Edge Hill University Carbon Management Programme. Carbon Management Plan (CMP) working with

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1 Edge Hill University Carbon Management Programme Carbon Management Plan (CMP) working with

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3 Edge Hill University Carbon Management Programme Carbon Management Plan (CMP) working with

4 Edge Hill University 2011 You may reproduce this material, free of charge, in any format or medium without specific permission, provided you are not reproducing it for financial or material gain. You must reproduce the material accurately and not use it in a misleading context. If you are republishing the material or issuing it to others, you must acknowledge its source, copyright status and date of publication. While great care has been taken to ensure that the information in this publication is accurate at the time of publication, we accept no responsibility for any errors or omissions. Where a specific product is referred to in this publication, no recommendation or endorsement of that product by Edge HIll University is intended, nor should it be inferred. First Published: March 2011 Further copies may be obtained from: Sustainability Durning Centre Edge Hill University St Helens Road, Ormskirk Lancashire, L39 4QP, UK

5 Contents Contents List of Figures 2 List of Tables 2 Foreword from Pro Vice-Chancellor Steve Igoe 4 Foreword from The Carbon Trust 5 Management Summary 7 1. Introduction Carbon Management Strategy Context and Drivers for Carbon Management Strategic Themes Targets and Objectives Emissions Baseline and Projections Scope Baseline Projections and Value at Stake Carbon Management Projects Existing Projects Planned / Funded Projects Near Term Projects Medium to Long Term Projects Non-Technical Initiatives Scope 3 Projects Projected Achievement Towards Target Carbon Management Plan Financing Assumptions Benefits / Savings Quantified and Un-Quantified Additional Resources Financial Costs and Sources of Funding Actions to Embed Carbon Management in Edge Hill University Policy Embedding CO 2 Saving Responsibility Data Management Communication and Training Procurement Engaging Suppliers Monitoring and Evaluation Keeping Track of Progress Programme Management of the CM Programme The Programme Board Strategic Ownership and Oversight The Carbon Management Team Delivering the Projects Continuity Planning for Key Roles Ongoing Stakeholder Management Annual Progress Review to Senior Management Team 34 Appendix A: Carbon Management Matrix Embedding 36 Appendix B: Definition Of Projects 37 Appendix C: Role Description Sustainability Champion (Graduwatt) 65 Appendix D: Summary of Environmental Management Strategy ( ) 67 Carbon Management Plan (CMP)

6 Edge Hill University List of Figures Figure 3.1 Summary of all 2008/09 Carbon Emissions 14 Figure 3.2 BAU vs. Target tonnes CO 2 16 Figure 3.3 BAU vs. Target Costs 16 Figure 3.4 Summary of Emissions and Targets from 2005 to Figure 4.1 Target and Identified Projects Set Against BAU 24 List of Tables Table 1.1 List of notable actions undertaken at Edge Hill 10 Table 3.1 Total emissions for all scopes in 2008/09 15 Table 3.2 Total emissions for scopes 1 and /09 15 Table 3.3 Total emissions for scopes 1 and /06 16 Table 4.1 Completed Projects 19 Table 4.2 Funded Projects 20 Table 4.3 Near Term Projects 20 Table 4.4 Medium to Long Term Projects 23 Table 4.5 Non-Technical Initiatives 23 Table 4.6 Scope 3 Projects 24 Table 5.1 Summary of Potential Cost and Carbon Savings Compared to 2008/09 Baseline 25 Table 5.2 Details of Capital Costs 26 Table 6.1 Awareness Calendar 29 Table 7.1 Composition of the Carbon Management Board 31 Table 7.2 Carbon Management Team Members 32 Table 7.3 Stakeholder Management Summary 33 2 Carbon Management Plan (CMP)

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8 Edge Hill University Foreword from Pro Vice-Chancellor, Steve Igoe In 2010, Edge Hill University celebrated 125 years as a high quality provider of Higher Education. From its inception, in St George s Hall, Liverpool in 1885, innovation and invention have been at the heart of what we do. More recently sustainability has taken an equally important role in the business we conduct and how we do so. As a significant provider of vocational graduates in the caring professions, our alumni are vital in creating and enhancing sustainable communities. Over recent years the success of the University has enabled it to enhance its leadership role in sustainable development, particularly in the way it addresses sustainability issues in the development of its campus infrastructure. Our Faculty of Health Building was adjudged the winner of the RICS North West Awards 2009 in the sustainability category. The University was also delighted to win the award recognising outstanding leadership through significant energy and CO 2 emissions savings from business operations at the inaugural Environment Agency Awards Steve Igoe Pro Vice-Chancellor (Resources) Edge Hill University All of this underlines the University s commitment, drive and enthusiasm, to take a leadership role both at regional and national level in developing a truly sustainable organisation for the next decade and beyond. We are delighted to be part of the current Carbon Management Programme and look forward to capturing and disseminating the undoubted benefits that will flow from our work in this area for many years to come. 4 Carbon Management Plan (CMP)

9 Foreword Foreword from Richard Rugg, of the Carbon Trust Cutting carbon emissions as part of the fight against climate change should be a key priority for Universities and Colleges - it's all about getting your own house in order and leading by example. The UK Government has identified the Higher Education sector as key to delivering carbon reduction across the UK in line with the Climate Change Act targets, and the HE Carbon Management Programme is designed in response to this. It assists Higher Education institutions in saving money on energy and putting it to better use elsewhere, whilst making a positive contribution to the environment by lowering carbon emissions. Edge Hill University partnered with the Carbon Trust on this ambitious programme in 2010 in order to realise substantial carbon and cost savings. This Carbon Management Plan commits the University to a target of reducing CO 2 by 6% by 2013/14 in absolute terms, and 27% over a business as usual scenario. It also underpins potential financial savings to the institution of around 235,000 per year by that date. Richard Rugg Head of Public Sector, Carbon Trust There are those that can and those that do. Universities can contribute significantly to reducing CO 2 emissions. The Carbon Trust is very proud to support Edge Hill University in their ongoing implementation of carbon management. Carbon Management Plan (CMP)

10 Edge Hill University 6 Carbon Management Plan (CMP)

11 Edge Hill University Summary Management Summary The objectives of the Higher Education Carbon Management (HECM) process are to: Change the current practices of the University, taking a whole-organisation approach so that, over the short to medium term, carbon reduction becomes embedded in management decision making across the full range of the University s operations; and To undertake a series of interventions and projects that will lead directly to measurable emissions reduction. This Carbon Management Plan (CMP) defines the steps that Edge Hill University will take to achieve these outcomes, by specifying and timetabling key actions that are credible and adequately resourced and have clear responsibilities allocated for implementation. These actions are not limited to specific technical interventions leading directly to emissions reduction but include the full range of management, policy and enabling actions that are required to embed carbon management in the strategic and operational policies and practices of the University. The CMP is intended to provide a practical and formal basis for implementing carbon emission reduction over the short to medium term. It is also intended to summarise the position Edge Hill University has reached at this stage in the carbon management process and set targets for the future. Strategic Drivers: Edge Hill University is committed to reducing its environmental impacts, and in recent years, has undertaken a number of sustainable initiatives from the implementation of an award winning Sustainable Travel Policy through to the development of the Faculty of Health building, which won the Royal Institute of Chartered Surveyors North West Award for Sustainability in The Carbon Management Board was established to evaluate the University s environmental impact and to coordinate solutions aimed at reducing it. The University has recently approved an Environmental Management Strategy ( ) that sets targets to reduce its environmental impact in ten different areas. In this plan, the University seeks to make the protection and enhancement of the environment integral in all that it does, continually improving its environmental performance wherever practicable. It is the Environmental Management Strategy that reinforces the primary goals of the Carbon Management Plan. University Growth: Edge Hill is one of the fastest growing Universities in the UK reflected in the 44% increase in student numbers (full time equivalents (FTE)) between 2005/06 and 2009/10. In order to accommodate the necessary growth in both student accommodation and teaching space, the University s building area has increased by 30% since 2005/06, of which 20% is since 2008/09. There are plans for this level of growth to continue until at least 2012 due to the development of the Student Hub and new sports facilities. Sustainability and carbon emission minimisation was a major consideration throughout the development process, resulting in a reduction from 550 to 501 kg CO 2 per FTE between 2005/6 and 2009/10. Baseline and Target Emissions: The carbon emissions baseline data for the University has been calculated using data from the 2008/09 academic year. The baseline data covers emissions from scope 1 and scope 2 activities that is emissions from combustion of gas and consumption of electricity on the main campus in Ormskirk, as well as from University-owned transport activities. Total carbon emissions from scopes 1 & 2 for the 2008/09 academic year were 6,566 tonnes CO 2 e. Efforts to reduce carbon are therefore regularly offset by the business need to increase space, equipment and campus residence. The target reductions attainable must reflect the 21% rise in emissions plus the anticipated 20% increase due to new development. Edge Hill University has therefore set challenging reduction targets against both the 2005/06 and 2008/09 baselines for scopes 1 & 2. Our contribution to the Higher Education Council for England (HECFE) reduction target is 5% to 2020 based on the 2005/06 baseline. The Carbon Management Plan target is set on the 2008/09 baseline and is 1,774 tonnes CO 2 e to 2013/14. This equates to a 27% reduction on the base year itself and 6% as an absolute target which includes the planned development. Carbon Management Plan (CMP)

12 Edge Hill University 2005/06 Baseline emissions (tonnes CO 2 ) 5, /09 Baseline emissions (tonnes CO 2 ) 6,566 BAU emissions (tonnes CO 2 ) to 2013/14 7,946 RES emissions (tonnes CO 2 ) to 2013/14 6,172 Cumulative saving on 2008/09 baseline (tonnes CO 2 ) 5,807 Value at Stake: Using the emissions baseline, two different consumption scenarios have been projected. The Business as Usual (BAU) scenario predicts the cost of emissions if no actions are taken to reduce carbon emissions. The Reduced CO 2 Emissions Scenario (RES) predicts the effect on cost and carbon emissions if emissions are reduced from the baseline. The total aggregated Value at Stake postulated from 2008/09 to 2013/14 in energy related costs is 910,000 and in carbon emissions is cumulative 5,807 tonnes of CO2e. Reduction Projects: In order to meet the target reduction in carbon emissions, a number of carbon saving projects and actions have been identified. Approximately thirty-eight potential projects for reducing scope 1 & 2 emissions have been identified. If all the projects are implemented, CO 2 emissions would be reduced by 1,428 tonnes by 2013/14 compared to the BAU scenario. Identified projects currently cover 80% of the Edge Hill reduction target. Edge Hill is confident in the fact that further projects will be identified and implemented over the next 5 years that will enable achievement of the 6% carbon reduction from the 2008/09 baseline. Sources of Funding: Approximately 275,000 of funding has been committed in 2010/11. This encompasses the sub-metering programme, awareness campaigns and PV installation. The total unsecured funding from 2012 to 2014 is 537,000 with savings predicted at 235,000. This funding includes the near and medium projects with paybacks less than 5 years, to long term projects with paybacks between five and ten years. The average payback period of the projects in the plan is 3.4 years. 8 Carbon Management Plan (CMP)

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14 Edge Hill University 1. Introduction Named after the district in Liverpool in which it was originally sited, Edge Hill College opened its doors on 24th January Initially offering teacher training to 41 students, Edge Hill has developed into one of the fastest growing Universities in the UK boasting a 44% increase in student numbers (full time equivalents (FTE)) between 2005/06 and 2009/10. The University has three faculties, Arts & Sciences, Education, and Health, which are situated on its main 160-acre site in Ormskirk, Lancashire. The campus now houses 1,046 residential students and 24 academic and support buildings. Sustainability has always been at the heart of the University s ethos, not only in the role of educator and community leader but also as a major employer and consumer of resources. The University has made great efforts to reduce its carbon footprint from the award winning Green Travel Plan in 2005 to designing and building new facilities of the highest quality, that incorporate a wide range of sustainable technologies whilst ensuring minimal operational and environmental impact. Table 1.1 identifies some of the major projects undertaken. Table 1.1 List of notable actions undertaken at Edge Hill 2004 Started Sustainable Urban Drainage System (SUDS) Green Travel Plan Faculty of Health incorporating Ground Source Heat Pumps, solar thermal and the innovative Green Wall to provide awareness New Business School incorporating solar thermal panels New residential accommodation incorporating mini CHP. Start of a rollout of Sun Ray 'Thin Client' Workstations commenced in Dec 2008 in the new Faculty of Health building Continued deployment of 'Thin Client' Workstations in new Business School Server consolidation and Vitalisation 2009/10 are ongoing 2010 New administration and IT building. Using heat reclaimed from the IT servers suite as a heat source for the underfloor heating system. Also includes solar photovoltaic and solar thermal panels. Working in partnership with the Carbon Trust has been instrumental in helping achieve these aims, not least in the development of the Faculty of Health, building which won the Royal Institute of Chartered Surveyors North West Award for Sustainability Carbon Management Plan (CMP)

15 Section 1. In order to minimise carbon emissions further, and to ensure Edge Hill plays its part in meeting the government s requirement to reduce carbon by 34% on 1990 baseline, the University has enrolled in the Carbon Trust 2010 Higher Education Carbon Management Programme (HECMP). The HECMP process consists of five stages: Step 1: Mobilise the organisation Step 2: Set baseline, forecast and targets Step 3: Identify and qualify options Step 4: Finalise Carbon Management Plan Step 5: Implement plan The first four steps are laid out within the HECMP programme and follow a pre-set timetable for attained objectives. Whilst the plan offers a system to identify technical projects on a holistic basis, Edge Hill has adopted a systematic approach to project identification by employing an Engineer with clearly defined role and responsibilities. This role has enabled projects to be identified on a building by building basis in order to ensure optimum project assessment. Stage five incorporates the implementation of the plan over the next five years. Carbon Management Plan (CMP)

16 Edge Hill University 2. Carbon Management Strategy The first formal interpretation of sustainable development was introduced in the Bruntland Report in This concept of providing for today whilst ensuring a positive legacy for future generations is fundamental to Edge Hill s culture and decision making. Using the three core elements of environmental, social and financial responsibility to direct its policies, the University strives to ensure its own legacy is positive for both the University and wider community. Carbon management is fundamental to these responsibilities. By limiting the use of fossil fuels it ensures fuel is available for future generations; reducing CO 2 emissions limits the potential impacts of climate change; and the savings achieved through reduced energy bills and reduced waste will be invested into the core business of education. 2.1 Context and Drivers for Carbon Management The UK Government is putting increasing pressure on the whole public sector to lead by example in cost saving and climate change mitigation through energy efficiency and emissions reduction. Action by the public sector will be critical to the achievement of the Government s climate change objectives. The Climate Change Act has a long term goal to reduce CO 2 emissions by 34% by 2020 and 80% by 2050 from a 1990 baseline to help the UK s transition to a low carbon economy. This has created a number of legislative drivers: Display Energy Certificates: From the 1st of October 2008 there is a legal requirement for all public sector buildings, with a total useful floor area of over 1,000m2, to show a Display Energy Certificate (DEC) in a prominent place, clearly visible to the public. Carbon Reduction Commitment: The Carbon Reduction Commitment (CRC) is a mandatory emission control scheme for organisations whose total electricity consumption is greater than 6,000MWh. If an organisation falls within the CRC scheme all electricity and fuel emissions are covered. The first phase of the plan charges 12/t CO 2, with all monies collected being retained for use to support public finances. If an organisation consumes between 3,000 and 6,000 MWh, an information disclosure will have to be made. Building Regulations, Part L: Building Regulations are increasingly steered toward reducing the requirement of lighting, heating and cooling for both domestic and non-domestic premises. The revised 2010 regulations require 25% less carbon emissions against Part L1A 2006 which is a 40% improvement over a dwelling build to the 2002 regulations. Capital funding for HEIs linked to carbon performance: HEFCE s 2008 and 2009 grant letters from the Secretary of State demand the establishment of a link between performance on carbon reduction and future capital allocations, leading to the requirement for Higher Education Institutions (HEIs) to set their own carbon reduction targets for 2020 and establish carbon reduction plans. Currently HEFCE are looking for reductions on scope 1 and scope 2 emissions only (related to site usage), set against a 2005 baseline. HEFCE also propose that HEIs commit to making reductions in scope 3 (indirect emissions) with plans to set targets against these emissions when more robust protocols are developed. Corporate branding: Students are becoming increasingly aware of environmental issues. The increasing engagement with carbon management and demonstrable results will provide an additional attraction to these students. Cost mitigation: measures to increase energy efficiency will reduce annual energy costs and manage the risk of volatile and rising energy prices. Energy and fuel costs have increased significantly since 2004 and this trend is not expected to change. 12 Carbon Management Plan (CMP)

17 Section Strategic Themes Health, Safety and Environmental Policy Statement (extract) To deliver and maximise performance improvements within safety and environmental management through creating the conditions for sustainable development Sustainability is woven into all policies and strategies adopted by Edge Hill. However it s the Environmental Management Strategy which reinforces the primary goals of the Carbon Management Plan. The Environmental Management Strategy ( ) sets objectives in nine different areas that will help Edge Hill reduce its environmental impact. In addition to each objective, measurable targets and time-bound actions are also defined. An annual report on progress against targets will be submitted as part of the Institutional Health, Safety & Environment Report. The Environmental Management Strategy ( ) sets out a requirement for: carbon reduction and conservation of natural resources through improved energy efficiency and the appropriate use of new technologies and practices. The strategy supports Carbon Management in the following areas. Appendix D provides a summary of objectives and targets. Environmental Management Systems Energy Management Transport Waste Management Water Community Involvement Procurement Construction and Refurbishment Emissions and Discharge 2.3 Targets and Objectives Edge Hill is one of the fastest growing Universities in the UK achieving a 44% increase in student numbers (full time equivalents (FTE)) between 2005/06 and 2009/10. Efforts to reduce carbon are therefore regularly offset by the consequential increase in space, equipment and campus residences. The campus building area has increased by 30% since 2005/06 of which 20% is since 2008/09. There are plans for this level of growth to continue until at least 2012 estimated at a further 21% rise in emissions. The target reductions attainable must reflect this growth. Therefore the 5% reduction to 2020 against the 2005 baseline for scopes 1 & 2 is challenging. Efforts to calculate scope 3 emissions have been made to be used as a guide and details of emissions are provided in section 3. Monitoring processes are currently being established but targets will not be set until robust monitoring practices have been embedded. Edge Hill will reduce the CO2 emissions from the 2005/06 baseline of 5601 tco 2 by 5%, by July 2020 for scope 1 & 2 activities. Interim milestone of 6% (1774 tco 2 ) reduction in emissions by July 2014 from the 2008/09 baseline of 6,566 tonnes. Scope 3 is being monitored from Carbon Management Plan (CMP)

18 Edge Hill University 3. Emissions Baseline and Projections 3.1 Scope In order to measure savings achieved, a baseline needs to be established. Information relating to the University s own buildings and fleet emissions is readily available (scope 1 and 2). Areas under scope 3 have not all been measured accurately in the past. In order to ensure these areas are addressed going forward estimations have been made for 2008/09. Due to the uncertainty of this data, scope 1 and 2 will be presented separately from scope 3. Targets for scope 3 will be set at a later date although projects to reduce emissions in this area will be identified within this plan. Definition of scopes: Scope 1: Scope 2: Scope 3: Direct emissions that occur from sources that are owned or controlled by the organisation, for example emissions from combustion in owned or controlled boilers, furnaces and vehicles. Emissions from the generation of purchased electricity consumed by the organisation. All other indirect emissions which are a consequence of the activities of the organisation but occur from sources not owned or controlled by the organisation for example, commuting, water and waste. Figure 3.1 Summary of all 2008/09 Carbon Emissions 3.2 Baseline The baseline 2008/09 was chosen as the base year as it represented the most current full year s data available. The year follows the financial year August 08 to July 09. Table 3.1 provides a full breakdown of emissions. All conversion factors are as provided by the HECMP. Total cost data cannot be provided due to lack of information in some scope 3 areas. 14 Carbon Management Plan (CMP)

19 Section 3. Table 3.1 Total emissions for all scopes in 2008/09 Tonnes of CO 2 for Base Year 2008/09 Building 6,520 Fleet 46 Commuting 1,996 Business Travel 438 Water 44 Waste 1,772 Total 10,816 A more detailed breakdown of scope 1 & 2 data can be found in Table 3.2. Table 3.2 Total emissions for scopes 1 and /09 Tonnes of CO 2 for Base Year 2008/09 Scope 1 Gas 3, ,123 Fleet 46 20,588 Scope 2 Electricity 3, ,352 Total 6, ,063 The University obtains most building emissions data through three main fiscal meters on campus, although there are a number of small external sites: Milton House, Silkhouse Court and Aintree Hospital, with adequate data, which are included within the figures. All other sites occupied by Edge Hill are charged on an unmetered basis and are therefore not included within the data. Insufficient sub metering prevents a breakdown of energy usage on an individual building basis. Sub metering is an identified project within the plan. The fleet is a mixture of six University Vehicles available for use by staff, a box van with tail lift, a truck and grounds vehicles. Most of the data is obtained from fuel cards, however for grounds vehicles using red diesel the information is taken from invoices. Scope 3 data is recorded in several ways: Water is measured via a fiscal meter; Waste information is derived from bin collection data; Business travel by car is calculated from expense claims and air travel is estimated based on travel insurance data; Consultants undertook a baseline assessment of the carbon emitted as a result of staff and student commuting by car (single-occupancy and car-sharing); Student commuting at the beginning and end of term is estimated using postcode analysis to derive driving distances; and International student commuting (air travel) is estimated using home country information provided by Academic Registry. Carbon Management Plan (CMP)

20 Edge Hill University In order to be monitored against HEFCE targets the baseline for 2005/06 is used. Both the electricity and gas data were recalculated in order to correct estimated consumption and to include the remote sites. Table 3.3 provides a breakdown of the 2005/06 baseline. Table 3.3 Total emissions for scopes 1 and /06 Tonnes of CO 2 for Base Year 2005/06 Scope 1 Gas ,408 Fleet 23 11,535 Scope 2 Electricity ,043 Total , Projections and Value at Stake In order to fully understand the impact of reductions it is necessary to understand what the reductions are being set against. As Edge Hill is a comparatively young University it has a programme of expansion including a new Student Hub and sports developments as well as increasing onsite student accommodation. The increased accommodation will be detrimental to onsite emissions but will help reduce emissions from student travel. From 2010/11 onwards the construction and operation of the student residences and new gym are predicted to contribute approximately 172 tonnes of CO 2 e annually. Likewise, the new Student Hub and Sports Development are predicted to generate approximately 745 tonnes of CO 2 e from 2011/12. Figures 3.2 & 3.3 identify the increase in emissions and costs in the Business as Usual (BAU) scenario (red line with squares). The assumptions incorporated into the BAU scenario are that electricity and gas prices remain unchanged until 2012/13 due to a fixed price contract but then rise by 5% per annum thereafter. Emissions are assumed to increase by 0.7% per annum, from the DTI (now DBERR) figures in EP68, and by 917 tonnes CO 2 e due to new building expansion. In Figure 3.2, the blue line (with triangles) shows the straight-line trajectory required to meet the 2014/15 emissions target (6% reduction from 2008/09). The gap between these lines is the Value at Stake, or the cost of no action, which means an additional 5,807t CO 2 e during the five year period. Figure 3.3 shows the financial Value at Stake, which indicates that no action could lead to an additional 910,000 of energy costs to the University. 16 Carbon Management Plan (CMP)

21 Figure 3.2 BAU vs. Target tonnes CO 2 Actual emissions, BAU increase, target predicted Figure 3.3 BAU vs. Target costs BAU increases and reduction target - financial Figure 3.4 indicates the growth in emissions and potential carbon savings that could be achieved through implementation of the projects identified within the plan. During the period from 2005/6 to 2008/9, any energy efficiency measures that were implemented were masked due to the extensive building programme. The buildings constructed during that time incorporated carbon reduction measures as part of their design and operation. However, emissions still rose by 17% over this period as these reduction measures could not completely mitigate the emissions from the usage of the buildings. The reduction of 5807 tco 2 shown in figure 3.5 relates to the accumulated saving from 2008/09 to 2013/14. There are further savings of 13,624 tco 2 between 2013/14 and 2020 assuming the BAU remains constant. The combined saving equates to 19,432 tco 2 between 2008/09 and Figure 3.4 Summary of emissions and targets from 2005 to 2020 Carbon Emission to Date Planned Reduction to 2015 (CMP) Planned Reduction from 2005 to 2020 Construction Lines Carbon Management Plan (CMP)

22 Edge Hill University 4. Carbon Management Projects The level of growth at the University has meant an increase in the buildings footprint of 32.5% since 2006 with further expansions planned over the next few years. This growth has been the result of record increases in student numbers and the associated demand for the Edge Hill University offering. All of the new buildings are designed to high carbon efficiency specifications and have won awards such as the RICS North West Award for Sustainability 2009 for the Faculty of Health building. The University has also won the Environment Agency Awards 2010 recognising outstanding leadership through significant energy and CO 2 emissions savings from business operations. Efforts to mitigate against the increasing requirement for ICT equipment have been made with the introduction of Sun Ray monitors, automated system shut down and a heat reclaim system using heat generated by the new server room as a base load for the buildings heating requirements. In order to address the increasing carbon footprint of the University a feasibility study was undertaken to assess the potential of large scale (2 * 3MW) wind turbines to cover the total campus energy footprint. The aim was to retain the Renewable Obligation Certificates in order to allow the campus to be classed as carbon neutral. The study identified the project was both technically and financially viable. However, the report also highlighted there are areas of issue such as the local council s planning policy and other environmental considerations. The report concluded the project was not likely to get planning approval at this time. As the holistic approach did not prove successful and in order to ensure all carbon reduction opportunities are identified, a Carbon Management Projects Manager has been appointed. Assessing each building individually, all appropriate projects have been identified and included within the plan. However the identified reductions are set against an extensive future expansion project. Identification of projects is a continuous process. Technical projects will be identified by the Carbon Management Projects Manager in consultation with representatives from other departments, and non-technical projects will be identified by the Sustainability Champions (Appendix C) and the Carbon Management Team. The quantities of energy/carbon and costs saved are the main drivers for the Finance Planning Team when considering approval of a project. Each project business case includes a section on the potential carbon and cost reduction benefits. 18 Carbon Management Plan (CMP)

23 Section Existing Projects Table 4.1 relates to projects that have been completed or are currently in progress. No project plan has been provided as the work is nearly complete. The associated project costs were part of a wider development programme and are therefore not available as independent costs. Table 4.1 Completed Projects Ref Project Lead Annual Savings (yr 1) Fin (Gross) tco 2 % of Planned CO 2 Savings Implement Year EHU001 to EHU004 Boiler de-centralisation for Venue and Old Gym D Oldham 14, % 2010 EHU007 Roll out of thin client terminals across campus M Allinson 4, % 2010 EHU011 Implementation of server virtualisation and consolidation M Allinson 3, % 2012 EHU027 Connection of solar thermal panels in Sporting Edge to provide hot water D Oldham 2, % 2010 EHU040 Installation of PV to generate electricity on Durning Centre D Oldham 2, % 2010 Totals 27, % Carbon Management Plan (CMP)

24 Edge Hill University 4.2 Planned / Funded Projects The University has already approved the projects listed in Table 4.2 for implementation. The awareness campaign started in December 2010 and the commencement of sub metering is due before the start of 2011/12. The awareness campaigns and associated behavioural change will be evaluated using the monitoring and targeting system. This system will also be utilised to quantify the delivered savings against scope 1 and 2 projects listed and as part of the business cases for future approved projects. On-going and long term maintenance of plant and equipment and of other items such as windows, seals etc has not been listed as a separate project as this is already included in the Facilities Management departmental budget. Table 4.2 Funded projects Ref Project Lead Cost Capital Operational Annual Savings (yr 1) Fin (Gross) tco 2 Pay back (yrs) % of Planned CO 2 Savings Implement Year EHU005 & EHU006 Staff and student awareness project P Brandwood 0 3,000 10, % 2011 EHU012 Sub-metering with Monitoring and targeting of consumption P Brandwood 121, , % 2011 Totals 121,000 3,000 52, % 4.3 Near Term Projects The projects listed in table 4.3 are short to medium term projects with less than a 5 year payback. Preliminary feasibility assessments have been done in anticipation that funding will be available once the projects have been approved. However, it is highly likely that some of the projects will require more detailed feasibility work such as small-scale trials and/or more accurate information relating to installation costs, prior to obtaining approval. Table 4.3 Near Term Projects Ref Project Lead Cost Capital Operational Annual Savings (yr 1) Fin (Gross) tco 2 Pay back (yrs) % of Planned CO 2 Savings Implement Year EHU008 Installation of ultra-low loss transformers across campus V Baichoo 125, , % 2012 EHU009 Replacement of part of the campus security and exterior lighting V Baichoo 24, , % Carbon Management Plan (CMP)

25 Ref Project Lead Cost Capital Operational Annual Savings (yr 1) Fin (Gross) tco 2 Pay back (yrs) % of Planned CO 2 Savings Implement Year EHU010 Implementation and enforcement of a Heating Policy across the campus estate V Baichoo , % 2012 EHU013 Replace main library and SIC lighting with new LED fittings V Baichoo 164, , % 2012 EHU015 Top-up roof insulation in Forest Court to 300mm V Baichoo 5, , % 2011 EHU016 De-lamping the Wilson Centre corridor and toilets lighting V Baichoo % 2011 EHU017 EHU018 EHU019 EHU020 EHU021 EHU022 EHU023 EHU024 Ground Floor T8 lighting replacement in LINC V Baichoo % Install solar film to minimise heat gain to ground floor computer rooms and middle floor offices on south-facing façade V Baichoo 2, , % Re-commission the controls, set-points, etc. for the LINC V Baichoo 1, , % Application of VSD controls to pump and AHU motors across selected campus buildings V Baichoo 12, , % Reduce power consumption of main chilled water circulating pump motors in LINC building V Baichoo % Replace MATEC classroom lighting in the MATEC building with like for like T5 in new fittings V Baichoo 10, , % MATEC Ground Floor Workshops lighting replacement & PIR Installation. V Baichoo % Replacement of main lighting in NGAS building with more efficient T5 equivalents V Baichoo 19, , % EHU025 Old gym main lighting replacement V Baichoo 1, , % 2011 Carbon Management Plan (CMP)

26 Edge Hill University Ref Project Lead Cost Capital Operational Annual Savings (yr 1) Fin (Gross) tco 2 Pay back (yrs) % of Planned CO 2 Savings Implement Year EHU026 Replace main lighting in Sporting Edge older gym V Baichoo 4, , % 2011 EHU028 EHU029 Replace 28 x 100W tungsten bulbs in Rose Theatre with 16 W GU24 CFLs V Baichoo 2, % 2011 Install dimming circuits to existing path and car park lighting V Baichoo 3, % 2011 EHU030 Replace fluorescent tube lighting in the Venue V Baichoo % 2011 EHU033 EHU034 EHU035 EHU037 EHU038 EHU039 Replace lighting in Main Building halls bathrooms V Baichoo % Installation of controls to boilers in campus plant rooms to minimise boiler dry cycling V Baichoo 35, , % Replace main lighting in Geography Building with T5 equivalents V Baichoo 1, % Replace lighting in Bio- Mechanics lab in the Wilson Centre with T5 equivalents V Baichoo % Insulation of hot water heating pipework in halls of Main Building V Baichoo 43, , % Replacing all air handling unit filters with energy efficient equivalents V Baichoo 5, , % EHU041 Insulate pipe flanges and valves in plant rooms V Baichoo 9, , % 2011 EHU043 Feasibility into MFD sleep mode reduction P Brandwood , % 2011 Totals 471,211 1, , % 22 Carbon Management Plan (CMP)

27 4.4 Medium to Long Term Projects The long term projects identified in Table 4.4 have paybacks between 5 and 10 years. They have been identified and formal quotes/proposals received from designated suppliers. No detailed feasibility has been undertaken yet, and funds have not been identified. However, project due diligence has been undertaken to assess the potential savings and costs involved. Indications of the potential carbon savings are provided. Table 4.4 Medium to Long Term Projects Ref Project Lead Cost Capital Operational Annual Savings (yr 1) Fin (Gross) tco 2 Pay back (yrs) % of Planned CO 2 Savings Implement Year EHU014 Replace combi boilers in Forest Court with condensing models V Baichoo 63,000-4,000 3, % 2012 EHU012 Replace lighting in Terrace Café V Baichoo 3, % 2012 Totals 66,081-4,000 4, % 4.5 Non-Technical Initiatives The projects in sections 4.1 to 4.4 have related to mainly technical projects. In addition to these there are a number of other initiatives being considered that are designed to endorse behavioural change outlined in Table 4.5. Table 4.5 Non-Technical Initiatives Ref Project EHU101 EHU102 Building closure - feasibility study. The merits to this will not be identified until the sub metering is installed. Paper reduction - feasibility study. Although the project will not reduce emissions significantly the culture of technology over paper reinforces the concepts of sustainability. EHU103 Inclusion of sustainability issues in staff handbook, induction and job descriptions. No direct carbon savings but reinforces a low carbon culture. Carbon Management Plan (CMP)

28 Edge Hill University 4.6 Scope 3 Projects In efforts to reduce the scope 3 emissions the following projects in Table 4.6 have been identified. A more detailed explanation can be found in Appendix B: Definition of Projects. Table 4.6 Scope 3 Projects Ref Project tco 2 EHU501 Priority parking for car sharers 31 EHU502 Cycle Lanes 53 EHU503 New Waste Management Contract EHU504 Composting food waste 90 EHU505 End-of-year reuse scheme in halls of residence Projected Achievement Towards Target Figure 4.1 highlights the anticipated increase in CO 2 emissions due to development identified in the BAU scenario. The development is to accommodate the major increase in student numbers. Set against this is the target reduction and the identified projects. The target represents a 6% saving in absolute terms but 21% against BAU. We have identified projects equating to 80% of the 1,774 tco 2 target reduction. The remaining 346 tco 2 of carbon savings will be identified and projects implemented over the course of the next five years. Figure 4.1 Target and identified projects set against BAU 24 Carbon Management Plan (CMP)

29 Section Carbon Management Plan Financing Edge Hill has not previously applied for monies from the HEFCE/Salix Finance Revolving Green Fund, preferring instead to fund projects independently. Finances are provided on a robust spend to save scenario but additional consideration is given to environmental and social wellbeing when related to energy efficiency and carbon reduction. This is due not only to a sound sense of corporate social responsibility but also forward thinking and the acknowledgment that cost associated to energy and carbon will continue to increase. The future capital outlay for all the projects will be approximately 833,000. Timescales for expenditure will be decided in a budgetary meeting in February Assumptions Electricity 7.54p/kWh Gas 3p/kWh Annual predicted cost increase electricity reduced to 7p/kWh by 2010/11 in line with current contract. All other cost calculations assume a 5% increase. BAU assumes an increase of 0.7% on the previous years consumption, that is the default value from the DTI (now DBERR) figures in EP68, and a contribution due to development works of approximately 1,200 tonnes CO2e 2008 to Benefits/Savings Quantified and Unquantified Table 5.1 shows the annual savings achieved on the 2008 baseline. The figures relate to the 2008 baseline and do not include the increases for BAU scenario. Table 5.1 Summary of Potential Cost and Carbon Savings Compared to 2008/09 Baseline Annual cost saving 0 87, , ,848 Annual CO 2 saving % of planned CO 2 savings 0% 30% 48% 81% Unquantified benefits: In addition to the financial benefits of carbon reduction there are a number of other benefits: Demonstration of community leadership in Corporate Social Responsibility University reputation Staff and student recruitment and retention Compliance with CIF2 Improved DEC ratings Mitigation against future energy price volatility Remaining below the CRC qualification threshold Carbon Management Plan (CMP)

30 Edge Hill University 5.3 Additional Resources A Carbon Management Projects Manager has been employed to undertake a carbon reduction audit on a building by building basis to identify potential carbon reduction projects. He will also project manage the funded technical projects. 5.4 Financial Costs and Sources of Funding All projects identified will be funded internally as there is currently no intention to take on any external loans. The capital cost for the projects currently underway are part of a larger development scheme and extraction of these costs is not available. The current status is: Table 5.2 Details of Capital Costs Figures in 1000 s 2008/ / / / / /14 Annual costs: Total annual capital cost Total annual revenue cost Total costs Committed funding: Committed annual capital Committed annual revenue Total funded Unallocated funding: Unallocated annual capital Unallocated annual revenue -4 0 Total unfunded To offset some of the financial expenditure there is an anticipated yearly receipt of 11,000 as payment from the feed-in-tariffs attached to Project EHU040. The 4,000 credit identified in 2012/13 unallocated annual revenue relates to the removal of a maintenance charge under Project EHU014. The financing of the projects will be presented for approval via our PVC of Resources, Steve Igoe, at the institutions Finance Committee in February. The Energy Manager and Carbon Management Project Manager will be responsible for project implementation. The Property Services Manager, Alan Wilson, will report on a monthly basis to Director of FM, Bill Hancox, who will take budgetary control and overall responsibility for project implementation. Financial updates will be provided to the Finance Director, Carl Gibson, on a monthly basis with an in-depth examination of projects four times a year. Project implementation will also be monitored through the Sustainability Group reporting to the PVC of Resources. 26 Carbon Management Plan (CMP)

31 6. Actions to Embed Carbon Management in Edge Hill University Section 6. Having previously worked with the Carbon Trust on building and technical projects many of the quick wins have been financed and addressed. There have been a number of ad hoc efficiency campaigns and a limited amount of training but there has been no holistic long term engagement, or information distribution, to provide leadership and guidance on carbon reduction to the University as a whole. For this reason, the scores are low for all areas of the Carbon Management Matrix, detailed in Appendix A. The appointment of an Environmental and Safety Co-ordinator and a new Energy Manager has allowed all aspects of sustainability to be highlighted and policies and strategies to be updated, implemented or planned. Their appointment has conciliated the efforts currently being taken by individuals and allowed knowledge transfer to take place and positive behaviour change across the University. The creation of a network of Sustainability Champions will ensure sustainability is addressed from the bottom up. Appendix C provides details of the role and responsibilities of the Sustainability Champions and their interactions with the Carbon Management Team, Heads of Department and Deans and Directors. Predominantly working with the Sustainability Team (Environmental and Safety Co-ordinator and Energy Manager), and their appropriate Carbon Management Team member, the Champions will ensure carbon reduction is addressed throughout the University on a day to day basis. In addition to this The Students Union play a significant role in addressing sustainability and has signed up to the Green Impact Awards which will provide measurable outcomes. 6.1 Policy Embedding CO 2 Saving As Edge Hill has expanded, using guidance from The Carbon Trust, it has ensured that all new buildings are thermally sound and have maximised the use of natural ventilation and renewable energy technologies. This, coupled with the diversion of over 95% of construction waste from landfill, has ensured a legacy of carbon efficiency in the capital projects environment. Carbon efficiency is also a significant driver behind the development of the new waste strategy and travel policy. The waste strategy is based on the waste hierarchy and looks to increase Edge Hill s recycling capabilities. It is overseen by the Housekeeping Manager. The Head of FM, in partnership with the Finance Department, will develop a travel policy over the course of 2011/12, which will encourage staff to consider cycling, public transport and car sharing over single-occupancy car travel when travelling for business purposes. There is no University sustainable procurement policy/procedure. The Environmental and Safety Co-ordinator is developing a draft sustainable procurement policy for the FM department of the University. This will be piloted within the department from 2011/12. The policy will be open for consultation and rolled out across the University as appropriate. The release of the Carbon Management Plan will be notified to all personnel via the Deans and Directors. There will be instructions that, as business plans and strategies are created or revised, they must adhere to the principles of energy efficiency and carbon reduction. Carbon Management Plan (CMP)

32 Edge Hill University 6.2 Responsibility During 2010 there were two full time members of staff dealing with carbon reduction. Outside of their specific remit there was no formal individual responsibility to sustainability. To enable shared responsibility of embedding this Carbon Management Plan, Human Resources will ensure that with effect from April 2011 all future job descriptions will include environmental awareness as a corporate responsibility. To ensure environmental corporate responsibility is disseminated amongst the existing staff profile, HR will bring this item to the Consultation and Negotiating Committees for both Support and Academic staff in the early spring of 2011 and follow this up with communication with all existing staff. Human Resources will also review how carbon reduction might be included in the performance review process. A network of Sustainability Champions is to be established by the start of the 2011/12 academic year to ensure sustainability is addressed from the bottom up. Appendix C provides a full description of the roles and responsibilities for all levels to ensure the Sustainability Champion is provided with the time and training necessary to fully perform their role. The Students Union signed up to the Green Impact Awards in Autumn 2010 and will demonstrate and promote environmental sustainability in accordance with the requirements of the programme. Through both the Sustainability Group and the Carbon Management Board the Sustainability Team lead the efforts of ensuring carbon reduction is addressed throughout the University reporting to PVC of Resources. These actions will improve the matrix score taking it into the Best category. 6.3 Data Management Energy meter readings have historically been collected manually, however we anticipate having a new automated monitoring and targeting system installed for the academic year 2011/12. This will provide the Energy Manager with half-hour electricity, gas and water data on a next day basis allowing greater control of individual buildings. The information will be reported by the Energy Manager to the Sustainability Group and updated on the sustainability web pages on a monthly basis. The University s waste management contract will be put out for tender during the first half of The tender will stipulate that all waste disposal data must be supplied. The exact format of the information is yet to be agreed but will be available from the start of the 2011/12 academic year. The waste data will be collected and reported to the Sustainability Group by the FM Housekeeping Manager. A new system for collecting and monitoring business travel information is being devised by the Finance Team. The information will be reported to the Sustainability Group and updated on the sustainability web pages on a monthly basis. The lack of external auditing of the data prevents the matrix score from becoming a Carbon Management Plan (CMP)

33 6.4 Communication and Training The following describes the steps that will take the University from a poor communicator to a five-star sustainability communicator. In order to engage with all staff and students it is important to provide information on how they can help and any results of actions taken. Starting academic year 2010/11 the University and Students Union are working together to provide a year round campaign of events providing constant environmental awareness: Table 6.1 Awareness Calendar Month Event October Sustainability stand at Freshers Fair & National liftshare Week December Christmas Switch Off campaign February/March Green Week & Fairtrade Fortnight 2011 May End-of-term student reuse event June World Environment Day Environmental awareness information is also included within staff inductions and the staff handbook emphasising that There is a requirement for all staff, student and visitors to play their part in reducing their environmental impact. Both media direct people to the University s sustainability web pages. The web pages provide information on what the University is doing with regards to environmental sustainability and provides information on how to reduce emissions both at work and at home. The web link is edgehill.ac.uk/sustainability. From September 2011, the carbon management pages will provide updates on the progress of the plan. Training is to be provided to the Champions through bespoke workshops designed to individual areas of work in order to ensure understanding and engagement. The workshops will be attended by sustainability champions who will then engage with people within their areas. Ideally the champions will be volunteers but managers will nominate members of staff if no volunteers come forward. Time table for training Area When How Academics Spring hour sessions per faculty (3) facilitated by external consultant FM Staff Spring Summer hour sessions per department (6) to be facilitated in-house Support Staff Summer 2011 Yet to be agreed The Sustainability Team will liaise with Human Resources to consider other training and opportunities, for example a module within the Stepping into Management programme. Carbon Management Plan (CMP)

34 Edge Hill University 6.5 Procurement Engaging Suppliers As there is no dedicated Procurement Department or policy at Edge Hill, the selection of goods and suppliers is done at a departmental level. It is therefore difficult to know the level of engagement in sustainable procurement although it is known that procurement consortia are used. The introduction of a procurement policy firstly in FM in 2011/12 then as a roll-out through the University will ensure the low matrix score rises to Monitoring and Evaluation Keeping Track of Progress To ensure the plan retains momentum and the targets are met there will be a continuous monitoring and evaluation process. The technical programmes will be overseen by the Carbon Management Projects Manager whose main responsibility is to identify and manage carbon reduction initiatives. The Sustainability Team will monitor progress against targets as described in section 6.3 and follow-up non-technical issues. Monthly updates will continue to be provided at the Sustainability Meeting with a full report being provided on a quarterly basis from October This report will be provided to all Deans and Directors via the CM Board and made available on the sustainability web pages. Quarterly meetings with the Carbon Management Team will provide the means of finding new projects. They will be asked to provide a short report on initiatives in their areas which will be summarised in appendices on the quarterly Sustainability Report. An annual report will be included as part of the Institutional Health, Safety & Environmental Annual Report which is provided to the Board of Governors every October. To evaluate the success of the awareness actions and departmental initiatives a question will be added to the annual survey. Evaluation of the answer will identify areas that need addressing. The report will be available through the Edge Hill website. 30 Carbon Management Plan (CMP)

35 Section Programme Management of the CM Programme Providing a framework for actions the CMP underpins the principles of the University s Environmental Management Strategy ( ). The results and progress of the CMP will be fed through this strategy to the Heath, Safety and Environment Committee and the Board of Governors. Overseeing the CMP at both high and low level meetings allows the PVC of Resources to identify blockages and ensure successful delivery of the plan. 7.1 The Programme Board Strategic Ownership and Oversight The CM Board will comprise of the member identified in Table 7.1 and will meet on a twice yearly basis. Table 7.1 Composition of the Carbon Management Board Name Position Chair: Steve Igoe Pro Vice-Chancellor (Resources) Bill Hancox, Director of Facilities Management (Project Sponsor) Carl Gibson Director of Finance Ann Collins Director of Human Resources Mark Allinson Director of IT Services Paul Malone Students Union Sam Armstrong Head of Corporate Communications David Oldham Director of Capital Projects George Talbot Dean of Faculty of Arts & Science Louise May Faculty of Education Denise Boyle Associate Dean - Faculty of Health Francis Carragher Head of FM Julia Dickinson Environmental and Safety Co-ordinator (Deputy Project Leader) Pam Brandwood Energy Manager (Project Leader) Their remit is to: Ensure energy efficiency and carbon reduction is promoted throughout their departments. Liaise with the Carbon Management Team members to ensure their full participation. Help resolve any blockages identified by the Carbon Management Team relating to their area. Carbon Management Plan (CMP)

36 Edge Hill University 7.2 The Carbon Management Team Delivering the Projects The Carbon Management Team will meet on a quarterly basis. Acting as the interface between the Sustainability Champions and Carbon Management Board they will perform the same duties as a Sustainability Champion but with the additional responsibilities of: Reporting actions to the Carbon Management Team; Ensuring there are adequate numbers of Champions in their area; and Ensuring the implementation of identified projects within their area Appendix C provides a role description for a Sustainability Champion, the additional responsibilities of the Carbon Team member and the requirements to allow them to perform their task. Table 7.2 Carbon Management Team members Name Pam Brandwood (lead) Energy Manager Julia Dickinson Environmental and Safety Co-ordinator David Cobb Faculty of Health Charles Rawdings Faculty of Education Nigel Richardson Faculty of Arts and Sciences Denise Brookfield Human Resources Mark Molloy Marketing David Coffey Student Services Paul Cheeseman IT Paul Malone Students Union 7.3 Continuity Planning for Key Roles In order to ensure the plan is successful and remains on track, provision has been made for Francis Carragher to take over the role of Project Sponsor in the absence of Bill Hancox. The role of project leader will be undertaken by the deputy project leader should it be required. 7.4 Ongoing Stakeholder Management The Environmental and Safety Co-ordinator and Energy Manager will be responsible for ensuring continued communication and stakeholder engagement. Table 7.3 provides information on the stakeholders, their interests and their impact on the plan. 32 Carbon Management Plan (CMP)

37 Table 7.3 Stakeholder Management Summary Individual or Group Influence Impact Their interest or issues Means of Communication Steve Igoe H H Bill Hancox Director of FM H H Carl Gibson Director of Finance H M David Oldham Director of Capital Projects H H Students Union H H Responsibility for all environmental issues. Environmental reporting responsibilities. Cost / budgets. Under pressure to reduce costs. Influence and involvement in sustainable procurement. Implementation of carbon projects within capital schemes. Possible redirection of funding towards reducing carbon. Partnership with sustainability initiatives. Monthly meetings with Sustainability Team. Monthly meetings with Sustainability Team. Senior budget meetings. Annual report. Monthly meetings with Sustainability Team. Monthly meetings with Sustainability Team. Mark Allinson Director of IT Services M M Emphasis on low energy equipment. Need to keep abreast of latest energy efficient technologies. Twice yearly meeting with CM Board. Engagement with CM Team Member. Sam Armstrong Head of Corporate Communications M M Ann Collins Director of HR M M George Talbot Dean of Faculty of Arts & Sciences M M Robert Smedley Dean of Faculty of Education M M Keep abreast of sustainable actions and projects to inform future publications and general media awareness. Possible adjustment to staff contracts to incorporate added responsibilities/ inclusion of terms for sustainability within standard contract. Keep abreast of activities within the University. Potential involvement of geography and media students in carbon projects. Keep abreast of activities within the University. Potential involvement of students in community engagement projects. Twice yearly meeting with CM Board. Engagement with CM Team Member. Twice yearly meeting with CM Board. Engagement with CM Team Member. Twice yearly meeting with CM Board. Engagement with CM Team Member. Twice yearly meeting with CM Board. Engagement with CM Team Member. Seth Crofts Dean of Faculty of Health M M Keep abreast of activities within the University. Twice yearly meeting with CM Board. Engagement with CM Team Member. Fran Carragher Head of FM M M Greater involvement of staff relating to carbon reduction projects. Budget implications. Monthly meetings with Sustainability Team. CM Team H H Sustainability Champions H M Staff M L Student M L Engage with carbon reduction activities and provide information and awareness. Involvement in and promotion of carbon reduction activities. Responsibility to undertake tasks in an environmentally responsible manor. Social responsibility to reduce emissions and save fossil fuel. Quarterly Meetings. Termly Meetings. Monthly updates on web pages and other electronic communications. Engagement with awareness raising activities. Monthly updates on web pages and other electronic communications. Engagement with awareness raising activities. Influence: the level of influence on the successful outcome of the Programme - High (H), Medium (M) or Low (L) Impact: the level of impact that the Project will have on the person or group - High (H), Medium (M) or Low (L) Carbon Management Plan (CMP)

38 Edge Hill University 7.5 Annual Progress Review to Senior Management Team A carbon management update will be provided by the Energy Manager as part of the annual Institutional Health, Safety and Environmental Report which is presented to the Board of Governors in October. It will provide data on progress against targets and detail savings achieved with a summation of each individual project. The report will be available on Edge Hill s website. 34 Carbon Management Plan (CMP)

39 Appendices Carbon Management Plan (CMP)

40 Appendix A: Carbon Management Matrix Embedding Appendix A: Carbon Management Matrix Embedding 5 BEST WORST POLICY RESPONSIBILITY DATA MANAGEMENT SMART Targets signed off Action plan contains clear goals & regular progress reviews Strategy launched internally & to community SMART Targets developed but not implemented CM is full-time responsibility of a few people CM integrated in responsibilities of senior managers VC support descriptions Part of all job descriptions END END CM is full-time responsibility of an individual CM integrated in managers, not all staff Quarterly collation of CO 2 emissions for all sources Data externally verified M&T in place for: - Buildings - Waste Annual collation of CO 2 emissions for: - Buildings - Transport - waste Data internally reviewed END Draft policy Climate Change reference No policy Climate Change aspiration START CM is part-time responsibility of a few people CM responsibility of department champions CM is part-time START responsibility of an individual No departmental champions Collation of CO 2 emissions for limited scope i.e. buildings only START No CO 2 emissions data compiled Energy data compiled on a regular basis No policy No Climate Change reference No CM responsibility designation Not compiled: - CO 2 emissions Estimated billing COMMUNICATION & TRAINING FINANCE & INVESTMENT PROCUREMENT MONITORING & EVALUATION 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 END END All staff & students given CM: - Communications CM communicated to: - External community - Key partners Regular financing for CM projects Some external financing Sufficient task management mechanism END Environmental demands incorporated in tendering Familiarity with Procura+ Joint procuring between HEIs or with LAs. END Core team regularly reviews CM progress: - Actions - Profile & Targets - New opportunities quantification 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 Regular poster/ awareness campaigns Staff given ad hoc CM: - Communications START 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 communication or training No internal financing or funding for CM related projects START START No Green No CM monitoring consideration No life cycle costing START 36 Carbon Management Plan (CMP)

41 Appendix B: Definition of Projects Project: Reference: Owner (person) Department Description Energy Awareness Campaigns EHU 005 & 006 Pamela Brandwood Energy Manager FM There will be a planned energy awareness campaign engaging students, staff and visitors. Example activities will include a switch-off campaign and an inter-hall competition. Benefits Campaign costs : 3,000 Financial savings: 10,500 Payback period: 0 years (ongoing yearly campaign) CO 2 Emissions reduction: 64 tonnes of CO % of planned CO2 emissions reduction Funding Met within operational budgets Resources Current Staff Ensuring Success TBA Measuring Success AMR data prior to and after installation Timing TBC Carbon Management Plan (CMP)

42 Appendix B: Definition of Projects Project: Reference: Owner (person) Department Description Replace the main electrical transformer and 3 oldest subs. with ultra-low loss transformers. EHU 008 Vipin Baichoo Carbon Project Manager FM Replacing these transformers with much more efficient ultra-low loss equivalents would result in decreased electrical consumption and associated loads with no detrimental impact. E.g. if electricity is supplied at above 250V to the campus site, these low loss transformers have the potential to decrease it to 220V by tapping down, resulting in potential efficiency gains of between 3 to 8 %. Benefits The approximate potential saving is assumed to be 5%, based on total site electrical consumption in 2009 would equate to: Cost: Indicative installation cost (labour) and equipment costs = 125,000 (indicative estimate prior to contractor survey of campus transformers) Financial savings: 19,350/year Payback period: 6.5 years CO 2 Emissions reduction: 117 tonnes of CO % of planned CO2 emissions reduction Funding TBA Resources TBA Ensuring Success Inform and engage FM team members and staff as to reasons why this is being done. Principal risks: part of the equipment on campus cannot operate at reduced voltage, for example medical equipment. This will require risk assessments. Measuring Success AMR data before and after full implementation Timing TBA 38 Carbon Management Plan (CMP)

43 Project: Reference: Owner (person) Department Description Replace exterior campus lighting with LED EHU 009 Vipin Baichoo Carbon Project Manager FM The main external lighting on buildings and around the car parks comprises of high-pressure sodium fittings. These can be replaced with much more efficient LEDs fittings that can more than halve the current energy consumption of the sodium lamps. Benefits CARBON DIOXIDE SAVED 44.1 Tonnes ANNUAL ENERGY SAVED. 7,290 Payback period: 3.3 years (without installation costs) 2.2 % of planned CO 2 emission reductions Funding TBC Resources TBA Ensuring Success Installation costs from contractors will need to be assessed Measuring Success Measure consumption prior to and after installation Timing TBC Carbon Management Plan (CMP)

44 Appendix B: Definition of Projects Project: Reference: Owner (person) Department Description Campus Heating Policy EHU 010 Vipin Baichoo Carbon Project Manager FM At the present time, there is no campus-wide heating policy in place. A heating policy is being developed and will be implemented to set the framework for measures such as: 1. minimum heating temperatures reduced by at least 1 o C to 20 o C. 2. summer boiler shutdown from June to September. 3. turning-off heating earlier (e.g. one hour earlier than usual) 4. programming the BMS to turn-off space heating systems for public holidays and university shut downs, so that only minimal heating will be needed. 5. space management such as moving students from older halls of residence in the Holidays to the newer halls so that gas boilers can be turned off or heating times decreased, and 6. improving controls by increasing the dead bands on heating and cooling systems from current 1.5 o C to 5 o C. Benefits Cost: should be minimal direct costs costs will relate to awareness training and using the M&T system analyse consumption before and after measures are implemented. Payback period: within one year after full implementation CO2 Emissions reduction: 109 tonnes of CO 2 (approx.) 7.6 % of planned CO 2 emissions reductions Calculations: For example, the potential summer shut down of main boilers for only FOE, PA, MATEC, NGAS, CMIST, SPS buildings could achieve circa 50 tonnes CO2 reduction in itself. Funding TBA Resources TBA Ensuring Success Inform and engage FM team members and affected stakeholders (students and staff) as to reasons why this is being done Principal risks: Space increased pressure on space may create need to use these buildings out of core hours Measuring Success Metrics included sub-metered gas consumption before and after implementation of the policy Feedback from staff and students as to suitability and effectiveness of measures Timing TBA 40 Carbon Management Plan (CMP)

45 Project: Reference: Owner (person) Department Description Reduce power consumption of main campus servers EHU 011 Mark Allinson Director of IT Services IT Services Older more efficient servers are due to be replaced from 2010 onwards with virtual servers. Benefits Costs: N/A allocated and already implemented CO 2 Emissions reduction: 20 tonnes 1.4 % of planned CO 2 savings Funding Already implemented and met within capital budgets Resources TBA Ensuring Success TBA Measuring Success AMR data prior to and after installation Timing TBC Carbon Management Plan (CMP)

46 Appendix B: Definition of Projects Project: Reference: Owner (person) Department Description Installation of AMR sub-metering with monitoring and targeting of consumption EHU 012 Pamela Brandwood Energy Manager FM Installing AMR, monitoring and targeting software is estimated to reduce total utilities consumption by 10%. The purchase and installation of AMR sub-meters, coupled with the implementation of a Monitoring and Targeting system will allow; Quantification of accurate consumption data in real time to facilitate the analysis of consumption patterns for individual buildings - you cannot manage what you cannot measure Review of maximum demand profiles for accuracy: This could lead to savings in the price paid for utilities as correctly forecasted maximum consumption can drastically alter the price paid per unit for utilities Automated meter readings (currently all meters are read manually) The identification of any HVAC (Heating, Ventilating, and Air Conditioning) systems being used unnecessarily The provision of data to run awareness campaigns and offer competitions to staff and students to reduce energy consumption Benchmarking of building in terms of consumption and performance, allowing optimum utilisation Internal re-charging for high levels of utilities consumption to incentivise reduced consumption The identification of leaks in the water system The identification of poorly performing buildings which can lead to identifying and implementing improvements in the fabric identifying peculiarities in consumption. The quick identification of invoicing errors and rectify them The eradication of estimated billing and account reconciliation Benefits TBA Funding Financial savings: 53,000 Payback period: 3.2 years CO 2 Emissions reduction: 323 tonnes 11% of planned CO 2 savings Costs: 121,000 Resources Approved for implementation and delivered within existing FM budget Ensuring Success Inform and engage FM team members and stakeholders as to reasons why this is being done Principal risks: Roll-out might run beyond schedule due to unplanned events Measuring Success Reduction in consumption in related to buildings with AMR Timing To start roll-out from the Spring of 2011 and aim for completion by September Carbon Management Plan (CMP)

47 Project: Reference: Owner (person) Department Description Replace main library and SIC buildings lighting with LED EHU 013 Vipin Baichoo Carbon Project Manager FM The library lighting comprises of 18W T8 s, dual 26W CFLs and 2D fluorescents. The SIC has a majority of 70W T8s. Replacing all the fittings with ultra-efficient LED would lead to major savings in energy and carbon with increased lamp life. Benefits Financial savings: 36,360 Cost = 164,000 Payback period 4.5 years CO 2 emissions reduction: 220 tonnes of CO % of planned CO 2 emissions reduction Funding TBC Resources TBA Ensuring Success Inform and engage FM team, students and staff members as to reasons why this is being done Trial LED in specific designated areas and gauge feedback Principal risks: the upgrade would have to be phased in the summer holidays so as to enable students and staff to effectively use the buildings with minimal disruptions. Measuring Success Measure consumption prior to and after installation Feedback from staff and students as to suitability of equipment Timing TBC Carbon Management Plan (CMP)

48 Appendix B: Definition of Projects Project: Reference: Owner (person) Department Description Upgrade boilers & loft insulation in Forest Court Halls of Residence EHU 014 and EHU 015 Vipin Baichoo Carbon Project Manager FM The combi boilers in Forest Court are more than 15 years old. These are due for replacement due to age and hence decreased efficiency and will need to be replaced by very efficient condensing boilers as part of any refurbishment. The other reason for replacing is that spares are much harder to obtain and boilers have already been replaced by condensing units due to the cost and difficulty in sourcing for older models. The current loft insulation is 15 years old and only 150mm in depth. Upgrading it to at least 300mm, and relaying the existing installation where it has been moved or disturbed, will further increase heat retention and result in a decrease in energy consumption and associated carbon emissions. Benefits Financial savings: 9,000 Payback period: 7.6 years CO 2 emissions reduction: 31 tonnes Cost: 69, % of planned CO 2 savings Funding TBC Resources TBA Ensuring Success Principal risks: none if work is undertaken when student residents are moved to other halls during holiday periods. Measuring Success Better heating levels for students Monitor through AMR Timing TBC 44 Carbon Management Plan (CMP)

49 Project: Reference: Owner (person) Department Description Minor lighting upgrade schemes across campus buildings. EHU- 016, 017, 023, 025, 026, 028, 030, 033, 035, 037 Vipin Baichoo Carbon Project Manager FM Numerous Buildings across the campus have light fittings with T8 tubes that can be upgraded to more efficient T5 lamps leading to decreased electrical consumption and CO 2 emissions. Benefits Costs : 11,200 Financial savings: 4,860 Payback period: 2.3 years CO 2 emissions reduction: 29.4 tonnes 2.1 % of planned CO 2 savings Funding TBC Resources TBA Ensuring Success Principal risks: Increased labour costs for installation Measuring Success AMR data prior to and after implementation Feedback from staff and students as to suitability of equipment Timing TBC Carbon Management Plan (CMP)

50 Appendix B: Definition of Projects Project: Reference: Owner (person) Department Description Install solar film on south facing ground and middle floor windows EHU 018 Vipin Baichoo Carbon Project Manager FM The ground floor computer rooms and floor above face south and have only cotton pull-down blinds to minimise heat gain. Installing solar film is a cost-effective way to minimise heat gain, resulting in potential efficiency gains and more comfortable conditions for users of the building. Benefits Cost: 2,730 Financial savings: 1,035 Payback period: 2.6 years CO 2 Emissions reduction: 6.3 tonnes 0.44% of planned CO 2 savings Funding TBC Resources TBA Ensuring Success Principal risks: The installation must be undertaken during the Holiday period and the selected film must not detrimentally affect the building users. Measuring Success AMR data prior to and after implementation Timing TBC 46 Carbon Management Plan (CMP)

51 Project: Reference: Owner (person) Department Description Install speed controls to motors and pumps across campus buildings and re-commission Building Management System to incorporate changes in building use. EHU 019, 020, 021, Vipin Baichoo Carbon Project Manager FM There are numerous air handling units (AHUs) and pumps with large motors attached. Installing speed control will more effectively match the loads to demand and increase motor life. Some of the campus buildings BMS settings have not been re-commissioned to reflect the change in usage of the buildings. A review of the BMS controls will lead to effective management of the building systems. Benefits Cost: 13,750 Financial savings: 8,640 Payback period: 1.6 years CO 2 Emissions reduction: 52 tonnes 3.7% of planned CO 2 emissions reduction Funding TBC Resources TBA Ensuring Success Principal risks: A full survey with data logging equipment will be undertaken to verify the potential savings prior to and after implementation. Measuring Success Measure consumption using attached data logging equipment prior to and after installation. Timing TBC Carbon Management Plan (CMP)

52 Appendix B: Definition of Projects Project: Reference: Owner (person) Department Description MATEC Main Lighting replacement EHU 022 Vipin Baichoo Carbon Project Manager FM The MATEC has inefficient fittings comprising of 3 x 18W T8 tubes. Installing more efficient 14W T5s with new fittings would at best decrease the electrical consumption by 59%, reduce the associated carbon emissions. Benefits Cost: 10,129 Financial savings: 2,520/year Payback period: 4 years CO 2 emissions reduction: 14 tonnes 1.1 % of planned CO 2 savings Funding TBC Resources TBA Ensuring Success Principal risks: Cost of installation rises to make project less viable Measuring Success AMR data prior to and after implementation Feedback from staff and students as to suitability of equipment Timing TBC 48 Carbon Management Plan (CMP)

53 Project: Reference: Owner (person) Department Description NGAS main lighting replacement with new fittings and T5 lamps EHU 024 Vipin Baichoo Carbon Project Manager FM There are approx. over three hundred fittings in the NGAS building of 18W T8 tubes. These can be replaced by much more efficient T5 by use of new fittings. This can result decrease electrical load, 59% energy savings and reduced carbon emissions with new tubes that have a longer lifespan than the existing T8 tubes. Benefits Cost: 22,799 Total Potential Financial savings: 5,350 Payback period: 4.3 years CO 2 emissions reduction: 32.3 tonnes 1.3 % of planned CO 2 savings Funding TBC Resources TBA Ensuring Success Principal risks: Increase in installation costs make project less attractive Measuring Success AMR data prior to and after implementation Feedback from staff and students as to suitability of equipment Timing TBC Carbon Management Plan (CMP)

54 Appendix B: Definition of Projects Project: Reference: Owner (person) Department Description Connection of solar thermal panels in Sporting Edge EHU 027 Dave Oldham Director of Capital Projects Capital Projects A large array of solar thermal panels has been installed on the roof of the Sporting Edge building in December The system will be connected in February 2011 and the output used to heat water for showers. Benefits CO 2 emissions reduction: 14.7 tonnes/year 1.03 % of planned CO 2 savings Funding Met and installed already within planned capital budgets Resources N/A Ensuring Success TBA Measuring Success AMR data prior to and after installation Timing Installed 50 Carbon Management Plan (CMP)

55 Project: Reference: Owner (person) Department Description Install dimming circuits to existing path and car park lighting EHU 029 Vipin Baichoo Carbon Project Manager FM There are approx. 50 single fittings from 5m to 8m in height around paths and car parks on campus. Dimming (dual tap) circuits can be retro-fitted to these that reduce the power output by 30% from 10 p.m. to 6 a.m. The lamp posts and lamps would remain but the dual-tap circuit would fit in the base of the post. Benefits For simplicity each fitting has been assumed to be at least rated at 150W power consumption not including ballast losses. In fact, some fittings are 250W high pressure sodium, so the potential savings would in fact be higher than those calculated here. Until an asset survey is undertaken, the potential savings are based on all the fittings being 150W. Funding TBC Carbon Savings = 4.2 tonnes CO 2 Financial savings: 700/year Cost: 3,060 Payback period: 4.4 years CO 2 Emissions reduction: 4.2 tonnes 0.3 % of planned CO 2 savings Resources TBA Ensuring Success Inform and engage FM team members as to reasons why this is being done Principal risks: installation costs increase to limit the cost effectiveness Measuring Success AMR before and after installation Timing TBC Carbon Management Plan (CMP)

56 Appendix B: Definition of Projects Project: Reference: Owner (person) Department Description Insulate Heating System Pipework in the Old Halls of the Main Building EHU 038 Vipin Baichoo Carbon Project Manager FM None of the pipework that is exposed across the four halls is insulated. Applying insulation will reduce avoidable heat losses and decrease the associated carbon emissions. Benefits Costs: 43,000 Financial savings: 9,000 Payback period: 4.8 years CO 2 Emissions reduction: 57 tonnes CO 2 e 3.86 % of planned CO 2 e savings Funding TBA Resources TBA Ensuring Success TBA Measuring Success AMR data prior to and after installation Timing TBC 52 Carbon Management Plan (CMP)

57 Project: Reference: Owner (person) Department Description Replace all AHU filters with energy efficient equivalents EHU 039 Vipin Baichoo Carbon Project Manager FM Currently, all the air handling units (AHU s) on campus use standard air panel and bag filters. It is possible to replace these with more efficient filters that will reduce energy and labour costs with increased filter unit life spans. Benefits Capital costs: 5,000 Financial savings: 4,140 Payback period: 1.7 years CO 2 Emissions reduction: 25 tonnes/year 1.75 % of planned CO 2 savings Funding TBC Resources TBA Ensuring Success TBA Measuring Success AMR data prior to and after installation Timing TBC Carbon Management Plan (CMP)

58 Appendix B: Definition of Projects Project: Reference: Owner (person) Department Description Install Solar PV to the Durning Centre EHU 040 Dave Oldham Director of Capital Projects Capital Projects Solar PV of approximately 40 kw peak capacity has been installed to the Durning Centre. The output is fed into the Low Voltage network of the University. Benefits Financial savings: 11,000 (at 7.81p/kWh and including Feed In Tariff ) CO 2 Emissions reduction: 16.3 tonnes/year 1.14 % of planned CO 2 savings Funding Met and installed already within planned capital budgets Resources N/A Ensuring Success TBA Measuring Success AMR data prior to and after installation Timing Installed 54 Carbon Management Plan (CMP)

59 Project: Reference: Owner (person) Department Description Insulate Plant Room Flanges and Valves EHU 041 Vipin Baichoo Carbon Project Manager FM There are numerous un-insulated valves and flanges across the plant rooms on campus Benefits Capital costs: 9,000 Financial savings: 5,910 Payback period: 1.9 years CO 2 Emissions reduction: 36.2 tonnes 2.54 % of planned savings Funding TBC Resources TBA Ensuring Success TBA Measuring Success AMR data prior to and after installation Timing TBC Carbon Management Plan (CMP)

60 Appendix B: Definition of Projects Project: Reference: Owner (person) Department Description Feasibility into MFD sleep mode reduction EHU 043 Pam Brandwood Energy Manager FM To assess the viability of putting Multi Function Devices (MFDs) into sleep mode 2 over night. Benefits Capital costs: 0 kwh savings potential: 57163/year Financial savings: 5145 Payback period: 0 years CO 2 Emissions reduction: 31.1 tonnes 2.18 % of target Funding None required (part of contract) Resources None (MFD supplier to make adjustments) Ensuring Success The Energy Manager will liaise with all parties during the trial and if successful will use the savings achievable as part of the efficency information. Measuring Success Consult with IT and MFD users to ensure there are no adverse consequences to the use of sleep mode 2. Timing Trial in FM department to take place throughout March If trial proves successful roll out across campus July Carbon Management Plan (CMP)

61 Project: Reference: Owner (person) Department Description Building Closure Feasibility Study EHU101 Pam Brandwood Energy Manager FM Analysis of individual building profiles to be undertaken after the installation of sub metering. The information provided accompanied by a questionnaire to ascertain current usage will highlight the feasibility of closing some buildings during the summer period. Benefits Potential to reduce energy and CO 2 Funding None Resources No additional resources required - Feasibility study will be undertaken by the Energy Manager Ensuring Success The progress of the project will be monitored through the Sustainability Group meetings with any delays in progress having to be reported to the group. Measuring Success Analysis of energy half-hour data Timing 2012/13 (after full summers worth of half-hour data) Carbon Management Plan (CMP)

62 Appendix B: Definition of Projects Project: Reference: Owner (person) Department Description Reducing Paper: Feasibility Study EHU102 Pam Brandwood/Mary Dean FM/NAS To assess the benefits of replacing paper with technical alternatives: A funded project is currently in progress to assess the benefits /drawbacks of replacing paper committee reports with e-readers. Consider changing the format of dissertation submission (single sided double spaced). Asses the viability of more coursework and feedback being submitted on-line. Asses the viability of more lecturing online. Benefits Removing the need to print out paper will reduce: Energy Consumption Paper and toner Waste - paper going to recycling Costs Commuting no need to travel to site to hand in essays or attend lectures It also reinforces the policy of sustainability and innovation Funding None Resources None (MFD supplier to make adjustments) Ensuring Success The progress of the project will be monitored through the Sustainability Group meetings with any delays in progress having to be reported to the group. Measuring Success Timing 2011/12 58 Carbon Management Plan (CMP)

63 Project: Reference: Owner (person) Department Description Inclusion of Energy Efficiency in Staff Induction and Handbook EHU103 Denise Brookfield/Pam Brandwood HR/FM The inclusion of a section on sustainability and carbon reduction in both the staff induction and handbook to emphasise individual responsibility. Benefits There are no direct costs or carbon savings attributed to this project. The project will: Reinforce awareness and ownership of carbon reduction for all staff. Inform staff of the presence of the Sustainability Team and the webpage. Funding None Resources No additional resources required presentation and wording provided by the Sustainability Team Ensuring Success This action has already been undertaken. It is to be included in the 2010 staff handbook and was part of the September 2010 induction Measuring Success Timing complete Carbon Management Plan (CMP)

64 Appendix B: Definition of Projects Project: Reference: Owner (person) Department Description Priority parking for car sharers EHU 501 Julia Dickinson - Environmental and Safety Co-ordinator FM Providing priority parking for those that car share. Parking bays in prime locations will be available for use by car sharers between 8-10am, Mon-Fri. Staff and students must be registered on the Shared Wheels Scheme and apply for a priority parking badge which will enable them to use the designated spaces, providing there are at least two people in the vehicle. Benefits Will help reduce the number of cars coming to site with associated carbon savings. Helps congestion by reducing the number of cars attempting to park on campus. It also helps staff and students reduce travel costs as they share the burden of purchasing fuel. CO 2 Emissions reduction: 31 tonnes of CO 2 (assumes a 5% increase in car sharing) Funding 1000 Resources Marketing Traffic Assistants Ensuring Success Inform and engage FM Campus Support who will be responsible for managing the logistics of the scheme. Inform and engage FM Customer Services who will be responsible for processing and issuing priority parking badges to car sharers. Communicate the scheme and application process comprehensively across campus to all staff and students. Measuring Success Monitor the number of priority parking badges that are issued. Calculate the number of cars utilising the car share spaces on a daily basis. Request feedback from users and also include questions in the Travel Survey. Timing Launch on 28th February 2011 (first day of Green Week) 60 Carbon Management Plan (CMP)

65 Project: Reference: Owner (person) Department Description Cycle lanes EHU 502 Julia Dickinson - Environmental and Safety Co-ordinator FM Provide cycle lanes that enable staff and students to connect with the University from Ormskirk town centre, train station and key student hubs. Where cycle lanes are not feasible install other road markings and make improvements to facilitate cycling. Benefits Will help encourage more staff, and particularly students, to cycle to Edge Hill thus reducing carbon emissions from alternative travel methods. Highly visible road markings and improvements will help people feel more confident about travelling to work or study by bike. It will also help reduce congestion by taking cars off the road. Furthermore, cycling offers a healthier alternative to travel by car. CO 2 Emissions reduction: 53 tonnes of CO 2 (assumes an increase in cycling of approximately 5%) Funding Comprehensive changes have been estimated in the region of 300,000. Changes will be prioritised and Section 106 funding may be available to subsidise implementation. Resources Lancashire County Council Cycling Officer West Lancs. Borough Council Planning Department Marketing Ensuring Success Work with local councils to identify suitable cycling routes and changes. Work with local cycling groups, student societies to lobby the council where necessary. Communicate any changes to staff, students and indeed the wider community who will also benefit. Measuring Success Travel Survey Timing 2011 Carbon Management Plan (CMP)

66 Appendix B: Definition of Projects Project: Reference: Owner (person) Department Description Waste management contract EHU 503 Chris Ryan FM Housekeeping Manager FM Re-tendering and implementation of a new waste contract that will clearly stipulate the requirements for increasing reuse and recycling on campus, providing the infrastructure to support this together with appropriate awareness raising campaigns and also the provision of waste data. Benefits Recycling will increase as a better infrastructure is established which will make it easier for people to recycle. Carbon emissions associated with recycling are lower than those associated with landfill which will enable the University to reduce emissions from waste. Furthermore, additional waste streams will be identified and recycled allowing more waste to be diverted from landfill. CO 2 Emissions reduction: Between tonnes over 5 years (Assumes recycling rates increase to 50% and the total amount of waste sent to landfill does not increase significantly). Funding Estimated cost of waste contract is 250,000 per year. Awareness raising: 500 Resources FM Housekeeping and FM Campus Support Marketing Ensuring Success Communicate with staff and students to raise awareness of the principles of the waste hierarchy and ensure they understand how and where to recycle items. Inform and engage FM employees to help drive project forward Effective contractor control Measuring Success Waste disposal data from contractor Timing New contract will be implemented in time for start of 2011/12 Academic Year 62 Carbon Management Plan (CMP)

67 Project: Reference: Owner (person) Department Description Composting food waste EHU 504 Julia Dickinson Environmental & Safety Co-ordinator FM Collect campus food waste and turn into compost by processing on-site. Benefits Minimise the environmental impact of food waste disposal by reducing the carbon emissions. Funding 25,000 Will reduce the number of waste collections required which in turn will reduce collection and disposal costs. Provides a continuous supply of a useable end product and cut landscaping purchases. CO 2 Emissions reduction: 90 tonnes CO 2 per annum (assumes 70% of food waste from on-site catering outlets is composted) Possibility to extend food collections to halls of residence in the future. Resources Grounds Team Collection infrastructure Ensuring Success Ensure FM staff are aware of the benefits and importance of segregating food waste on campus. Ensure Grounds Team are trained in the use of the composter. Educate staff and students on the benefits of composting. Measuring Success Monitor amount of compost produced on a weekly basis. Obtain feedback from users. Timing 2011/12 Notes Disposal charges and landfill taxation have doubled over the last five years and will double again over the next five. By separating food waste it can prevent contamination of other recyclables and greatly reduce smelly unhygienic waste. In the future, the government may ban certain types of rubbish, such as food waste, going to landfill. Carbon Management Plan (CMP)

68 Appendix B: Definition of Projects Project: Reference: Owner (person) Department Description End-of-term reuse scheme in halls of residence EHU 505 Julia Dickinson Environmental & Safety Co-ordinator FM A scheme that encourages students to donate reusable items when they move out of their halls of residence at the end-of-term, instead of disposing as waste and sending to landfill. Benefits Reduces waste disposal costs and carbon emissions by diverting waste from landfill. It also encourages resource efficiency and longer life-span of products as well as decreasing the resources needed to produce new items. The scheme can help to raise awareness to increase recycling and reuse activities among students. CO 2 Emissions reduction: 30 tonnes CO 2 per annum (approximately) Funding 1,000 Resources Accommodation Team, FM Housekeeping, Students Union Student volunteers Local charities Marketing Ensuring Success Multi-stakeholder approach ensure effective communication Ensure students are well informed of the scheme and make donating as easy as possible Measuring Success Complete monitoring forms Get charities to weigh donations where possible Calculate total amount of items diverted and associated carbon emission savings Obtain feedback from all involved Produce a report detailing successes and outlining improvements for future years Timing May June 64 Carbon Management Plan (CMP)

69 Appendix C: Role Description Sustainability Champion (Graduwatt) Main purpose of this role: The Sustainability Champion is a staff member or student who is interested in helping to actively reduce the overall environmental impact of Edge Hill University. A key role within the development and success of the University s sustainability strategy, the Sustainability Champion will actively support their department in meeting the University s objectives in relation to carbon management, waste minimisation, and sustainable travel. The Sustainability Champions will contribute ideas, suggestions and initiatives for improving the environmental performance in their areas to the Carbon Management Team member in their area. Sustainability Champions will lead by example in encouraging fellow students or members of staff in ensuring that the wider University community contributes towards reducing our environmental impacts. ROLES AND RESPONSIBILITIES Directors and Deans should ensure that: There is appropriate representation at relevant forums i.e. Carbon Management Board and Team and network forums; Consultation takes place with the groups they represent on matters relating to the development, implementation, monitoring and review of the University s sustainability strategy and carbon management plan; Heads of Department nominate suitable person(s) to fulfil the role of Sustainability Champions within their respective areas of responsibility. Heads of Department should ensure that: Sustainability Champions are allocated time for suitable training and development so they may competently fulfil their role. We estimate that Sustainability Champions will not be required to undertake more than a couple of hours a month either attending network meetings or training, or helping to promote greener practices within their department; Sustainability Champions are provided with adequate facility time so they may undertake relevant training and carry out their duties. Carbon Management Team Members Acting as the interface between the Sustainability Champion and Carbon Management Team they will perform the same duties as a Sustainability Champion but with the additional responsibilities of: Reporting actions to the Carbon Management Team Ensuring there are adequate numbers of Sustainability Champions in their area Ensuring the implementation of identified projects within their area Carbon Management Plan (CMP)

70 Appendix C: Role Description Sustainability Champions Individual, in so far as, they are assured that all queries, comments and recommendations will be investigated fully so that they can sincerely feel that their input will have a positive influence upon the University. Sustainability Champions will form part of a cross-campus network which will allow them to network with other colleagues fulfilling the same role within other departments and share experiences and practices. It is proposed that network meetings of Sustainable Champions are held once per term (facilitated by the Sustainability Team). There is also a possibility of an Annual Awards Ceremonyhighlighting the work of the Sustainability Champions and recognising significant achievements of individuals in supporting and actively developing initiatives within their respective areas. Main duties of the role: With appropriate support from the Sustainability Team: 1. To act as the departmental co-ordinator- a single point of contact for the Carbon Management Team - with regards to sustainability issues and developments 2. To contribute ideas regarding topics such as improvements to the recycling facilities, increased provision of Fairtrade goods, energy reduction initiatives 3. To champion the sustainability agenda, and the wider work of the University, becoming aware of Edge Hill s Environmental Management Strategy and associated policies 4. To actively encourage colleagues to become environmentally aware and follow sound environmental practices i.e. use available recycling facilities, consider their carbon footprint when commuting to and from work and reduce energy consumption etc. 5. To advise new staff, or staff in the surrounding working area, on environmental practices or policies relating to sustainability 6. To provide regular feedback to the Carbon Management Team on any environmental information / publications that come to light through the professional working of the Sustainability Champion to aid the full integration of sustainable development into all curricular and professional working areas of the University through all teams, staff and student groups. 66 Carbon Management Plan (CMP)

71 Appendix D: Summary of Environmental Management Strategy ( ) Area Objective Objective Target Environmental Management Systems Implement an Environmental Management System (EMS) that will provide a mechanism to systematically manage the University s environmental impacts, its legislative compliance obligations and deliver continuous improvement. To implement a fully operational, externally verified EMS across the University by December Energy Management To reduce the environmental impact and costs arising from energy use in buildings through the better management of resources, as well as meeting the requirements of legislation. Reduce our carbon emissions from energy use by 6% by 2013/14 from a 2008/09 baseline. Generate 10% of total energy use on-site from Low and Zero-Carbon (LZC) technologies by Transport To help people travel to work and study minimising pollution, congestion and the overall environmental impact that will help the institution grow in a sustainable way. Reduce the percentage of single occupancy car journeys made to the University by staff and students by 2012 from 70% to 55% and 37% to 20% respectively from a 2008 baseline. To ensure 45% of all journeys made by staff to work and 80% of all journeys made by students to study are made by sustainable modes of transport. Reduce car and aviation business mileage by 5% by 2015 from a 2008/09 baseline. Identify, measure and monitor carbon emissions related to all University business travel. Waste Management To significantly reduce our contribution to landfill through reducing volumes of waste generated by our activities and increasing reuse, recycling and resource recovery; to manage residual waste in accordance with best practice; and to ensure that waste is considered a resource by staff and students. To cut waste to landfill to 50% from a 2008/09 baseline by To reduce carbon emissions from waste management by 40% from a 2008/09 baseline by Water To reduce the environmental impact and costs arising from water use through the better management of resources. To reduce water consumption by 5% from a 2008/09 baseline by Community Involvement To encourage and support staff, students and the wider community to make sustainable lifestyle choices; and to embed Education for Sustainable Development within the curriculum. Students Union achieve Gold standard in the Sound Impact Awards by To ensure every department and faculty have a sustainability champion by To embed ESD within the curriculum by Carbon Management Plan (CMP)

72 Appendix D: Summary of Environnemental Management Strategy ( ) Area Objective Objective Target Procurement To carry out our purchasing activities in an environmentally responsible and sustainable manner. To implement the government s Flexible Framework for Sustainable Procurement to level 3 by To achieve Fairtrade University status by Source at least 30% of ingredients from local suppliers. 75% of dishes are freshly prepared. Construction & Refurbishment To provide fit for purpose buildings which actively support energy, water, waste, biodiversity, transport, emissions and discharges and sustainable procurement targets. To achieve a minimum of BREEAM Very Good for all new buildings and to aspire to achieve BREEAM Excellent. To recycle at least 90% of all construction waste. Biodiversity To protect and increase current levels of biodiversity on campus. To develop a Biodiversity Action Plan (BAP) for the site by Emissions & Discharges To monitor discharges and emissions to air, land, and water to ensure effective controls are in place to reduce emissions and manage the risk of pollution To reduce carbon emissions by 30% by 2015 from a 2008/09 baseline. Ensure all new fleet vehicles meet with UK Vehicle Excise Duty Band A or B i.e. CO 2 emissions <120 g/km. 68 Carbon Management Plan (CMP)

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