the Ethernet cabling infrastructure (such as WiFi access points) to be powered down when not needed Fixed Audio/Visual installation management – management software is being piloted to monitor and control usage of the 300+ fixed AV installations. This software enables the usage to be monitored and fixed AV installations to be switched off when not in use. Consolidation of server rooms to two central data centres with purpose fit out for energy efficiency. Refitting of reprographics print suite with more efficient equipment. Removing personal printers and replacing with efficient shared devices through our Print Vision project. Installing Energy Wise switches where old ones are replaced and in new buildings to accommodate far more efficient 'Power over Ethernet' (POE) devices as they become market ready.
Behaviour change through awareness raising Reducing energy consumption in halls of residence through the Student Switch Off campaigns. Creating a network of champions through the Green Impact scheme. Ongoing campaigns to remind staff of how they can contribute to meeting our target. Highly visible reporting on energy consumption through live energy displays in building entrances.
Smart Grids allow two way communication energy demand data, providing the distribution network with a real time picture of how and where power is being consumed and allowing better balancing across the grid and reducing consumption 4
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Building carbon management into key staff roles, new job descriptions and Professional Development Review objectives.
Policy Changes Participation on the Eco-Campus scheme will see MMU move towards a full Environmental Management System, with improved policies and procedures.
Space Utilisation Intelligent Buildings Strategy Delivery of a continuous programme of space utilisation audits to identify opportunities for efficiency savings improvements. Space Management Strategy and Delivery Groups – tasked with identifying opportunities to improve utilisation rates and providing incentives to Faculties to do so. Examples include consolidating evening and weekend to fewer buildings thus reducing the floor area that needs heating and lighting.
Future Strategic Themes All the current strategic themes focus on tackling emissions from MMU’s own buildings, however there are number of areas that will be tackled as the scope of MMU’s carbon footprint becomes more comprehensive as a result of commitments within this plan. Waste – Landfill emissions and reduced collections Transport – Fleet emissions, commuting of staff and students, business travel, international student travel Procurement – sustainable purchasing, value for money on a whole life-costing basis, embodied carbon.
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Carbon Reduction Target
MMU has set an initial target based on what planned actions are expected to achieve and a stretch target based on that proposed by HEFCE for the sector. We consider these targets to be both challenging and achievable.
“
Manchester Metropolitan University will reduce Scope 1 and 2 emissions from its university buildings and vehicle fleet by:
”
35% from the 2005/6 baseline by 31st July 2016 With an additional stretch target of: 50% from the 2005/6 baseline by 31st July 2021
Extending the scope of our carbon emission capture Currently the above figures relate only to Scope 1 & 2 emissions: those resulting from energy used in our own buildings and from our own vehicles. MMU is however committed to the measurement of scope 3 emissions and has already carried out a considerable amount of work to calculate some of the scope 3 emissions make up. This includes Business Travel, Student home to term time address travel, the preparation of a revised Travel survey for Staff and student and an undertaking to develop data capture mechanisms for procurement emissions and embodied carbon (through student research). It is therefore clear that the measurement and scope of Total Carbon Footprint and impact will be better understood within all business activities across the University. In light of this work, and as the growth and availability of relevant data improves, both the ‘Business As Usual’ projections and the targets will therefore be revised accordingly.
CMP Key Objectives: To reduce utility costs against BAU to achieve reduced exposure to the volatility of energy markets To meet the criteria for Carbon Management Plans set out in paragraph 106 of the HEFCE Carbon Reduction Target & Strategy for Higher Education in England (Jan 2010) To reduce exposure and risk to, and increase the maximum benefit from, existing and future legislation by acting in a timely and clearly demonstrable way To make a contribution to combating the compelling causes of climate change by reducing greenhouse gas emissions from MMU and its associated indirect activity To enhance the reputation and marketable environmental credentials of the University to all its stakeholders
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3. Emissions baseline and projections
Establishing an emissions baseline is essential to managing our Carbon Footprint as it not only defines the scale of the task, but also identifies the sources of emissions. Understanding this is crucial to creating a strategy that focuses action where it will be most effective. Two baseline years have been selected:
2005/6 against which targets are set in line with HEFCE requirements.
2007/8 as detailed data is available providing a better understanding of the make up of MMU’s footprint.
3.1
Current Scope
In line with current HEFCE requirements, MMU has measured its Scope 1 and 2 emissions5 – namely CO2e from gas burned on site, electricity consumed and our own vehicle fleet. CO2e is the term used to express other major greenhouse gases emitted along with CO2 in a single figure – Carbon Dioxide Equivalent.6
Emissions from other business related travel is also included, as this data is required for renewal of the Carbon Trust Standard.
Data has been collected for the academic year 2007/8, as academic years fit well with requirements to report Estate Management Statistics to HEFCE. However, this is not ideal in terms of CRC reporting, which is measured in calendar years. For this reason, steps have been taken to allow data to be gathered on a monthly basis, which will also allow better reporting against this plan.
3.2
Future Scope
HEFCE has made a commitment ‘to undertake work to assess what is required in order to monitor and report Scope 3 emissions7, including the measurement of a baseline of carbon emission from procurement by December 2012 and setting target(s) for scope 3 emissions by December 2013.’ Scope 3 emissions are broadly described as those which are indirectly emitted as result of an organisation’s activity, for example, the greenhouse gases from vehicles used by staff or customers to commute. In preparation for this MMU is developing robust data collection systems for Scope 3 emissions for:
5
Refrigerants (fugitive emissions from air conditioning etc)
Waste (tonnes sent to landfill)
Water (m3 consumed)
Staff and Student commuting, including from home to term time addresses (by mode and distance)
Procurement
The World Resource Institute developed a classification of emission sources around three ‘scopes’:
Scope 1 - emissions are direct emissions that occur from sources owned or controlled by the organisation, for example emissions from combustion in owned or controlled boilers/furnaces/vehicles; Scope 2 - accounts for emissions from the generation of purchased electricity consumed by the organisation;
6
CO2e - Carbon Dioxide Equivalent: Values for CH4 and N2O are presented as CO2 equivalents (CO2e) using Global Warming Potential (GWP) factors (GWP for CH4 = 21, GWP for N2O = 310), consistent with reporting under the Kyoto Protocol and the second assessment report of the Intergovernmental Panel on Climate Change.
Scope 3 - covers all other indirect emissions that are a consequence of the activities of the organisation, but occur from sources not owned or controlled by the organisation – for example, commuting and procurement. 7
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Embedded carbon in new builds: Research studentships are proposed to develop embodied carbon and whole life costing models for the Birley Fields campus.
3.3
Baseline
In order to set targets in line with HEFCE’s strategy MMU has adopted the 2005/6 baseline figure provided to HEFCE by SQW consulting8. For the academic year, 2005/6 MMU’s Carbon Footprint is 24,774 tonnes CO2e / year for Scope 1 and 2 emissions. To gain a finer grain understanding of our carbon footprint in terms of cost and which campuses, buildings and modes of business travel contribute most emissions, a more detailed breakdown of the 2007/8 footprint has been undertaken. Prior to this date MMU did not collect such data. For the academic year, 2007/8 MMU’s Carbon Footprint is 23,887 tonnes CO2e / year Scope 1 and 2 emissions and emissions from business travel. In total, MMU spend around £3.5m / year on gas and electricity and over £1m on business travel. The footprint breakdown is best illustrated by the Table 1and the charts below.
Table 1.
Footprint by Emission Source
Scope
Tonnes CO2e
2
Electricity
1
Gas
1
MMU Fleet
3
%
Cost
15,414.44
62.16%
£ 2,452,522.24
8,426.31
33.98%
£
965,411.69
46.32
0.19%
£
19,796.40
Air
458.90
1.85%
£
463,065.11
3
Rail
171.84
0.69%
£
303,482.81
3
Car
253.70
1.02%
£
289,821.87
3
Taxi
5.57
0.02%
£
64,334.02
3
Fuel
17.61
0.07%
£
7,581.09
3
Tube
0.57
0.00%
£
4,043.77
3
Bus
0.80
0.00%
£
2,746.52
3
Tram
0.56
0.00%
£
2,463.56
Totals
24,796.63
£ 4,575,269.07
The All Saints campus is responsible for the largest portion of the footprint (Chart 1). This is to be expected as it has the most buildings and proportionally the largest floor area. The other campuses more or less follow this pattern.
8
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Chart 1.
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Footprint breakdown by Campus MMU Campus & Transport CO2 Footprint
Didsbury 8%
Elizabeth Gaskell 3%
Hollings 5%
Transport 4%
Crewe 12%
Aytoun 7%
All Saints 50% Alsager 11%
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Although transport is responsible for only 4% of CO2e emissions, it makes up almost 23% of emission related costs (Chart 2).
Chart 2.
Comparison of Footprint CO2e Breakdown vs. Costs MMU Campus & Transport Footprint
Cost
Tonnes CO2
£2,000,000.00
14,000
£1,800,000.00 12,000 £1,600,000.00
£1,400,000.00 £1,200,000.00
Cost
10,000
CO2
8,000
£1,000,000.00
6,000
£800,000.00
£600,000.00
4,000
£400,000.00 2,000 £200,000.00
£-
0 Transport
All Saints
Alsager
Aytoun
Crewe
Didsbury
Elizabeth Gaskell
Hollings
Each year MMU staff travel around 8,960,000 km, producing 956 tonnes of CO2e. Over half this distance is accounted by flying, air travel being the largest contributor to this part of the footprint. One third of the distance travelled is by train which makes up only 18% of the travel footprint (Chart 3).
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Manchester Metropolitan University Carbon Management Programme Carbon Management Plan
Chart 3.
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Transport Footprint Breakdown by Mode of Travel Transport CO2 Footprint by Mode
Rail 18.0% Car 26.5% Air 48.0%
MMU Fleet 4.8%
Taxi 0.6% Fuel 1.8% Tube Tram Bus 0.1% 0.1% 0.1%
3.4
Data Accuracy
In collecting and analysing data for the footprint, MMU has used the following (Table 2) conversion factors and assumptions to translate raw data in tonnes of CO2e.
Table 2.
Data Sources, Assumptions and CO2e Conversion Factors
Data
Owner
Sources & Assumptions
CO2e Conversion Factors
2
Electricity
Carbon Reduction Manager
Half-Hourly meter data from supply company (approx 80%) Non Half Hourly invoices backed up/corrected by onsite meter readings.
0.54418 KgCO2e/kWh (DEFRA 2009 - Rolling Grid average for 2007)
1
Gas
Carbon Reduction Manager
Invoices backed up/corrected by onsite meter readings.
0.20374 KgCO2e/kWh (DEFRA 2009)
1
Fleet Vehicle Emissions
Green Travel Plan Manager
Fuel card invoice data
2.6319 KgCO2e/Litre Diesel 2.3035 KgCO2e/Litre Petrol (DEFRA 2009)
3
Grey Fleet Mileage (employees own car for work)
Finance
Expenditure by department. Average km/£ assumed: MMU pay 40p/miles for 1st 40 miles and then 25p. Assumed 35p/mile for all faculties except HPSC and IoE as they do only short journeys.
0.20282 KgCO2e/km Based on medium sized petrol car (DEFRA 2009)
Scope
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Business Flights
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Finance
49% from budget expenditure where booked through corporate procedure travel agent. 51% from sample of travel expense claim forms for July 2009 then extrapolated to total annual travel claims figure.
0.9826 KgCO2e/km (DEFRA 2009)
0.05774 KgCO2e/km (DEFRA 2009)
Various conversion factors (DEFRA 2009)
3
Business Trains
Finance
80% from budget expenditure where booked through corporate procedure booking company. 20% from sample of travel expense claim forms for July 2009 then extrapolated to total annual travel claims figure. Based on 15p/mile taken from: http://www.which.co.uk/advice/transportchoices/air-rail-or-road/index.jsp
3
Business buses, taxis, tubes, trams & ferries
Finance
From sample of travel expense claim forms for July 2009, then extrapolated to total annual travel claims figure
3.5
Projections and Value at Stake
To ensure realistic targets are set and to predict the impact of different projects in the CMP, a model has been developed to project MMU’s carbon footprint over the next 10 years. As the cost of utilities is a major driver, the following section examines the financial impacts of not implementing the CMP and compares this to the savings MMU will realise if the carbon reduction targets are met. Before looking ahead it is helpful to examine where MMU has come from. Utility markets are volatile, but the general trend is of dramatically increasing costs as illustrated by the graph below. Since 2003 /4 MMU, costs have risen by 62%, with an average annual increase of ~17%. However, moving from a fixed price to a flexible framework method of utility procurement has resulted in a one-off drop in electricity prices of around £1m / annum between 2008/9 and 2009/10.
Chart 4.
Historic Utility Costs Total Utility Cost
Added to rising utility costs, the Carbon Reduction Commitment will have a cash flow impact for MMU. Costs are set for the first few years, but beyond that are open to market forces. However, the chart below shows the impact if carbon prices increase as mooted by sources close to the Department of Energy and Climate Change.
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Chart 5.
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Projected CRC costs with reduced carbon Scenario
In order to calculate the financial savings that could potentially be delivered by the CMP over 10 years, MMU has made a number of assumptions and created five scenarios (Table 3). These look at what would happen under different levels of utility price inflation and if CMP target were not realised. They consider only the cost of gas and electricity consumption. A growth factor for increased consumption of 0.7% each year has been used – taken from Defra data suggested by the Carbon Trust.
Table 3.
Footprint Project Scenarios
Scenario
Criteria & Assumptions
1
Business as Usual with No increase in prices
Consumption of utilities increases by 0.7% per year and prices remain at 10p/kWh for electricity and 2.5p/kWh for gas
2
Business as Usual with Prices increase slightly (2.5% inflation)
Consumption of utilities increases by 0.7% per year and prices for gas and electricity increase by 2.5% per year.
3
Business as Usual with Prices increase moderately (5% inflation)
Consumption of utilities increases by 0.7% per year and prices for gas and electricity increase by 5% per year.
4
Business as Usual with Prices increase moderately (7.5% inflation)
Consumption of utilities increases by 0.7% per year and prices for gas and electricity increase by 7.5% per year.
5
Business as Usual with Prices increase moderately (10% inflation)
Consumption of utilities increases by 0.7% per year and prices for gas and electricity increase by 10% per year.
6
Reduced emissions - CMP and Estate Consolidation: 2016 Target
MMU delivers all projects in the CMP and meets its 36% reduction by 2016 target. Utility costs remain constant.
7
Reduced emissions - CMP and Estate Consolidation: Stretch Target
MMU delivers all projects in the CMP and meets its stretch target of 50% reduction by 2021 target. Utility costs remain constant.
The five scenarios are necessary to give a realistic range of likely outcomes when looking at a 10-year horizon.
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At worst utility costs would suffer 10% annual inflation and business as usual costs would be just under £11m and at best would be around £4.1m. This range of costs provides a baseline against which the outcome of other scenarios (6 and 7 above) can be compared, known as the value at stake. If MMU delivers the CMP and meets the 35% reduction target, but implements a limited number of other projects and merely continues on that trend, then the value at stake on utility bills in 2021 is £1.6m-£8.3m each year. However, if MMU delivers the CMP, then delivers a range of other projects after 2016 and goes on to achieve the stretch target of 50% emissions reduction by 2021, the value at stake on utility bills in 2021 is £2m-£8.7m each year (Chart 6).
Chart 6.
Value at Stake Value at Stake
£11,000,000 5 - Costs without CMP / estate rationalisation + 10% utility inflation £10,000,000
£10,803,161
4 - Costs without CMP / estate rationalisation + 7.5% utility inflation
3 - Costs without CMP / estate rationalisation + 5% utility inflation £9,000,000
2 - Costs without CMP / estate rationalisation + 2.5% utility inflation 1 - Costs without CMP / estate rationalisation
£8,000,000
£7,000,000
£8,389,275
7 - Costs of HEFEC Target Footprint 202 Stretch Target 6 - Costs of Projected Footprint 2016 target £6,476,101
£6,000,000 £5,000,000
£4,968,140
£4,000,000
£4,088,420
£3,000,000
£2,497,456 £2,000,000
£2,106,901
£1,000,000 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
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Having considered the financial impact of failing to deliver carbon savings, it is also important to understand the impact of rising utility costs by themselves. As these projections are over ten years and given that costs have risen by over 17% each year over 5 years, it is fair to say that even 10% annual inflation is conservative (Chart 7)
Chart 7.
Costs of Utility Inflation Impact of Utility Inflation
£8,000,000
Costs with CMP / estate rationalisation + 2.5% utility inflation Costs with CMP / estate rationalisation + 5% utility inflation
£7,125,510
£7,000,000 Costs with CMP / estate rationalisation + 7.5% utility inflation
Costs with CMP / estate rationalisation + 10% utility inflation £6,000,000
Costs of Hefce Target Footprint £5,533,367 Costs of Projected Footprint
£5,000,000 £4,271,483 £4,000,000 £3,276,868 £3,000,000
£2,497,448 £2,106,901
£2,000,000
£1,000,000
The output of these two sets of predictions are summarised in the following in Table 4:
Table 4.
Value at Stake Costs without CMP
Costs with CMP meeting 2020 target
Value at Stake
+2.5% inflation
£4,968,140
£3,276,868
£1,691,272
+10% inflation
£10,803,161
£7,125,510
£3,677,651
3.6
Carbon Footprint Forecasting Model
The creation of a flexible, adaptable and accurate carbon model has been a priority for MMU. Much effort has been taken to ensure this model reflects the MMU Estates Masterplan, showing the impact of planned new build and disposal of redundant estate. In some years new buildings will be opened before the old buildings it replaces are closed, reflecting the overlap as staff move from one site to another. In reality, this may not take an entire 12 months, but in order to keep the model flexible it was necessary to take this approach. This flexibility is key to projecting emissions. The model has been constructed in such a way as to enable us to alter the predicted energy performance of each individual new build project in terms of kWh/m2 for gas and electricity. At each design stage, this function has and will remain extremely useful for predicting the impact on our carbon footprint of different design options, thus ensuring carbon impact is factored in the taking of key decisions.
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4. Carbon Management Projects This section summarises the projects that make up the CMP including the impact of MMU’s Estate Consolidation programme. They focus on reducing Scope 1 and 2 emissions, but will be expanded in future iterations of the CMP. The other major elements are the impact of improving new build over and above building regulations, the Revolving Green Fund, behaviour change and ICTS projects. The Revolving Green Fund covers a wide range of projects, but typical examples are insulating roofs and boiler houses, improving lighting, reducing voltages, PC power down software and installing building management systems. They have been grouped together below, but summarised below:
Table 5.
Revolving Green Fund Projects up to April 2010 Project Type
Cost £ 000’s
CO2e Savings Tonnes 000’s
Inverters (motor control)
13.5
22.4
Building Mgt System & Heating Controls
52.5
69.8
PC Shutdown Software
46.5
285
Loft Insulation
49.3
99.4
Pipe Insulation
9.4
57.1
Lighting upgrades and Controls
40.1
50.9
Voltage Reduction
22.3
27.9
The percentage target column refers to a reduction in emissions of 35% by 2016, which is equivalent to 8,363 tonnes / year.
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4.1 Table 6.
working with
Existing Projects Existing Projects Cost (£000's)
Project
Annual Saving
Lead
Pay back
% of Target
£ Cost / Kg CO2e
Year
Cap’l
Rev’ue
Res’ce
Fin
CO2e
513
-
513
16
22
12
0.3
23.3
2009/10
32.4
244
3.6
3.3
0.5
2009/10
23.75
79.6
6.5
1.1
1.9
2008/9
82
0.3
1.1
0.1
2009/10
?
-
-
Solar PV Array at All Saints (Externally funded so reduced payback for MMU)
Env Team
Revolving Green Fund Tranche I
CRM
Laurence Project
Property Services
153.6
-
153.6
Student Switch Off
Env Team
-
5
5
10:10 Campaign
Env Team
-
-
-
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117.50
-
117.50
15.00 ?
2009/10
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Funded Projects
Table 7.
Funded Projects Cost (£000's)
Project
Annual Saving
Lead
Pay back
% of Target
£ Cost / Kg CO2e
Year
Cap’l
Rev’ue
Res’ce
Fin
CO2e
102
-
102
71.5
454
1.4
6.1
0.2
2009/10
Revolving Green Fund Tranche II
CRM & Property Services
Student Switch Off
Env Team
-
10
10
15
82
0.3
1.1
0.1
2010/11
Green Impact
Env Team
-
10
10
?
?
-
-
N/A
2010/11
Automatic Meter Reading
Property Services
0
-
0
?
?
-
-
N/A
2009/10
Carbon Trust Standard
CRM
-
10
10
?
?
-
-
N/A
2009/10
District Heating Feasibility Study
ESM
-
TBC
TBC
?
?
-
-
N/A
2010/11
Crewe Halls Refurb & Biomass Boiler
Property Services
N/A
2010/11
Eco-Campus
Env Team
N/A
2014/15
Refit of reprographics print suite
ICTS
Estate Consolidation
Capital Projects
157.6
959.164
-
13.0
0.0
2009/10
Estate Consolidation
Capital Projects
-38.0
-217.7
-
-2.9
0.0
2010/11
Estate Consolidation
Capital Projects
19.7
135.824
-
1.8
0.0
2011/12
Estate Consolidation
Capital Projects
-33.7
98.5797
-
1.3
0.0
2012/13
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1454 38
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TBC
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Estate Consolidation
Capital Projects
272.8
2051.69
-
27.8
0.0
2013/14
Estate Consolidation
Capital Projects
-108.5
-622.26
-
-8.4
0.0
2014/15
Estate Consolidation
Capital Projects
245.7
1926.28
-
26.1
1.6
2015/16
Pay back
% of Target
£ Cost / Kg CO2e
Year
4.3
3000
-
3000
2016 Target projects
Table 8.
2016 Target Projects Cost (£000's)
Project
Annual Saving
Lead Cap’l
Rev’ue
Res’ce
Fin
CO2e
Revolving Green Fund Tranche III
CRM & Property Services
112
-
112
43.8
349
4
4.7
0.3
2009/10
Revolving Green Fund Tranche IV
CRM & Property Services
112
-
112
43.8
349
4
4.7
0.3
2010/11
Solar Water and PV at Crewe Exercise & Sport Science Centre
Capital Projects
429
-
183
6
39
30
0.5
4.7
2010/11
ICT Server Consolidation
ICTS
TBC
-
25
134
-
1.8
0.0
2011/12
EnergyWise Switches
ICTS
TBC
2011/12
Smart AV Kit
ICTS
TBC
2011/12
Print Vision
ICTS
TBC
2011/12
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Revolving Green Fund 2012
CRM & Property Services
112.7
-
112.7
16.9
113
5
1.5
1.0
2011/12
Revolving Green Fund 2013
CRM & Property Services
129.6
-
129.6
19.4
130
5
1.8
1.0
2012/13
Revolving Green Fund 2014
CRM & Property Services
149
-
149
22.4
149
5
2.0
1.0
2013/14
Revolving Green Fund 2015
CRM & Property Services
171.4
-
171.4
25.7
171
5
2.3
1.0
2014/15
Revolving Green Fund 2016
CRM & Property Services
188.9
-
188.9
28.3
189
5
2.6
1.0
2015/16
Performing Arts Centre, Heavy Engineering and IRM = Improvements over Building Regulations (Strategic Sustainability Advisor)
Capital Projects
5.4
32.5767
-
0.4
0.0
2010/11
Exercise & Sports Science = Improvements over Building Regulations (Strategic Sustainability Advisor)
Capital Projects
4.9
19.7519
-
0.3
0.0
2011/12
Business School, Art & Design = Enhanced Target Improvements over Building Regulations (Strategic Sustainability Advisor)
Capital Projects
37.0
282.198
-
3.8
0.0
2012/13
Birley Fields = Enhanced Target Improvements over Building Regulations (Strategic Sustainability Advisor)
Capital Projects
33.8
202.496
-
2.7
0.0
2014/15
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Birley Fields = Enhanced Target Improvements over Building Regulations (Strategic Sustainability Advisor)
4.4 Table 9.
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Capital Projects
-
50
50
43.4
259.84
-
3.5
0.2
% of Target
£ Cost / Kg CO2e
2015/16
2020 Stretch Target Projects 2020 Stretch Target Projects Cost (£000's)
Project
Annual Saving
Lead Cap’l
Chatham Tower Refurbishment
Capital Projects
TBC
Revolving Green Fund 2017
CRM & Property Services
183.6
Revolving Green Fund 2018
CRM & Property Services
Revolving Green Fund 2019
Rev’ue
Res’ce
Fin
CO2e
Pay back
Year
ALL
?
?
-
183.6
27.5
184
5
2.2
1.0
2016/17
164.2
-
164.2
24.6
164
5
2.0
1.0
2017/18
CRM & Property Services
159.3
-
159.3
23.9
159
5
1.9
1.0
2018/19
Revolving Green Fund 2020
CRM & Property Services
165.4
-
165.4
24.8
165
5
2.0
1.0
2019/20
ZeCom: Solar PV & Power over Ethernet
CRM & ICTS
107
-
0
2
11.6
N/A
0.2
0.0
2013/14
JD Fume Cupboards
Property Services
250
-
0
?
475
5
6.4
0.0
2011/12
Energy Centre
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Capital Projects
Part of Cap Build Prog
All
2011/12
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Renewables at Birley Fields
Capital Projects
TBC
Live Energy Displays
CRM
TBC
TBC
District Heating Network
Capital Projects
TBC
2014/15
All Saints Building Facade
CRM & Property Services
TBC
TBC
Oxford Road Smart Grid
ESM / Property Services / Capital Projects
TBC
2015/16
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2015/16
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4.5
Projected Achievement Towards 2016 Target
Chart 8.
MMU Carbon Footprint Projection – 2016 Target
2016 TARGET The impact of the projects listed in Section 4 on MMU’s projected carbon footprint is shown in table. MMU is on target to meet its target for 2016 (Chart 8) There are two years during which the footprint appears to increase. This is because some new builds will be complete and occupied before the old buildings they replace are emptied and decommissioned. In reality, these overlaps are unlikely to span an entire 12 months, but in order to keep the model simple and flexible it runs on an annual basis. As the capital build programme develops and the disposal schedule becomes more certain, this model will be adjusted. It also allows MMU to examine the impact on its carbon footprint of setting more stringent energy efficiency targets for individual buildings within the capital programme.
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MMU Forecast Carbon Footprint Against % HEFCE Carbon Reduction Targets
10%
HEFCE Sector Emission Reduction Targets
0% 0%
MMU Projected Carbon Footprint
-4%
-5% -10%
-10%
-13%
-16% -17%
-18%
-20% -20%
-26%
-27%
-30%
-35%
-40%
-50%
-35%
-48%
-60%
1990
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Projected Achievement Towards 2020 Target Chart 9. 2020 STRETCH TARGET In order to meet the 2020 stretch target (50% reduction) MMU has identified a series of potential projects which will be evaluated (Chart 9). Over the next 10-year period, a concerted effort will be made to continue to identify further projects to achieve this target. Feasibility studies will be carried out allowing prioritisation and funding allocation. These will be reflected in future iterations of the CMP.
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MMU Carbon Footprint Projection – 2020 Target
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MMU Forecast Carbon Footprint Against % HEFCE Carbon Reduction Targets
10%
HEFCE Sector Emission Reduction Targets
0% 0%
MMU Projected Carbon Footprint
-4%
-5% -10%
-10%
-13%
-16% -17%
-18%
-20% -20%
-26%
-27%
-30%
Salix JD Fume Cupboards
-40%
-35%
-35%
Chatham Refurb Heat Network
-50%
All DECs up to ‘C’
-48%
All Saints Façade
Behaviour Change
-60%
1990
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2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
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5. Implementation Plan - Financing The majority of projects, which will enable MMU meet its 2016 target, have funding allocated to them or are part of larger programmes such as capital build / estate consolidation. However, these will all require continued human resources to ensure they are realised. Projects to meet the more ambitious 2020 stretch target are currently in development and will require capital resources from within and outside MMU. Assuming only projects already identified up to 2016 are implemented, the CMP will have an overall cost of £2.4m over the first 5 years of the plan, but will deliver savings of £2.6M by 2016. Annual savings going forward from that point will be £531K / year. Total emissions savings of 30,961 tCO2e are predicted to be realised up to the end of 2015/16, with further savings of 8,202 tCO2e annually thereafter as a result of the projects undertaken.
5.1
Assumptions used to calculate savings
Cost of electricity: 10p/kWh – based on current costs Cost of gas: 2.5p/kWh – based on market information for likely cost of gas to MMU from August 2010. All costs for future carbon saving projects are quoted at 2009 prices and CO2e conversion factors. Paybacks on all RGF projects after the initial 4 tranches are assumed to have 5-year paybacks and to deliver carbon savings at 1 kg for every £1 invested – based on returns from current projects. All savings from RGF projects are counted as financial savings to MMU, but are to be reinvested in future projects.
5.2
Benefits / savings – quantified and un-quantified
Table 10.
CMP Benefits and Savings (including enhancements above Building Regulations for new builds)
figures in £ 1000’s
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
Annual cost saving (£K)
23.75
202.45
272.63
319.42
375.80
400.20
459.74
531.48
Annual CO2e saving
80
1231
1733
2475
2887
3048
3421
3870
% of target achieved
1
17
23
33
39
41
46
52
Table 11. Estate Consolidation Benefits and Savings (without enhancements above Building Regulations) figures in £ 1000’s
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
Annual cost saving (£K)
0.00
157.62
119.65
139.30
105.60
378.43
269.89
515.58
Annual CO2 saving
0
959
741
877
976
3028
2405
4332
% of target achieved
0
13
10
12
13
41
33
59
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Chart 10. CMP Investment vs. Accumulated CO2e Savings
Amount Invested Cumulative CO2 Savings
Unquantified benefits:
Improved performance in Carbon Reduction Commitment league table.
Reputation value of Carbon Trust Standard.
5.3
Additional resources
The appointment of a Carbon Reduction Manager in 2008 means there is a day-to-day resource to ensure the CMP stays on track. As all CMP projects are reliant on teams throughout the organisation to deliver them, it is necessary to ensure that sufficient priority is given to the carbon management aspects of their remits. Capital Projects The Capital Projects team is crucial to setting ambitious energy performance targets for new buildings and identifying carbon saving opportunities on each and between projects. Project managers are assisted by Facilities to ensure that Design Teams are pushed to challenge themselves and exceed targets. Facilities - Property Services Team Property Services engineers are crucial for delivering a significant proportion of savings through the Revolving Green Fund and for enabling and advising on other major projects. To this end, targets will be set as part of the Professional Development Review process and job descriptions have been amended to include the following statement: ‘To ensure that energy efficiency is considered in all areas and aspects of your work, contributing to energy efficiency projects by means of providing on-the-job knowledge and experience as well as suggesting ideas/recommendations for improvement to the Environmental Sustainability Team.’ Revolving Green Fund It is proposed to use 10% of project costs as a management charge to employ additional resource to deliver Revolving Green Fund projects when in house Facilities resources are unavailable. Facilities Environment Team The Facilities Environment Team is primarily responsible for monitoring performance against the CMP. It is within the remit of all members of the team to deliver projects around behaviour change, with Green Impact, Eco-Campus and Student Switch Off all written into the team’s business plan. In addition, the Travel Plan and Waste and Recycling Managers both have a remit to implement projects and initiatives to tackle Scope 3 emissions. ICTS ICTS developed its own Environmental Policy in 2009 to commit the department to resourcing sustainability projects within each team. This policy is governed by the ICT Infrastructure Strategy Group.
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Other Departments All staff at MMU have a role to play in the CMP through implementing policies, making changes in working practices and participating in schemes such as Green Impact. Added to this, various teams will be called up to contribute to specific projects and work streams such as those directed by the Space Management Strategy and Delivery Groups.
5.4
Financial costs and sources of funding
Table 12. CMP Implementation Costs figures in £ 1000’s
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
Total annual capital cost
153.6
844.5
1995
362.7
129.6
256
171.4
188.9
Total annual revenue cost
0
15
20
0
0
0
38
50
Total costs
153.6
859.5
2015
362.7
129.6
256
209.4
238.9
Committed annual capital
153.6
844.5
1749
112.7
129.6
149
171.4
188.9
Committed annual revenue
0
15
20
0
0
0
38
50
Total funded
153.6
859.5
1769
112.7
129.6
149
209.4
238.9
Unallocated annual capital
0
0
246
250
0
107
0
0
Unallocated annual revenue
0
0
0
0
0
0
0
0
Total unfunded
0
0
246
250
0
107
0
0
Annual costs:
Committed funding:
Unallocated funding
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Capital Build Programme MMU’s £300m Capital Build and Estate Rationalisation Programmes will deliver a large portion of the carbon savings included in the CMP, simply by reducing the number of buildings. As this capital spend is crucial to delivery of MMU’s wider 2020 vision and Academic strategy they have not been included as funding specific to the CMP. Carbon savings beyond those created by reducing the number of buildings will be achieved by delivering enhanced low carbon new buildings that exceed Building Regulations. These enhancements are not expected to add significantly to build cost or existing budgets and so are treated as cost neutral in the CMP. It is worth noting that in order to secure part funding for these programmes MMU has committed to create low carbon buildings. For example, £18.5m from HEFCE and NWDA for Birley Fields is conditional on the buildings exceeding Building Regulation carbon targets by 58%. The appointment of a Strategic Sustainability Advisor to appraise new buildings at each design stage and ensure low carbon performance is recognised as a CMP investment, funded through the capital build programme. Revolving Green Fund (RGF) In 2009, MMU was successful in securing £500K from the Salix / HEFCE Revolving Green Fund (RGF) for investment in energy efficiency projects, to which MMU added a further £150K. This funding is split into four tranches spread over 2 years up to 2011. Project costs are repaid to the RGF using 75% of utility savings they create, ensuring the fund remains self-sustaining. The revolving nature of the fund means that after the initial tranches, the amount available for investment is over £100K / year. The other 25% can be used for other environmental projects including some of those in the CMP. This effect of this model is shown below, but is best illustrated by the table in Appendix B. All savings from RGF projects are recorded as savings to MMU. External Grant Funding MMU has already secured £434K from the Low Carbon Building Programme for solar photovoltaic arrays at All Saints and Crewe. A further bid of £48K for solar thermal is awaiting a decision. £4k has been secured from Manchester City Council’s Carbon Innovation Fund to contribute to the costs of the Green Impact scheme. A further bid for £20K for the ZeCom: Solar PV & Power over Ethernet project was submitted, but was unsuccessful.
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Actions to Embed Carbon Management in your Organisation
This section sets out areas of activity that are designed to turn MMU into a place where a culture of carbon management permeates throughout the institution. Many of these actions will have an impact of carbon emissions. The Carbon Management Matrix (Appendix A) has been used to assess the extent to which carbon management is already embedded at MMU. Scores are allocated from 1 (worst) to 5 (best) under a number of headings: Policy 3 Responsibility 3 Data Management 4 Communication & Training 3 Finance & Investment 4 Procurement 2 Monitoring & Evaluation 3 MMU’s aspiration is to move all scores up to a 4. Assessment using the Carbon Management Matrix will be carried out as part of the annual review to monitor progress.
6.1
Corporate Strategy
The Carbon Management Plan is fully endorsed at a senior level through sign off at SIB on behalf of Directorate and at Board of Governors level. Carbon management and carbon reduction targets will be included in the MMU Institutional Strategic Plan when it is reviewed in 2012.
6.2
Programme Management
This factor of embedding Carbon Management is covered in Section 7 of this Plan.
6.3
Responsibility
The post of Carbon Reduction Manager has been specifically created to be responsible for delivering carbon reductions at MMU. This role is supported by the Director of Services who as Programme Sponsor has senior management responsibility for the CMP and by the Sustainability Investment Board. However, responsibility for carbon management needs to lie with everyone at MMU and a number of steps are being taken to ensure that this is realised. Environmental Sustainability will be included in the Professional Development Review (PDR) Scheme for all staff. In practice, this places a formal requirement on all staff to consider how their role impacts on MMU carbon footprint, what they have done over the previous 12 months to address and to set objectives for actions they can take over the next 12 months to help reduce emissions and embed carbon management. PDRs are conducted internally by line managers and then reviewed by a specially trained manager. The job descriptions of all staff within the Facilities Property Services department will be rewritten to include a specific responsibility to ensure energy efficiency and identify opportunities for reducing emissions. Property Services is responsible for the installation and maintenance of building fabric and all electrical and mechanical systems across the university estate. As such, the department is crucial to the success of the CMP and best placed to identify and prioritise carbon reduction opportunities. This process is currently underway and will be complete by end May 2010.
6.4
Data Management
The ability to consistently gather reliable, replicable data is essential to monitoring the success of projects and communicating progress towards targets. The Facilities Environment Team has established procedures to improve data quality and ease and frequency of collection to provide information that can keep the CMP on track and help maintain momentum. Several further improvements are planned as part of the Facilities drive to improve systems:
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Automatic Meter Reading will be installed on all buildings by June 2010. This will reduce MMU’s exposure to the Carbon Reduction Commitment by fulfilling one of the Early Action Metrics. It will also allow utility consumption reports for the entire estate on a monthly basis, with analysis down to the daily or half-hourly level. This detail will help identify areas of excessive consumption that need reprioritising for action. A new server specifically to house Energy Management software link to the Automatic Meter Reading and the Building Management System is currently being procured. This will allow monitoring and targeting, so unusual energy consumption patterns will be immediately identified and rectified. It will also allow far closer scrutiny of consumption on a building-by-building basis enabling energy efficiency projects to be focussed where they will create greatest carbon and financial savings. A new finance system is proposed to be introduced during 2011, including an electronic staff expense claim form. The new form will request more detailed journey information including distance travelled, which in turn can inform the user of the resulting emissions and advice for a greener journey. The electronic data will remove the need to manually calculate distances using sample data and will enable analysis of all journeys. Revolving Green Fund projects will be monitored before and after installation where possible and projects over £20K will be separately metered. An ad hoc scheme to install finer grain sub metering has been underway for some years, but has been accelerated as a result of the carbon management programme. The aim is have sub meters for each building, which will allow energy use to be communicated to building users. This provides the potential to devolve energy or carbon budgets and targets to each department or faculty.
6.5
Communication
To successfully embed a carbon management culture at MMU, it is essential that all internal and external stakeholders remain engaged and feel part of the process. This will be achieved by celebrating success stories and keeping everyone informed as to how they can contribute to achieving MMU’s emissions reduction target. A key challenge will be to keep up the momentum and visibility of the programme. The following communications framework (Table 13) sets out how a variety of media will be used to reach all stakeholder groups. The framework will be further developed in line with the Environmental Sustainability Marketing & Web Strategy (working closely with the new Facilities Training and Communications Manager), which is due for completion by August 2010.
Table 13. CMP Communications Framework Communication Channel
MMU Environment Website
Stakeholder
Frequency
Content
Responsible Author
Sign Off
Continuous
Footprint breakdown, target, key achievements,
Environment Team Coordinator
Carbon Reduction Manager
Staff, Students, Public, Other Organisations
Termly
Key achievements
Environment Team Coordinator
Carbon Reduction Manager
All Stakeholders
Annual
Document highlighting achievements over last 12 months and performance against targets.
Distribution
MMU Newsletter Facilities Newsletter Press Releases
Annual Environmental Sustainability Report
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Environmental Sustainability Manager
Board of Governors. By SIB members at SIB meeting
Publicly available in printed form and online
Manchester Metropolitan University Carbon Management Programme Carbon Management Plan
Communication Channel
Digital displays in building foyers
All Staff Email & Environment Team Twitter
Events & Promotion
Project specific building labels
SIB
Content
Responsible Author
Sign Off
As required
Promotion of campaigns such as xmas shut down
Environment Team Coordinator
Carbon Reduction Manager
Staff, Students & Visitors
As required
Short bursts of information related to programme (achievements, events, campaigns, how to get involved)
Environment Team Coordinator
Carbon Reduction Manager
Staff & Students
As required
Communication to all staff and students of projects and initiatives.
Member of Environment Team supported by SIB.
Director of Services as appropriate
Continuous
Label explaining specific energy efficiency projects that have been installed on site
Carbon Reduction Manager
Carbon Reduction Manager
Staff, Students & Visitors
Biannual
Written report summarising key achievements, performance and plans for following 6 months.
Environmental Sustainability Manager
SIB Chair following circulation to SIB members or at SIB meetings
Director of Services to present to Directorate, Board of Governors and SIB members
Highlight report including KPI Dashboard and outline of key SIB activity, progress and planned actions.
Environmental Sustainability Manager
SIB Chair following circulation to SIB members or at SIB meetings
Directorate
Quarterly
Directorate Report
6.6
Stakeholder
Frequency
SIB Estates & Services Advisory Group Report
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Distribution
Primarily Staff & Students Plus Public and other Organisations
Training
Currently all new staff receive environmental awareness training as part of their induction. Every two months new joiners are presented with scale of environmental impact that MMU is responsible for and the objectives and actions contained in the Environmental Sustainability Strategy.
Two new courses are included in MMU’s Staff Development Programme:
Introductory Certificate to Environmental Awareness Level 1 (NCFE)
Environmental Awareness Award for Business and Industry Online Level 2 (NCFE)
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Much of the training delivered by the CMP will not be direct, but rather through softer organisation wide campaigns and initiatives and through the promotion of successful projects.
Bespoke training has already been developed and delivered, for example:
Carbon Accounting workshops for MMU Financial & Legal Services
Carbon Ambassador training for student volunteers to deliver energy audits in the community.
Auditing training for staff and student volunteers to assess the performance of departments taking part in the Green Impact scheme.
Two key objectives set out in the Environmental Sustainability Strategy for 2009/10 are a review of environmental training needs and delivery of training to Green Impact Coordinators. These two actions will include a strong element of carbon literacy.
6.7
Policy Alignment
Carbon Management is largely embedded into the strategic direction of MMU through the more high level strategies as set out below. However, it is important that as these strategies are reviewed, they are aligned with the targets and themes developed to form the CMP.
Table 14. CMP Policy & Strategy Alignment Policy
Current Alignment
Review Date
MMU Vision 2020: The UK’s leading University for World Class Professionals Being a Green University MMU Vision 2020
An estates consolidation strategy – reducing the existing 7 campuses to 3.
End 2014
A £350M Capital programme running through to 2008/14. Improved space utilisation from 30% to 60%. Facilities Strategic Framework 2009/10
Priority 5: Promote Environmental Sustainability Key Target: Complete Carbon Management Programme
Sept 2010
The top 5 objectives reducing paper, energy use and waste Environmental Sustainability Strategy
investing in comprehensive recycling investing in informed energy efficiency measures
Sept 2011
increasing visible greenness of MMU through outstanding communication making green travel more practical Policy Imperatives: Reduce:
Environment Policy
The consumption of Energy & Resources.
Sept 2010
Carbon Dioxide emissions.
As part of Eco-Campus Scheme
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Current Alignment
Review Date
Raise the environmental awareness and empower University staff, students and stakeholders to develop personal responsibility and reduce their contribution to the University’s environmental impact. Committed Targets: BREEAM HE Excellent. This will include for points for Health and Wellbeing elements at outstanding level.
New Campus: Birley Fields Targets
Towards Zero Carbon – Target Emission Rate - 58% improvement (14% past min 44%) in carbon emissions required by 2006. This will take into account changes in regulation due 2010 (-25%) and 2013 (44%) in Part L Building Regulations, to ensure buildings are completed that still surpass the minimum standard in 2014 Towards Zero Water – 75% net water in occupation past an agreed benchmark. Towards Zero Waste – 30% net waste in construction, a commitment to the 6 Construction Commitments as set out by WRAP. Waste Facilities that ensure a minimum of 60% recycling target is met in operation
All policies and procedures communicated to stakeholders (e.g. heating policy defining the temperatures at which office spaces are maintained) will be reviewed as part of the Eco-Campus scheme. Table 15 below shows examples of policies, which are currently in review. The CMP will be updated as further policies are identified.
Table 15. CMP Policy Alignment Plan Policy / Strategy / Procedure
Alignment Action Required
Review Date
Building Shutdown Procedures
Needs formalising
June 2010
Energy Policy
Needs formalising with particular reference to heating and lighting
Sept 2010
Waste Management Strategy & Procedures
Needs formalising / developing
Jan 2011
Green Travel Plan
Update to expand to include business travel
Jan 2011
ICTS Infrastructure Strategy
Needs energy demands writing in
Sept 2010
Sustainable Procurement Policy
Needs developing with procedures for departments
Dec 2010
Mechanical & Electrical Standard Specifications (A,B,C,D,E,Z) for New Builds
Updates to reflect developments in M&E practices and technologies (plus relevant legislation)
As requested by Capital Projects
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Programme Management of the CM Programme
In order for the Carbon Management Programme to succeed, a good governance structure and delivery team needs to be in place, with responsibilities, contingencies and monitoring and reporting lines clearly defined.
7.1
The Sustainability Investment Board
Delivery of the CMP is governed by the Sustainability Investment Board (SIB) as part of its role to direct the implementation of the MMU Environmental Sustainability Strategy, oversee its progress, set key milestones and publicly report environmental sustainability performance. The aims of SIB are: To support MMU Strategic objectives in general and support improvement within Objective 29 ‘A Green University’ To provide a framework for implementing the University’s Environmental Sustainability Strategy and reporting to Executive/Directorate/Board of Governors To agree MMU’s environmental KPIs, set targets and agree milestones To approve sustainability initiatives in support of the Strategy Ensure alignment of the Strategy with MMU Masterplan and built estate Act as a sounding board for new University environmental Policies. Monitoring the progress and performance Delivery of the CMP is listed as one of the SIB’s Key Tasks. The SIB meets on a bimonthly basis and has a membership of: Name
Role
Professor Kevin Bonnett
DVC Student Experience (Chair)
Residing President
President MMU Student Union
Mary Heaney
Director of Services (CMP Sponsor)
Heather Wilson
Director of Facilities
Richard Cartwright
Director Capital Projects
Dr John Hindley
Environmental Sustainability Manager
Sam Pickles
Carbon Reduction Manager
Anthony Fosbrook
Finance Representative
Ian Cook
ICTS Manager
Arwyn Evans
Head of Procurement
Alexander Thorley
Director of Student & Academic Services
Ros Howell
Sustainable Curriculum
At each meeting, the Environmental Sustainability Manager provides a progress update on delivery of the Environmental Sustainability Strategy and Projects. SIB communicates with stakeholders through a variety of routes, but crucially SIB provides written reports to Directorate quarterly, Board of Governors (Estates & Services Advisory Group) biannually and publicly in the Annual Environmental Sustainability Report. Carbon Management metrics feature heavily in the SIB Key Performance Indicator Dashboard, ensuring clear communication of headline progress to all stakeholders.
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The Carbon Management Team – delivering the projects
Delivery of the Carbon Management Plan requires a multidisciplinary team from across the university. The core team is set out below, but to make the plan a success many other individuals will be involved in directly delivering projects and everyone in the university has a role to playing in cutting emissions.
Name
Position
Role
Mary Heaney
Director of Services
Heather Wilson
Director of Facilities
Programme Co-Sponsor
Sam Pickles
Carbon Reduction Manager
Programme Leader
John Hindley
Environmental Sustainability Manager
Reports progress to SIB
Anthony Fosbrook
Finance Officer
Finance Link
Sophie Leigh
Environment Team Coordinator
Communications & Data
Mike Price
Property Services (Maintenance Manager)
Salix Projects & Opportunities
Mike Neary
Engineer
Carbon Reduction Projects
Richard Cartwright
Director Capital Projects
Estates Consolidation Projects
Sean Harradine
ICTS Infrastructure Manager
ICTS Projects
Amanda Norris
Waste & Recycling Manager
Waste Projects & Data
Ian Goodwin
Travel Plan Manager
Transport Projects & Data
Programme Sponsor Reports Progress to ESAG and BoG
The Carbon Management team will meet every 6 months (or as required) to: Monitor and progress with implementing projects Run workshops to identify and develop new opportunities Review and update the Implementation Plan on an annual basis Monitor the emissions footprint Improve data collection Waste and Transport team members are included as it is intended to broaden the strategic themes of this plan to include these areas future years.
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Succession planning for key roles
To ensure that delivery of the CMP continues if key individuals leave post: The role of Project Leader has been secured by writing delivery of the CMP into the Carbon Reduction Manager’s job description as a key responsibility. Monitoring the progress and performance Delivery of the CMP is listed as one of the SIB’s Key Tasks. This includes appointment of a new Programme Sponsor if required. Data collection sources, methods and key contacts have been written into the emissions baseline tool to ensure they are easily and consistently replicable. All Revolving Green Fund projects have a project file including contact project manager. The Carbon Trust operates to provide long-term assistance to deliver carbon savings through the implementation of this carbon management plan. If at any time, key staff change in roles or responsibilities and new staff become responsible for elements of this implementation plan, then please inform the Carbon Trust. The Carbon Trust would be pleased to brief and inform new staff on the carbon management process and keep them up to date with carbon management development within the HE sector.
7.4
Annual Progress Review
The CMP is designed to be a living document and a framework for action, developing: in response to progress made towards the target; changes in the drivers set out in section 2.1; as the scope of the footprint expand; and as new opportunities are identified. As such, there is a clear need to monitor the success of the CMP and review its content on a regular basis. Bi-monthly reports will be made to the Sustainability Investment Board. 6 monthly reports will be present to Board of Governors Estate Services Advisory Group. The first annual progress review will be undertaken in May 2011 by the Carbon Management Team. The review findings will be presented to SIB along with suggestions for updates to the CMP. Annual reviews will be considered by the Board of Governors. The review will also provide a range of metrics that will contribute to the Key Performance Indicator Dashboard reported in the MMU Annual Environmental Sustainability Report. A selection are presented below. The full dashboard goes into more detail and includes performance of new build, changes to Display Energy Certificate ratings and a breakdown of transport emissions and waste streams.
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Appendix A: Carbon Management Matrix - Embedding DATA MANAGEMENT
COMMUNICATION & TRAINING
FINANCE & INVESTMENT
PROCUREMENT
MONITORING & EVALUATION
CM is full-time responsibility of a few people CM integrated in responsibilities of senior managers VC support Part of all job descriptions
Quarterly collation of CO2 emissions for all sources Data externally verified M&T in place for: Buildings Waste
All staff & students given formalised CM: Induction Training Plan Communications CM matters regularly communicated to: External community Key partners
Granular & effective financing mechanisms for CM projects Finance representation on CM Team Robust task management mechanism Ring-fenced fund for carbon reduction initiatives
Senior purchasers consult & adhere to ICLEI’s Procura+ manual & principles Sustainability comprehensively integrated in tendering criteria Whole life costing Area-wide procurement
Senior management review CM process Core team regularly reviews CM progress Published externally on website Visible board level review
CM is full-time responsibility of an individual CM integrated in to responsibilities of department managers, not all staff
Annual collation of CO2 emissions for: Buildings Transport waste Data internally reviewed
All staff & students given CM: Induction Communications CM communicated to: External community Key partners
Regular financing for CM projects Some external financing Sufficient task management mechanism
Environmental demands incorporated in tendering Familiarity with Procura+ Joint procuring between HEIs or with LAs.
Core team regularly reviews CM progress: Actions Profile & Targets New opportunities quantification
3
Draft policy Climate Change reference
CM is part-time responsibility of a few people CM responsibility of department champions
Collation of CO2 emissions for limited scope i.e. buildings only
Environmental / energy group(s) give ad hoc: Training Communications
Ad hoc financing for CM projects Limited task management No allocated resource
Whole life costing occasionally employed Some pooling of environmental expertise
CM team review aspects including: Policies / Strategies Targets Action Plans
2
No policy Climate Change aspiration
CM is part-time responsibility of an individual No departmental champions
No CO2 emissions data compiled Energy data compiled on a regular basis
Regular poster/awareness campaigns Staff & students given ad hoc CM: Communications
Ad hoc financing for CM related projects Limited task coordination resources
Green criteria occasionally considered Products considered in isolation
Ad hoc reviews of CM actions progress
No policy No Climate Change reference
No CM responsibility designation
Not compiled: CO2 emissions Estimated billing
No communication or training
No internal financing or funding for CM related projects
No Green consideration No life cycle costing
No CM monitoring
POLICY
RESPONSIBILITY
SMART Targets signed off Action plan contains clear goals & regular
5 BEST
progress reviews Strategy launched internally & to community SMART Targets developed but not implemented
4
1 Worst
Assessment of extent to which carbon management is already embedded at MMU
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Appendix B: Revolving Green Fund 10 Year Accounting Model
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Appendix C: Summary of Revolving Green Fund Projects: Detailed project files for each RGF project are available from the Environment Team.
Project Type
Cost £ 000’s
CO2e Savings Tonnes 000’s
Inverters (motor control)
13.5
22.4
Building Mgt System & Heating Controls
52.5
69.8
PC Shutdown Software
46.5
285
Loft Insulation
49.3
99.4
Pipe Insulation
9.4
57.1
Lighting upgrades and Controls
40.1
50.9
Voltage Reduction
22.3
27.9
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