Thames Valley Police Carbon Management Plan

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1 Thames Valley Police Carbon Management Plan Date: 20 th February 2015 Version number: Owner: Approval route: Approval status: V5 Francis Habgood (Deputy Chief Constable) Business Support Programme Board Approved

2 Contents Management Summary 1. Introduction 4 2. Carbon Management Strategy Context and Drivers for Effective Carbon Management 2.2 Strategic Themes 2.3 Targets and Objectives 3. Emissions Baseline and Progress to Date Scope 3.2 Baseline 3.3 Projections and Value at Stake 3.4 Progress to date 4. Carbon Management Plan Financing Carbon Management Financing Strategy 4.2 Assumptions 5. Programme Management of Carbon Reduction Initiatives The Programme Board strategic ownership and oversight 5.2 The Environmental Management Group 5.3 The Property Services Carbon Management Working Group 5.4 Ongoing stakeholder management 5.5 Annual progress review Appendix A: Carbon Management Impementation Plan 18 e e C h e c k p o i n t f o r P r o j e c t Page 2 L e a d e r a f

3 Foreword from Deputy Chief Constable (Sponsor) As a police force and responsible organisation we not only have a duty to deal with the crime and anti-social behaviour that affects the Thames Valley communities, but also to protect the environment in which we all live and work. We have developed this Carbon Management Plan building on the work we have undertaken as part of our plan. This new plan commits us to further reductions in our carbon footprint and details our ambition to reduce our carbon emissions by a third over a ten year period. Reducing carbon emissions is not just about our commitment to the environment. The same processes we use to identify carbon emissions reduction will also identify and realise financial savings through improved efficiency in the running costs of our buildings and our transport (including operational vehicles and business travel). The actions outlined within this plan form part of the overall force efficiency plan to reduce waste and provide value for money. We have established a network of environment champions across Thames Valley Police who will assist in promoting awareness of the need to reduce our carbon emissions and energy costs, an area in which every police officer and staff member can play a positive part and make a real difference. As we move forward we will continue to consider sustainable methods of working which do not cause harm to the environment and reduce our carbon emissions year on year in line with Government directives and legislation. This will also ensure we continue to provide best value to the taxpayer by reducing or abating our future running costs as far as possible. Francis Habgood Deputy Chief Constable Thames Valley Police Page 3

4 1. Introduction Thames Valley Police is the largest non-metropolitan force in England and Wales, covering the counties of Berkshire, Buckinghamshire and Oxfordshire. It covers a population of 2.3 million people from diverse social, economic, cultural and religious backgrounds across both urban and rural geographical areas as well as 6 million annual visitors to the area. Thames Valley Police employs over 7500 officers and staff and is supported by over 1200 special constables and volunteers. The force has over 200 buildings, a fleet of over 1000 vehicles and has access to helicopters as a member of the National Police Air Service. Thames Valley Police acknowledges that climate change is a real and growing threat for countries, economies, and organisations in the public and private sector. By producing this Carbon Management Plan, TVP is taking a strategic view of carbon emissions, and is contributing to national commitments to reduce emissions of CO2. This plan sets out a vision for a lower carbon organisation, assessing where we are now and what needs to be done over the next five years to ensure we are on course to meet the 2019/20 carbon reduction targets. This plan builds on the achievements of the force first Carbon Management Plan ( ) which delivered a 10% reduction on carbon emissions over the first 4 years of the plan. This was achieved through a range on initiatives including: Improved insulation Voltage optimisation Photovoltaic cells LED lighting Building management system improvements This plan has been endorsed by Anthony Stansfeld the Police and Crime Commissioner for Thames Valley. Page 4

5 2. Carbon Management Strategy Rather than a stand-alone concern, carbon management is recognised by TVP as a wholeorganisation issue where carbon reduction must be embedded within our decision making processes and strategic documents. This section outlines the context within which this plan has been developed, the influences driving us to become a low carbon organisation, and our strategy for achieving this. 2.1 Context and Drivers for Effective Carbon Management The Global and National Context Recognition that climate change is a reality and that change is required to both mitigate and adapt to its effects has increased substantially in recent years. Over the next 50 years the daily effects of climate change, the availability and price of fossil fuels, environmental regulation and new technologies will fundamentally change the supply and use of energy, and make the emission of greenhouse gases one of society s key concerns. Predicted temperature rises, droughts and flooding will affect people s health and wellbeing and as an organisation responding to emergencies we need to prepare for this. Even though nations are taking action now to reduce greenhouse gases the assumption is that this will not stop current warming trends due to the gases that have already been emitted. Greenhouse gases, 88% of which in the UK is carbon dioxide (CO 2 ), are largely caused by human activity particularly the burning of fossil fuels for energy generation. Based on current trends, global emissions could reach double pre-industrial levels by 2035, causing a global temperature rise of over 2ºC and increasing extreme weather events. Longer term there could be a 50% chance that the temperature rise will exceed 5ºC. This would be the equivalent to the change in average temperature from the last ice age to today and will result in catastrophic changes to our climate, world economy and society as a whole. In 2008 the UK became the first country to introduce a long-term legally binding framework specifically aimed at tackling the dangers of climate change. The Climate Change Act puts into statute the UK s targets to reduce carbon dioxide emissions by at least 80% by 2050, against at 1990 baseline. It also requires five-year carbon budgets to be in place, monitoring and limiting annual carbon emissions. Finance TVP s annual energy bill is around 2.7M and the vehicle fuel bill is approximately 3.9M. The main driver for the immediate future is to save money by reducing energy costs. Like many other public sector bodies the police service is identifying efficiency savings to manage the significant reductions in funding that have occurred and will continue in future years. We recognise that the potential for reducing energy and fuel costs affords a good opportunity to assist in achieving these necessary reductions. Page 5

6 Legislative Drivers Thames Valley Police, like all public sector organisations, is also subject to increasing climate change-driven regulation. The Energy Performance of Buildings Directive requires Energy Performance Certificates (EPCs) and Display Energy Certificates (DECs) to be produced for a number of buildings. All new buildings require an EPC along with any building where Feed in Tariffs or Renewable Heat Incentives are being claimed. All public sector buildings with a total floor area over 500m², and which have public access, are required to display a DEC in a prominent place clearly visible to the public. For TVP this means the number of DECs required is 32. With this brings increasing costs of compliance and raises the reputational bar as building energy performance is made more transparent and prominent. The Carbon Reduction Commitment (CRC) requires TVP to monitor, assess and manage carbon emissions throughout the year. These have to be reported annually to the Environment Agency and credits have to be purchased for every tonne of CO2 emitted. For Thames Valley Police the credits cost in the region of 190,000 per year. This provides a significant financial incentive for proactively reducing the force s carbon emissions. Community Leadership There is a Government expectation that public sector organisations such as Thames Valley Police will lead by example on climate change within the communities they serve by reducing their own carbon related emissions. With increasing frequency we are seeing on the news reports of extreme and adverse weather conditions. Locally we have experienced unusually prolonged snow conditions and flooding, which have directly impacted on operational duties. There is the potential that such extremes of weather may become more commonplace and be a more regular burden on our limited resources. The UK has already achieved a significant reduction in carbon emissions and the Government will continue to introduce initiatives for further reductions. We face a challenging future and it is crucial that Thames Valley Police make an important contribution through this strategy. Our Low Carbon Vision Thames Valley Police is committed to minimising carbon emissions associated with its activities, and to active engagement with its staff to establish a culture to reduce emissions and associated cost in our building estate and vehicle fleet. Page 6

7 2.2 Strategic Themes The activities that TVP will undertake to achieve its low carbon vision can be broadly grouped into seven strategic themes: 1. Leadership and Management Carbon reduction will be led by senior management and will be embedded across the organisation through the alignment of policies, management practices and procedures in support of the low carbon vision. 2. Data Management Thames Valley Police now uses a single database for all utility data. The system collects and verifies billing and allows detailed monitoring and analysis of the data. This is improving the timeliness, accuracy and usefulness of data enabling: - assessment of business cases for technical energy reduction measures; - provision of an information base for targeted communication to stakeholders on progress towards carbon reduction targets; and - transparency of reporting. This system will be used to identify areas of poor performance and to assess the effectiveness of installed energy reduction solutions. 3. Building Infrastructure Improvements The programme of energy reviews of buildings will continue in order to identify opportunities to reduce carbon emissions by considering how energy demand can be reduced (e.g. through zoning) and assessing opportunities to adopt zero and low carbon technologies through investments in technical measures. 4. Building Management Systems (BMS) The BMS in buildings will be managed to ensure that heating, cooling, and ventilation systems are run in an efficient and economic manner and can be monitored and controlled remotely as well as locally. Where appropriate in certain buildings BMS will be improved or expanded. 5. Thames Valley Police Fleet The current programme of migration to more fuel efficient/low carbon emission vehicles will continue. It is intended to install Telematics (black box device to collect data on the vehicle and how it is driven) to the blue light response fleet which, in conjunction with education of drivers in principles of smarter driving, will modify driver behaviour and improve the fuel efficiency of the vehicles. 6. Mileage Page 7

8 We will reduce carbon emissions from vehicles other than those in the fleet. This includes emissions resulting from business miles which will be achieved by using video and telephone conferencing more effectively, and encouraging greater use of public transport options. The Workplace Travel Strategy and the Travel & Vehicle Use policy are intended to identify means of reducing our carbon footprint in respect of business and commuter miles. 7. Communications supporting a low-carbon culture Regular and relevant communications to support a transition to a low carbon culture across the force will continue. The Carbon Management Communication Plan will ensure controls are in place to support the communication and implementation of the CMP so it is effectively managed. Awareness and promotion about TVP s CMP and commitment to a reduction in carbon emissions is key part of the Communication Plan and essential to make staff aware of their environmental responsibilities as an employee. A low carbon culture will also be supported by the Environmental Champions Network. The champions will receive regular communication including graphical data from the utilities database. 2.3 Targets and Objectives Thames Valley Police has set the following carbon reduction ambition: A reduction in CO 2 emissions of 33% by the end of from levels. emissions from police operations and activities by 30% by from levels. In order to achieve this target, carbon reduction must be embedded within our decision making processes. This includes the 10% achieved between 2009/10 and 2013/14. All annual emissions are measured over the financial year, running from 1 st April to 31 st March and will be stated in terms of tonnes of carbon dioxide equivalent (tco2e). Objectives The following supporting objectives have also been set: 1. The force will raise awareness of carbon management at both strategic and operational levels across the organisation and will publish an annual report on carbon reduction progress to date. 2. Carbon management will be embedded and aligned with all policies and strategies. 3. Regular analysis and dissemination of energy, carbon and cost data will be established. Page 8

9 4. All existing infrastructure will be assessed for carbon reduction potential and carbon reduction considerations will be incorporated, where affordable, in all new build and major refurbishment projects. This will involve embedding a challenge culture within Property Services and will involve a whole life cost approach to investment decision making. 5. Post implementation reviews will be conducted on new reduction initiatives to confirm the validity of their use e.g. photovoltaic cells, bi-mass boilers. 6. The Environmental-Champions network will be re-launched, establishing itself as core channel for carbon reduction communications. 7. Internal and external funding for carbon reduction investment will be actively sought and considered by the organisation. Page 9

10 3. Emissions Baseline and Progress to Date This section illustrates our existing carbon footprint and our projections for future performance. 3.1 Scope To effectively reduce our carbon footprint it is essential to produce an accurate baseline in order to fully understand what the current position is. The baseline data for the force s first carbon management plan ( ) consisted of all emissions from: Buildings (included in CRC returns) Fleet operations Business travel Air Support (Helicopter operations) In October 2012 the National Police Air Service was setup and it was no longer possible to obtain carbon emission data and so the baseline was adjusted and the air support emissions were removed. 3.2 Baseline The revised baseline, after the removal of the Air Support emissions, for TVP s Carbon Management Plans is: In 2009/2010 Thames Valley Police was responsible for the emission of 25,926 tonnes of CO 2. ve committed to reduce CO 2 emissions from police operations and activities by 30% by from levels. In order to achieve this target, carbon reduction must be embedded within our decision making processes. Page 10

11 3.3 Progress to date The annual carbon emissions as defined in scope are plotted below for each year along with the straight line reduction target. 30,000 Annual Carbon Emissions - Raw Data 2009/ /15 25,000 20,000 15,000 Transport Buildings Target ,000 5, / / / / / /15 This shows considerable year on year variation in emissions from buildings. This variation in carbon emissions from buildings needs to be placed in context with the general weather conditions for each year as external temperatures can have a very significant and sometimes dramatic effect on annual energy consumption of buildings. To accurately compare energy performance year on year it is necessary to apply a weather correction factor. Heating degree day data is an industry standard measure of the severity and duration of cold weather it is a measure of how much the average temperature on a particular day is below a base temperature (usually taken as 15.5 C). To get an annual figure all positive degree day values are summed for each day of the year. The annual degree day data for the Thames Valley region is shown below: Heating Degree Days 2009/ Variation from % Variation from / % 2011/ % 2012/ % 2013/ % Page 11

12 Annual Emmissions ( Carbon Management Plan This data clearly shows that the winter in 2012/13 was significantly colder than the baseline year 2009/10. A weather correction factor has therefore been applied to normalise all building emissions to the 2009/10 baseline weather conditions. The methodology used is based on that defined in the BRE (Building Research Establishment) paper Commitment to reduce carbon emissions on the Government Estate by 10% - weather correction methodology 1. The raw and adjusted annual carbon emissions are plotted below for each year along with the straight line reduction target and line of best fit for the adjusted values. 30,000 Annual Carbon Emissions - Adjusted 2009/ /15 25,000 20,000 15,000 Actual Total Adjusted Target Best Fit 10,000 5, / / / / / /15 To meet the straight line target reduction for 2013/14 would have required a 24% reduction in emissions whilst the best fit line indicates a reduction of approximately 10%. The shortfall in reductions is due to an under estimation of the complexities of the technical work involved in rolling out innovative solutions which in part was due to our lack of previous experience in these technologies. This is particularly true for the installation of voltage optimisation equipment, updating the building management systems to allow appropriate control of heating/cooling/ventilation systems, and the introduction of fleet telematics. Therefore although substantial reductions have been achieved there is still significant further work to do. 1 Page 12

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14 3.4 Target Reduction An overall reduction target for CO 2 emissions of 33% at the end of 2019/20 compared to the baseline figure in 2009/10 has been set. The progress to date and new target are shown in the graph below: 30,000 Annual Carbon Emissions and Targets 25,000 20,000 15,000 Total Adjusted Total Target New Target ,000 5, Page 14

15 4. Carbon Management Plan Financing The Government have indicated that the current financial climate requires substantial savings to be made across the public sector and further funding reductions for the Police Service are expected. It is therefore essential that all efficiencies identified through this carbon management plan not only carry benefits for the environment but also realise financial savings. 4.1 Carbon Management Financing Strategy This financial strategy sets out when and how Thames Valley Police will invest in carbon reduction initiatives. TVP is striving to become a leading example of a responsible organisation in relation to carbon reduction but this can only be achieved in the knowledge of the current economic climate and the very severe cuts the organisation has faced and continues to face over the coming years. Ensuring the validity of invest to save options is therefore crucial to an affordable carbon reduction strategy. Investment in carbon reduction programmes is only viable if there are real measurable savings in the carbon footprint of TVP resulting in real cash savings for the organisation. Carbon reduction and cash savings should go hand in hand to achieve the aims of TVP. Carbon reduction projects will only receive funding where the business case: - has measurable carbon reductions. reduces the risk of penalties under CRC. indicates an appropriate cash payback period. For equipment with a life span of 5-10 years a payback of a maximum of 3 years will be required. This can be extended for items with longer life spans e.g. photovoltaic cells. A broader whole life cost approach should also be considered for investment decisions. does not conflict or detract from the strategic objectives of the force. has the approval of the CCMT and the PCC. External funding opportunities will be actively sought for specific reduction initiatives. These could include renewable energy grants, STOR (Short Term Operating Reserve payments for using generators at peak times of demand), and RE:FIT (Local Partnership scheme to assist public bodies reduce carbon emissions). 4.2 Assumptions Assumption 1 - the current financial scenario of cuts in Police Service budgets looks set to continue over the near to medium term. Assumption 2 - energy and fuel prices have risen steeply over the past 5 years or so and there is no reason to expect this will not continue unabated over the next 5 years. Therefore all targets and reports are based on CO² emissions and not costs. Assumption 3 projects requiring capital investment will be carefully costed and scoped to ensure opportunities for savings are fully realised. Page 15

16 5. Programme Management of Carbon Reduction Initiatives In order to achieve success and take maximum benefit from opportunities available it is crucial to have continued strategic buy in, to effectively communicate the aims and objectives of the programme, provide an oversight of the Plan and facilitate removal of any barriers and blockages encountered. The figure below outlines the governance structure for carbon management. 5.1 The Programme Board strategic ownership and oversight Strategic oversight and ownership of carbon management is provided by the Strategic Estates Group. The group normally meets on a 4 monthly basis and comprises the following key stakeholders: - o o o o o o Francis Habgood Deputy Chief Constable (Chair and Sponsor) Linda Waters Director of Finance David Griffin Head of Property Services Peter Smith Strategic Estates Manager Danny Clarke - Capital Schemes Manager Hugh Morris Capital Accountant Regular reports will be submitted by the Project Lead to the group for consideration including; performance data showing progress towards meeting our targets, newly identified energy saving Page 16

17 Influence Impact Carbon Management Plan projects for approval and any blockages and/or barriers to progress for which assistance is required. 5.2 The Environmental Management Group The Environmental Management Group (EMG) is facilitated by the Head of Health, Safety & Environment and meets quarterly. The EMG acts as a focal point and reporting line for all aspects of the carbon management plan and is the conduit for reporting to the Force Health, Safety and Environment Committee. 5.3 The Property Services Carbon Reduction Working Group The Property Services Carbon Reduction Working Group is chaired by the Energy Manager and is charged with identifying building related energy saving projects and delivering on those projects to achieve maximum benefit to Thames Valley Police. 5.4 Ongoing Stakeholder Management The effective management of stakeholder involvement will ensure that appropriate progress is made in accordance with the aims and objectives of this Plan. Key stakeholders are illustrated below. Individual or Group Their interest or issues Francis Habgood H H Project Sponsor and Chair of Programme Board Decision maker Linda Waters H H Director of Finance Providing input on budgets and expenditure David Griffin H M Head of Property Services Providing input on all buildings issues Dave McDonald H H Fleet Operations Manager Providing input for fleet issues Mike Underwood H H Facilities Support Services Manager Overall management of the CMP Neil Wickham H H Energy Manager Providing input on all energy matters including CRC Chairing the Property Service Carbon Management Working Group Philip Paling M M Head of Health, Safety and Environment Chairs Environmental Management Group Danny Clarke M H Capital Schemes Manager Jeff Hewitt M M Maintenance Manager Responsible for oversight of all major building projects Responsible for maintenance of all mechanical and electrical equipment and building fabric. Influence: the level of influence on the successful outcome of the Programme - High (H), Medium (M) or Low (L) Page 17

18 Impact: the level of impact that the Project will have on the person or group - High (H), Medium (M) or Low (L) 5.5 Annual progress review An annual report illustrating energy performance data and showing progress towards the achievement of carbon emission reduction targets will be presented to the Chief Constables Management Team and the Police and Crime Commissioner as at the end of each financial year. This is in addition to the periodic reports, outlined at section 5.1 to the Strategic Estates Group on progress made with all identified energy savings projects. Page 18

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20 Thames Valley Police Carbon Management Plan Carbon Management Implementation Plan Ref No. Action Responsible Target Timing Output/Outcome 1 Leadership & Management 1.1 Ensure carbon and energy reduction are key factors in Force level decision making Head of Property Services 1.2 Review of Energy Strategy. Energy Manager 1.3 Review Heating, Cooling and Ventilation Standard. 1.4 Review of CMP delivery/reporting/accountability structure and arrangements. Energy Manager 03/16 To ensure force takes CMP into account in its decision making process. 03/16 To ensure strategy aligns with CMP and Force priorities. 03/16 To ensure standard aligns with CMP and Force priorities. FSSM 06/15 To ensure appropriate structures are in place to deliver the overall objectives of the CMP. 2 Data Management 2.1 Develop process and measures for monitoring energy usage at large sites taking into account floor area and/or staff numbers to allow robust comparisons and areas of inefficiency. Energy Manager 03/16 To ensure poor performing buildings can be identified so that appropriate action can be undertaken. 2.2 Develop a process for the provision of data tailored to individual requirements Energy Manager, finance, Facilities Managers, and Environmental Champions etc. Energy Manager 03/16 This will improve budget monitoring, day to day management, and general staff awareness. Page 20

21 Thames Valley Police Carbon Management Plan Ref No. Action Responsible Target Timing Output/Outcome 2.3 Use detailed data, including degree day data, to conduct post implementation reviews to validate energy reduction projects. 3 Building Infrastructure Improvements Energy Manager 03/16 To ensure projects are reviewed and verified so that successful projects can be repeated and unsuccessful projects are modified or removed as options completely. 3.1 Continue the programme of energy / environmental surveys to all appropriate TVP buildings over 500m². To be undertaken over 2 year period. Energy Manager 03/16 03/17 Identification of actions specific to each building. 3.2 Complete review of Property Services standard specification ensuring energy efficiency is considered and incorporated. (Involving Energy Manager, Capital, Maintenance, and Facilities) 3.3 Ensure all CMP objectives are incorporated into all building/m&e specifications (critical for major maintenance works, refurbishments, new fit-outs, and new build projects). 4 Building Management Systems 4.1 Complete development of central server ensuring definition of access levels and ease of use for facilities staff. Project Liaison Officer (Nigel Heinrich) Maintenance Manager / Capital Schemes Manager Energy Manager 09/15 To ensure all projects are using energy efficient designs and products. 06/15 To ensure all projects are using energy efficient designs and products. 06/15 This will allow al Property Services staff simple and easy to use access to BMS in order to evaluate problems and make adjustments to systems. 4.2 Ensure BMS across the force are working as designed. Senior Mechanical Engineer Ongoing To ensure the efficiency of plant and equipment that is in place. Page 21

22 Thames Valley Police Carbon Management Plan Ref No. Action Responsible Target Timing Output/Outcome 4.3 Updates/improvements to individual BMS as opportunities identified. Energy Manager Ongoing To improve the energy efficiency of plant and equipment. 5 Fleet 5.1 Implement Telematics across fleet. Fleet Operations Manager 03/16 To modify driver behaviour and improve the fuel efficiency of the vehicles. 5.2 Review options for use of electric vehicles. Fleet Operations Manager 6 Mileage Ongoing To improve the efficiency of the fleet. 6.1 Evaluate HQ North pool car (CABS) pilot and where appropriate roll out across force. 6.2 Continue to develop travel options information and monitor current travel plans. 6.3 Continue to develop and promote telephone and video conferencing as part of Smarter Ways of Working (SWOW). 7 Communications Finance 06/15 Evaluation to include reduction in total mileage due to car sharing etc. Sustainability & Environmental Coordinator Ongoing Reduction in business and personal travel so as to reduce emissions. SWOW Group Ongoing Reduction in business mileage. 7.1 Monitor CMP communications plan to ensure designated individuals complete actions as specified. Sustainability & Environmental Coordinator Ongoing Improve energy awareness across force. 7.2 Re-launch Environmental Champions. Head of HS&E / Sustainability & Environmental Coordinator 12/15 Improve local management of environmental issues and communications. Page 22

23 Thames Valley Police Carbon Management Plan Ref No. Action Responsible Target Timing Output/Outcome 7.3 Review methods for improving environmental awareness of all officers and staff (awareness training, handbook, intranet etc). Head of HS&E Sustainability & Environmental Coordinator Ongoing Improve environmental and energy awareness across force. Page 23

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