Wolverhampton City Council

Local Authority Carbon Management Programme

Strategy and Implementation Plan (SIP)

Local Authority Carbon Management Programme

Carbon Management Strategy and Implementation Plan (SIP)

Wolverhampton City Council

Date: April 2008

Version number: 3

Owner: Katie Morrow

Approval: Cabinet 9thApril 2008

Page 1 Local Authority Carbon Management Programme

Strategy and Implementation Plan (SIP)

Contents

Foreword from the Carbon Trust 4

Foreword from Wolverhampton City Council 5

Management Summary 6

1 Introduction 7

2 Carbon Management Strategy 8 2.1 Context and Drivers 8 2.2 Vision 11 2.3 Objectives and Targets 11 2.4 Strategy 12

3 Emissions Baseline and Projections 13 3.1 Scope 13 3.2 Baseline 13 3.3 Projections 16 3.4 Past Actions and Achievements 20 3.4.1 Energy Management in Council Buildings 20 3.4.2 Vehicle Fleet and Business Travel 22 3.4.3 Staff Travel and Commuting 22 3.4.4 ICT 23 3.4.5 Other Achievements 23

4 Carbon Management Implementation Plan 24 4.1 Shortlisted Actions and Emission Reduction Opportunities 24 4.2 Implementation Plan Summary 31

5 Implementation Plan financing 32

6 Stakeholder Management and Communications 34

7 SIP Governance, Ownership and Management 35 7.1 Main Roles and Responsibilities 35 7.2 Risks and Issues Management 37 7.3 Benefits Management 37 7.4 Reporting and Evaluation 37

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8 Appendices 38

Appendix 1: Hierarchy of Strategies 38

Appendix 2: WCC Carbon Management Group 39

Appendix 3: Salix Schemes 41

Appendix 4: Energy Saving Regeneration and Development Scheme 2006-2007 42

Appendix 5: WCC Car Share Campaign Artwork 43

Appendix 6: Internal Energy Awareness Campaign 44

Appendix 7: Stakeholder Communications 46

Appendix A: Proposed Carbon Management Actions 48

Appendix B: List of Abbreviations 64

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Foreword from the Carbon Trust

Cutting carbon emissions as part of the fight against climate change should be a key priority for local authorities - it's all about getting your own house in order and leading by example. The UK government has identified the local authority sector as key to delivering carbon reduction across the UK inline with its Kyoto commitments and the Local Authority Carbon Management programme is designed in response to this. It assists councils in saving money on energy and putting it to good use in other areas, whilst making a positive contribution to the environment by lowering their carbon emissions.

Wolverhampton City Council was selected in 2007, amidst strong competition, to take part in this ambitious programme. Wolverhampton City Council partnered with the Carbon Trust on this programme in order to realise vast carbon and cost savings. This Carbon Strategy and Implementation Plan commits the council to a target of reducing CO2 by 25% by 2015. This underpins potential financial savings to the council of around £16,197,000 and CO2 savings of 107,143 tonnes over the coming years, up to 2015.

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

Richard Rugg Head of Public Sector, Carbon Trust

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(SPECIMEN DRAFT)

Foreword from Wolverhampton City Council

Climate change is the single greatest environmental challenge that we are faced with today. An increase in global temperatures is resulting in changing weather patterns: sea levels are rising and we are experiencing more frequent and intense weather events such as storms and high temperatures.

Wolverhampton City Council is working hard to reduce its contribution to climate change. It has signed up to the Carbon Trust’s ‘Local Authority Carbon Management Programme’ and set a carbon baseline (from 2005/06) for the Authority. This Strategy and Implementation Plan (SIP) sets a challenging target of a 25% reduction of carbon emissions by 2015 and presents an action plan to achieve it.

The SIP is part of how the Authority will become the ‘Excellent Council’ set out in its Corporate Plan. Also, it shows the contribution that the Council is making towards realising the Wolverhampton Declaration on Climate Change for the City and the Wolverhampton Partnership’s ‘Sustainable Community Plan’. We are pleased to be taking a lead on climate change and we will strive to secure the quality of life in the longer term for everyone associated with the City.

Councillor Roger Lawrence Leader of the Council, Wolverhampton City Council SIGNATURE HERE

We express our gratitude to the Carbon Trust and their Consultants for their help and assistance in the preparation of the Carbon Management Strategy and Implementation Plan (SIP) for Wolverhampton City Council. Opportunities are limited for joining the Carbon Trust’s Carbon Management Programme and I view our success as a vote of confidence in the organisation’s ability to get things done.

This SIP sets out our commitment to tackling carbon emissions from Wolverhampton City Council operations and activities which arise from our dual role as service provider and estate manager. It is our commitment to address carbon emissions from Council owned and operated buildings, fleet vehicles, street lighting and business related travel, so that we can strive towards a carbon neutral society and a healthy, sustainable City.

All divisions, services and individuals within the Council contribute to our carbon emissions total. Therefore, all parts of the Council, including employees, have an obligation to address carbon emissions through their service provision and individual actions. We recognise the challenge of meeting the 25% reduction in carbon emissions and look forward to facing it. The benefits are for us all.

Richard Carr Chief Executive, Wolverhampton City Council SIGNATURE HERE

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Management Summary

This Carbon Management Strategy and Implementation Plan (SIP) outlines carbon baseline data that has been collated to highlight the current and projected carbon emissions from Wolverhampton City Council (WCC) activities and operations. This SIP emphasises carbon saving opportunities that WCC already have in place, and presents other quantified opportunities that will be implemented to ensure that the target of 25% reduction in CO2 emissions is met by the Council by 2015.

Projections in WCC annual energy costs indicate an expected rise from £6,202,000 in 2005/06 to £9,339,000 in 2014/15 if we take no action to address this issue. Projected energy related costs under a comprehensive carbon management programme indicate an expected decrease in costs from £6,202,000 per annum in 2005/06 to £5,909,000 in 2014/15.

The principal aims and objectives for Wolverhampton City Council under the Carbon Management Programme (CMP) are:

• reduce CO2 emissions from a baseline of 2005/6 by 25% by 2015; • reduce energy consumption by the Council by 25% by 2015; • bring together existing and future carbon management projects for the Council’s built estate into a consistently managed and coherent programme, with management oversight from Corporate Asset Management Group (CAMG); • encourage workforce involvement in the identification of opportunities and the implementation of actions; • raise the environmental profile of the Council, and lead the City and the wider West Midlands region by example; • form part of a broader Climate Change Strategy and Action Plan for the City (to be published by December 2008), which will also address the need for Council buildings and service areas to adapt to the likely impacts of climate change, and include a strategy for promoting awareness and action on climate change amongst partners, stakeholders and the community.

Many opportunities for the Council to make considerable carbon savings have been identified through the CMP. Those that can be quantified in both monetary and carbon terms are expected to achieve cost savings of £237,568.00 and CO2 savings of 1705 tonnes over the next financial year alone. Many of these opportunities are of no cost or low cost to the Authority. Details of the identified opportunities for carbon savings can be found in Section 4 of this document.

The CMP highlights potential cost savings of £3.4 million per annum by 2014/15, and carbon savings of 20,563 tonnes per annum by 2014/15 after the implementation of a comprehensive programme of carbon management.

The aggregated value at stake (VAS) for costs and carbon savings, calculated from the baseline year (2005/06) up to 2014/15, highlight potential cost savings to the Council of just under £16.2 million and carbon savings of 107,143 tonnes CO2 over the 10 year target period.

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1. Introduction

Climate change is becoming an increasingly important issue for local authorities to address in terms of social, economic and environmental prosperity. In 2006 Sir Nicholas Stern (Head of the Government Economic Service) laid out the economic case for the urgent need to address climate change and greenhouse gas emissions. He advised on the impending economic effects of a changing climate and noted that the “scientific evidence that climate change is a serious and urgent issue is now compelling. It warrants strong action to reduce greenhouse gas emissions around the world to reduce the risk of very damaging and potentially irreversible impacts on ecosystems, societies and economies. With good policies the costs of action need not be prohibitive and would be much smaller than the damage” 1. Through using economic models, Stern was able to estimate that if we were to take no action to mitigate climate change then the “overall costs and risks of climate change will be equivalent to losing at least 5% of global GDP each year, now and forever”.

In December 2006 the Wolverhampton Declaration on Climate Change was signed by the Leaders of the Council’s political parties and the Chief Executive. The Local Authority Carbon Management Programme (LACMP) will contribute a core element of the Declaration’s Climate Change Strategy and Action Plan in the form of an agreed approach to reducing emissions associated with the Council’s own assets (buildings, fleet and street lighting). It will also form part of Wolverhampton City Council’s (WCC) programme to become an “Excellent Council” and will show Civic Leadership in the field to the Wolverhampton Partnership and City Region as a whole.

WCC was one of 45 local authorities selected to participate in Phase 5 of the Local Authority Carbon Management Programme throughout 2007-2008. The Carbon Trust provided technical and change management support and guidance to enable WCC to realise carbon emissions savings, primarily from areas directly under the control of the local authority such as buildings (including schools), vehicle fleets and street lighting.

Through the implementation of the proposals in this Strategy and Implementation Plan (SIP), the Council will look to achieve energy efficiency and cost savings by identifying methods of reducing energy demand, improving energy conservation and securing continuity of supply through sustainable local power generation.

The purpose of the SIP is to outline the carbon baseline data (from 2005/06) that has been collated to highlight the current and projected carbon emissions from WCC activities; to emphasise the carbon saving opportunities that WCC already have in place, and present other quantified opportunities that can be implemented to ensure that the target of 25% reduction in CO2 emissions is met by the council by 2015.

The SIP was presented to Corporate Asset Management Group (CAMG) on 3rd March 2008 for final amendments prior to going to Corporate Management Team (CMT) on 20th March 2008 and Sustainable Communities Scrutiny Panel on 1st April 2008. The SIP will be presented for final approval by the Cabinet on 9th April 2008.

1 Stern, N (2006) The Economics of Climate Change (available from www.hm-treasury.gov.uk/independent_reviews/stern_review_economics_climate_change/stern_review_report.cfm, accessed 20/02/08)

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2. Carbon Management Strategy

2.1 Context and Drivers

Climate change is becoming an increasingly important issue for local authorities as it moves up the UK’s political, media, business, economic and ethical agendas. Specific legislation and central government programmes are being targeted to address the issue, including, for example, the Climate Change Bill 2008, Carbon Reduction Commitment (CRC), Sustainable Community Strategies and Local Area Agreements. Consequently, local authorities need to be at the forefront of effective carbon management. Further, the new National Indicator Set for Local Authorities and Local Authority Partnerships has been released by the Government which includes performance indicators and Key Lines of Enquiry covering climate change issues, and local authorities will be obliged to address and respond to these.

WCC is currently in the process of recruiting a Strategic Partner in order to help the Authority become more efficient and customer-focused. This partnership will be in place for the next ten years and there will be many corporate changes ahead under the new transformation programme, including changes to departmental structures, staff resources, etc., which may influence the implementation of the CMP.

The Carbon Reduction Commitment (CRC) was confirmed by Government in the 2007 Energy White Paper. The CRC will apply mandatory emissions trading to cut carbon emissions from large commercial and public sector organisations by 1.1 MtC / year by 20202. WCC will therefore be obliged to address the CRC, which will be introduced in January 2010. By adopting the proposed actions in the SIP, WCC will benefit well in advance of the introduction of this commitment and will stand itself in good stead to address the CRC in the future.

Energy, waste and carbon management appear consistently through Wolverhampton City Council’s hierarchy of strategies (see Appendix 1). These strategies draw down the priorities of the community from the Sustainable Community Plan and set the framework for Council documents. They are being brought together under the theme of ‘Climate Change’ following the signing of the Wolverhampton Declaration on Climate Change by the Leaders of the Council’s political parties and the Chief Executive of Wolverhampton City Council (December 2006). The Declaration is based on the Nottingham Declaration and commits the Council to develop a strategy and action plan to address the causes and impacts of climate change within two years of signing the Declaration. The Board of the Wolverhampton Partnership formally expressed their support for the work in January 2007 and it is the intention that the Wolverhampton Climate Change Strategy and Action Plan be adopted by the Board for the City. Also, the City Region, of which Wolverhampton is part, has made a commitment towards carbon neutrality.

There are a wide range of current policies and strategies that influence carbon reduction both within the Authority and across the City. These consequently feed back through the hierarchies, and directly address wider-reaching council and city-wide plans such as the Local Area Agreement (LAA), WCC’s Corporate Plan, the Sustainable Community Plan (being

2 Defra (2007) Action in the UK - Carbon Reduction Commitment (available from http://www.defra.gov.uk/Environment/climatechange/uk/business/crc/index.htm, accessed 06/02/08)

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developed from the refreshed Community Plan) and Wolverhampton Partnership’s Sustainability Charter (see Appendix 1). The fundamental strategies that feed into these are highlighted below. All of these strategies and policies have the potential to contribute to carbon reductions through the CMP.

Energy and Water Management Plan for Public Buildings 2008-2018 This Plan (in its final stage of drafting) formulates an approach to energy and water management in the Council’s public building stock over the next 10 years and seeks to ensure that best practice is adopted by the Council for internal facilities management. A robust management and monitoring framework will be adopted for energy and water management so that strengths and weaknesses can be identified and future progress monitored and addressed. The plan has proposals to reduce CO2 emissions from energy use within the Council’s public buildings from approximately 35,800 tonnes per annum (2005/06 baseline) to approximately 27,000 tonnes of CO2 per annum in 2014/15. The Energy and Water Management Plan has been developed to specifically support the CMP and the Wolverhampton Declaration on Climate Change.

WCC Travel Plan 2007 The Travel Plan affects all travel undertaken directly by Council staff, including commuter journeys, business travel, fleet vehicles, visitors, deliveries and contractors. The Plan sets out ways to improve the range of transport options available to council staff for commuting and business travel, whilst minimising the impact of our travel related activities on the environment, easing congestion and enhancing both the economy of the City and the health of its resident population. The Plan responds to the Wolverhampton Partnership’s Sustainability Charter particularly by reducing dependence on the car and providing high quality, attractive and sustainable alternatives (such as through the car share database, pool bikes, cycle mileage allowances and discounted annual public transport travel cards) . The Travel Plan is also key to the efforts the Council is making to improve air quality to support the City’s Air Quality Action Plan.

ICT Strategies Historically, the Council has not identified energy savings as a priority for ICT Strategies or purchases. There have been concerns over the amount of printing of electronic documents and that they are frequently produced single rather than double sided. However, this is about the use of paper rather than direct energy costs. The Council is about to enter into a Strategic Partnership on ICT that will transform the way that it delivers services. There is a unique opportunity to ensure that energy reductions are intrinsic to ICT Strategies and purchases. In light of the central role that ICT is to play in the transformation of the Council and that the market place is already capable of delivering considerable savings, ICT is expected to deliver carbon reductions of 50% over the next 10 years.

Sustainable Procurement Strategy Work on a Sustainable Procurement Strategy for Wolverhampton is subject to a review in light of the recently published report by the IDeA “Local Government Sustainable Procurement Strategy”. It is a development of the work of the national Sustainable Procurement Task Force established in May 2005. The Task Force was charged with drawing up an action plan to bring

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about a step-change in sustainable public procurement so that the UK is among the leaders in the EU by 2009. Wolverhampton’s Sustainable Procurement Strategy will have a decisive role in reducing the Council’s carbon emissions as it should establish the targets for products and services and ensure continuous improvement in those targets year on year (see ICT Strategies above). The scope for contributions from services is emphasised as the Council increasingly works with partners to provide its statutory and discretionary services and recent work has highlighted the substantial and increasing carbon emissions from this sector.

Municipal Waste Management Strategy Exemplifying the previous paragraph, the Municipal Waste Strategy is written with the Council’s partners, in this case Enterprise. Its contribution to carbon emissions under the CMP is through the vehicle fleet which is to be renewed at least once during the life of the SIP. However, the picture is complicated by the fact that most of the energy used by the fleet is not for travel but for operation of processing machinery. These processes may increase in number and complexity (e.g. compaction and bailing for plastics) in response to demand for a greater range of materials to be recycled through the kerbside collection scheme. Therefore, it may be necessary to balance increased carbon emissions from the Council’s fleet against carbon savings for the City overall through improved recycling techniques.

Air Quality Management Action Plan The Action Plan focuses on:

• Reducing vehicle emissions • Improving public transport • Improving the road network • Measures to reduce traffic volumes • Reducing air pollution from industry, commerce and residential areas • Changing levels of travel demand/ promotion of alternative modes of transport.

The Action Plan impacts on the SIP primarily through its influence on transport i.e. commuting and business travel. Its legislative backing means that it is an important part of the armoury to address these organisationally sensitive issues.

Standards for Sustainable Construction in Wolverhampton The development of the Standards is intended to run in parallel with the Supplementary Planning Document on the West Midlands Sustainable Construction Checklist. They will identify the minimum standards required for construction in Wolverhampton over and above those required by legislation. Also, it will provide guidance on priorities in Wolverhampton for meeting the particular levels of voluntary Audit schemes for construction, such as BREEAM. Under the influence of this SIP the reduction of carbon emissions will be at the centre of such priorities.

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2.2 Vision

Wolverhampton City Council’s vision for the CMP is to embed carbon management across all aspects of Council activities and service delivery in both the short and long term. It is our commitment to address the climate change agenda and reduce carbon emissions from Council owned and operated buildings, fleet vehicles, street lighting and business related travel, so that we can strive towards a carbon neutral society and a healthy, sustainable City.

2.3 Objectives and Targets

To establish a CMP for the Council that will:

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2.4 Strategy

In order to achieve the vision and targets that are proposed, a core team consisting of representatives of key service areas and individuals with particular expertise has been assembled to oversee the implementation of the CMP (see Appendix 2). This Carbon Management Group will also lead on identifying actions to reduce emissions that fall outside the scope of the CMP for the broader Climate Change Strategy and Action Plan.

Through the Project Leader and Project Sponsor (Director), the Core Team will report to Corporate Asset Management Group (CAMG) on a monthly basis. Progress on the Carbon Management Programme will be reported to the Corporate Management Team (CMT) in conjunction with Local Area Agreement (LAA) reporting (which includes regular updates on the national indicator NI 1853), which will ensure senior management commitment broad enough to cover the scope of the projects. CMT will receive updates on the progress of the CMP as part of a broader update on progress with the Climate Change Strategy and Action Plan on at least a quarterly basis, with more frequent updates as necessary if there is any cause for concern regarding progress. CAMG will be required to formally approve the proposed recommendations regarding the Council’s built estate in order for them to be implemented. Through this internal communications structure, the allocation of budgets or external funding can be organised with regard to achieving the vision of the CMP.

Other stakeholder groups that will be included in the communication of the CMP include Cabinet, the Sustainability Task Group, Energy Efficiency Project Board, Wolverhampton Homes, the Wolverhampton Partnership, all Council staff, and the wider community. These stakeholders will be fundamental partners to the success of reducing CO2 emissions, not just for the council, but on a city-wide level. Strategic partnerships are already in place between the Council and the Wolverhampton Partnership through the development of the City’s ‘Sustainable Community Plan’, which addresses the climate change agenda. All key stakeholders, individuals and groups will be kept informed on the progress of the CMP.

The CMP will also contribute to the Council’s wider Climate Change Strategy which will address carbon emissions and climate change mitigation and adaptation across the City. The Climate Change Strategy will aim to tackle the causes of climate change and address the likely impacts of a changing climate through the Council’s role as estate manager, service provider and community leader.

Many of the opportunities that have been identified through the CMP are reliant upon a change in Council policies or procedures if they are to be realised. It is intended that these issues will be addressed as the CMP gains momentum, and as the climate change agenda comes even more to the fore in Council activities and operations, particularly in the field of procurement, transport, and ICT changes.

3 NI 185 CO2 reduction from Local Authority operations

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3. Emissions Baseline and Projections

3.1 Scope

The CMP’s scope is defined by the following sources of emissions from the Council’s own estate and operations: • Energy use in all Council owned and managed buildings (existing and new), including schools • Vehicle Fleet • Street lighting, bollards and road signage lighting • Staff business travel • Staff commuting activities

It should be noted that there are no operational landfill sites in Wolverhampton, so this is excluded from the baseline. Also, we do not currently measure the amount of waste collected specifically from Council buildings, only the amounts of municipal solid waste, so this is also excluded from the baseline data.

3.2 Baseline

WCC’s carbon baseline was calculated by compiling data on CO2 emissions from the areas of service detailed above. This data was analysed using the Carbon Trust’s baseline spreadsheet tool for Local Authorities.

Summary CO2 Emissions Breakdown

Commute 19%

Streetlights 11%

Buildings Transp. 63% 7%

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Proportion of Costs (%)

11%

43% Buildings Transport Street Lighting 46%

Baseline Results: 2005/2006

Absolute CO2 emissions Relative CO2 Costs Proportion (tonnes/year) emissions (£) of costs (tonnes/capita/year) Source Tonnes Percentage Per employee Per year Percentage Buildings 35,811 63% 3.77 £2.88m 43% (including schools, excluding number of school pupils) Electricity 15,260 27% Gas/Oil 20,551 36%

Transport 4,115 7% 0.43 £3.13m 46% Council fleet 3,344 5.8% Business travel 731 1.1% Rail Warrants 40 0.1%

Street Lighting 6,466 11% - £0.75m 11% Street Lights 5,173 9% Bollards and signs 1,293 2%

Commuting 10,596 19% 1.12 -

Total 56,988 100% 5.32 £6.76m 100%

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Baseline Notes:

The data represented in the baseline has been provided by relevant service groups (Property Services, Street Lighting and Transportation). The quality of the data is dependable, and has been checked for inaccuracies by the relevant departments.

1) Buildings data was calculated from electricity, gas and oil consumption for all WCC buildings (including schools, offices, depots, car parks, community centres, residential/care homes etc). Buildings quite clearly form the majority of the carbon baseline for WCC. The chart below highlights the buildings data in more detail:

Buildings CO2 Emissions Breakdown

MISC CIV IC BUILDINGS 6% 11%

LEISURE 18%

SCHOOLS SOCIAL SERVICES 55% 10%

It is clear from this chart that schools constitute the majority of carbon emissions from Council owned and/or operated buildings. The Building Schools for the Future (BSF) programme will therefore be fundamental to addressing WCC’s carbon emissions baseline, and achieving the target of 25% reduction in CO2 by 2015. Section 4 refers to BSF in further detail.

2) Transport data was collated from total fleet diesel fuel usage. This was combined with the total number of business miles travelled by staff (claimed back as casual/essential car usage). A total of 2,188,335 business miles were travelled by 2370 employees in 2005/06, which equates to £812,904.36 spent on mileage, plus an additional cost of £878,144.92 that was paid in monthly instalments to 1274 of the 2370 employees who are on essential car user allowance. The number of rail warrants that were issued in 2005/06 was also taken into consideration in the compilation of transport data.

3) Streetlight data was collated from the estimated bill for 2005/06. This includes all streetlights, illuminated signs and bollards.

4) Commuting data was compiled from an online staff travel survey. There are approximately 3 - 4,000 staff with internet access across the council, so it has been assumed that this survey was been based on a sample of 4,000 staff. There were 770 completed responses which equates to a 19.25% response rate.

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Carbon emissions from commuting are an indirect source of Council emissions and are consequently difficult to manage or influence. However, we have chosen to include this data in our baseline so that we can use the CMP to support the proposals and actions in the WCC Travel Plan, and staff commuting will also be addressed under the proposed internal communications and awareness raising strategy for the CMP.

3.3 Projections

Business as Usual (BAU) Projections:

BAU predictions have been calculated up to 2014/15 from the base year of 2005/06 (see graph below). There are underlying assumptions with the BAU scenario with regards to emissions and energy price rises. These assumptions are based upon DTI figures, and include assumed increases in gas and electricity prices of 3.5% per annum and increases in coal prices of 2% per annum; an increase in Climate Change Levy duties of 2% per annum on electricity, gas, coal and oil; approximately 3.6% per annum general rise in fuel prices (a trend that has been identified over the last five years); an increase in consumption of electricity, gas and oil of 0.7% per annum; and assumed increases in transport usage of 1.7% to 1.9% per annum.

The BAU scenario assumes that we continue as we are, making no attempts to reduce CO2 emissions from our buildings, transport, staff commuting and street lighting. If we were to continue in this way and pay no regard to carbon management, our baseline of 56,988 tonnes of CO2 per annum will increase to 60,453 tonnes of CO2 per annum by 2014/15.

Total CO2 Emissions

70000 Water 60000 Waste Collected e 2 50000 Other 40000 Landfill 30000 Streetlights 20000 Commute Tonnes of CO of Tonnes Transp. 10000 Buildings 0

7 4 /08 11 /15 8/09 1/12 06/0 07 0 09/10 10/ 1 13/1 14 0 0 0 2005/06 2 20 20 2 20 20 2012/132 20

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The energy related costs of the BAU scenario are highlighted below (this includes the main underlying assumptions with regard to an expected increase in energy prices, an increase in Climate Change Levy (CCL) duties, increased general energy consumption across Council buildings and operations, and an increase in transportation activities):

Energy Related Costs BAU Scenario

10,000.00

9,000.00

8,000.00 CCL 7,000.00 Streetlighting 6,000.00 Business Travel 5,000.00 Diesel £'000 4,000.00 Oil Gas 3,000.00 Electricity in buildings 2,000.00

1,000.00

6 0 3 /07 /1 /11 /14 5/0 6 9 0 2/1 3 0 0 07/08 0 1 1 1 0 0 0 0 0 0 20 2 2 2008/09 2 2 2011/12 2 2 2014/15

Projected energy related costs for BAU (including electricity, gas, oil, diesel, business travel, street lighting and Climate Change Levy) indicate an expected rise in annual energy costs from £6,202,000 in 2005/06 to £9,339,000 in 2014/15.

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Reduced Emissions Scenario (RES):

The following chart refers to energy related costs predictions if reduced emissions are realised by the Council. The RES also has underlying assumptions that are based on a 3.88% reduction in energy usage and petrol and diesel consumption by the Council, per annum, to reach the target of 25% reduction in CO2 by 2015.

Energy Related Costs, Reduced Emissions Scenario

7,000.00

6,000.00 CCL 5,000.00 Streetlighting 4,000.00 Business Travel Diesel £'000 3,000.00 Oil

2,000.00 Gas Electricity in buildings 1,000.00

9 2 5 /06 /07 /0 /10 /11 /1 /13 /14 1 5 6 8 9 0 1 2 3 0 0 0 0 1 1 1 1 14/ 0 0 0 0 0 0 0 0 0 2 2 2007/08 2 2 2 2 2 2 2

Projected energy related costs for RES indicate an expected decrease from costs of £6,202,000 per annum in 2005/06 to £5,909,000 in 2014/15.

When the BAU and RES projections are combined, the Value at Stake (VAS) can be calculated with regard to potential cost and carbon savings to the Council (see VAS graphs below). The VAS represents the total savings in energy and carbon related costs that can be obtained through adopting carbon management, based upon assumptions in projected energy costs, energy consumption, transportation activities and Climate Change Levy (CCL) duties under the BAU and RES scenarios.

The VAS for WCC shows potential cost savings of £3.4 million per annum by 2014/15, and carbon savings of 20,563 tonnes per annum by 2014/15 after the implementation of a comprehensive programme of carbon management.

The aggregated VAS totals, calculated from the baseline year (2005/06) up to 2014/15, highlight potential cost savings to the Council of just under £16.2 million and carbon savings of 107,143 tonnes CO2 over the 10 year target period.

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Opportunities identified through the CMP have the potential for realising cost savings of £237,568.00 and CO2 savings of 1705 tonnes for the Authority over the next financial year alone (details of these opportunities feature in Section 4).

Carbon (tonnes) Value At Stake

70,000

60,000

50,000 Value At Stake 40,000

30,000 Tonnes CO2 20,000

10,000

0 Total BAU 6 8 0 3 5 0 07 0 09 1 /11 12 1 14 1 6/ 8/ 0 3/ Total RES 0 1 00 2005/ 20 2007/ 2 2009/ 201 2011/ 2012/ 20 2014/

Cost (£) Value at Stake 10,000 9,000 8,000 Value At 7,000 Stake 6,000 5,000 £'000 4,000 3,000 2,000 1,000 Total BAU 0 Total RES

/06 09 10 15 4/ 008/ 009/ 2005 2006/07 2007/08 2 2 2010/11 2011/12 2012/13 2013/14 201

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3.4 Past Actions and Achievements

Detailed below are a number of examples of activities that WCC have been pursuing in order to address environmental sustainability, and consequently address our carbon emissions. These activities will have pronounced effects upon CO2 emissions from the Council’s own estate and assets. Many of the following examples have been implemented since the start of the CMP in May 2007, including Salix funded schemes and sustainable redevelopments of Council properties.

3.4.1 Energy Management in Council Buildings

WCC recognises that reducing CO2 emissions will ultimately require reductions in energy consumption in all Council buildings. A reduction in energy use results in a reduction in operation and maintenance costs, which is clearly beneficial to both the Council and the community. Considerable threats also exist in the future supply of energy use, including increasing energy costs, market place volatility, and the forthcoming CRC (see Section 2).

WCC commenced energy conservation activities during the late 1970s. It is estimated that the consumption of energy in public buildings at that time was approximately 212GWh, the equivalent of 58,000 tonnes of CO2 per year. By 1989 energy consumption in Council 4 buildings had fallen to 170GWh, equivalent to 47,500 tonnes of CO2 per year . A policy change in the 1990s to decrease the number of coal and oil fired power stations resulted in an increase in electricity production from gas fired power stations, which led to a consequential reduction in carbon dioxide emissions. By 2005/06 energy consumption in Council buildings had fallen to approximately 140GWh, approximately 35,000 tonnes of CO2 per year. Energy consumption in Council buildings has in fact reduced by 34% since the late 1970s, despite increased demand for electricity provision over the years, primarily to address increased ICT provisions.

These savings have been realised by:

• rationalisation of service provision leading to demolition of surplus assets; • continuous programmes of refurbishment and maintenance, leading to improved efficiency and reduced energy requirements; • incorporation of energy conservation measures

WCC have been successful in obtaining Salix funding and have up to £400,000 ring-fenced funds to implement energy efficient schemes which result in cost and carbon savings for the Council. A list of successfully completed Salix schemes can be found in Appendix 3. Many of the Salix projects have commenced since the start of the CMP in April 2007.

It is a statutory requirement to achieve BREEAM 'very good' standards for new build schools, and good for significant refurbishments. WCC will use BREEAM environmental impact assessments for all major projects (minimum £0.5m) to a minimum standard of BREEAM ‘very

4 N.B. these are estimated figures to remove the energy consumption of the Polytechnic (now University of Wolverhampton), and housing properties (now managed by the ALMO Wolverhampton Homes); both of which used to be administered by the Council)

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good’ (where BREEAM models exist). All designs for new and refurbished Council buildings are developed to ensure they include carbon and energy efficiency measures. Particular attention is being paid to building design to ensure compliance with the requirements of Part L of the Building Regulations, by introducing specialist engineering on issues such as orientation (for solar gain); natural ventilation; thermal insulation; use of grey water; sustainable urban drainage; and on-site renewable technology.

The Council have been involved in a number of successful regeneration, development and refurbishment schemes that address carbon emissions and the sustainability agenda. Many of these projects are in the housing arena, however, housing stock has been excluded from the carbon baseline in the CMP as WCC no longer manage their own housing properties. This is conducted by the ALMO (arms length management organisation) Wolverhampton Homes on behalf of WCC. Examples of these schemes can be found in Appendix 4.

In 2006/07 a £8.2 million flagship refurbishment programme was completed on Council properties on Graiseley Estate. The buildings were renovated to include state-of-the-art rain screenings, double glazed aluminium windows, installation of PV panels on the roof, as well as external cladding to the blocks which provides excellent thermal efficiency. Constant pressure bathroom extract ventilation systems were also installed which vary the extraction fan speeds according to demand, thus saving fan running costs and minimizing the amount of heated air extracted. The programme covered 124 properties in total and residents were also given 4 energy saving light bulbs per property. This was the first housing scheme in Wolverhampton to use photo-voltaic panels to provide additional electricity to the blocks using sunlight. Photo-voltaic generated electricity is also fed back into the Grid Network and compensated against electricity used by WCC. This highlights the Council’s commitment to using renewable energy and protecting the environment, and the development may also involve a community heating scheme powered by biomass boilers in the future.

There are new build developments currently underway that are also eco-friendly. One example of this is the sustainable housing scheme at Cross Street South (Blakenhall) where 30 homes are being built with modern methods of construction and a wide range of environmentally friendly materials (including acrylic render, aluminium guttering, larch cladding, recycled wood in kitchen units, Marmoleum flooring which is biodegradable, recycled plastic decking and reclaimed paving from the streets of Wolverhampton). All of the timber used in the development will be sourced from sustainable forests and certified by the FSC (Forest Stewardship Council), and the design of the homes will also maximise daylight through south-facing rooms and open plan arrangements. This housing scheme is being built to Eco Homes ‘Excellent’ standards, complete with a central woodchip boiler, low energy lighting, high thermal efficiency measures, and sedum roofs to keep homes warm during the winter, cool in the summer and to absorb CO2. Gray (rain) water will also be collected from roofs and used for watering gardens and cleaning cars etc in order to reduce water consumption on the site. One of the main aims of the project is to build homes that are at least 50% more energy efficient than a standard home. They will only need 2 kilowatts of heat, as opposed to the standard 8 to 10 kilowatts, which will consequently save the residents money on their utility bills in the future, whilst addressing carbon emissions.

Another major new build scheme that is under construction is Bilston Urban Village, currently the largest regeneration project underway in the Black Country. It covers around 95 acres of mainly derelict and under-used land in Bilston, Wolverhampton, and the development brief for this scheme calls for BREEAM ratings of ‘excellent’ to be achieved. The Council has been

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working with regional partners including Sustainability West Midlands, Severn Trent Water and the Environment Agency on using the Bilston Urban Village development as a leading case study for climate change adaptation measures.

3.4.2 Vehicle Fleet and Business Travel

A Green Fleet Review has been conducted by the Energy Saving Trust (EST) on the overall efficiency and environmental impact of WCC’s vehicle fleet5. Based on 2006/07 data, WCC operates a fleet of 420 vehicles (266 vehicles up to 3.5 tonnes and 154 vehicles above 3.5 tonnes) and 2,490 employees use their own private vehicles on official Council business. The total mileage covered by vehicles up to 3.5 tonnes (including private cars being used on Council business) was 3.93 million miles. The entire owned fleet and private cars used on Council business produced some 3,061 tonnes of CO2 in 2006/07.

The EST noted that cost and environmental benefits will accrue from improved vehicle deployment and driver education in fuel efficient driving techniques, which have the potential of reducing fuel costs by 10% and CO2 emissions by around 112 tonnes per annum. A further 36 tonnes per annum reduction could be delivered by diverting a proportion of the mileage currently covered in private cars to public transport and other modes of transport. These options will be considered under the CMP.

The EST also noted that WCC should convert fleet vehicles, where possible, to a 5% biodiesel fuel. This recommendation features as a quantified opportunity under the CMP (see Project Ref. 11, Appendix A).

As part of the Council’s Travel Plan, guidelines were prepared for managers to promote public transport use wherever feasible to their staff who are undertaking business travel, as opposed to automatically approving car allowances.

3.4.3 Staff Travel and Commuting

The WCC Travel Plan aims to raise awareness of the journeys that staff undertake and to encourage them to think about how they can make their journeys more energy efficient and reduce their general need to travel. By helping to make other forms of transport available and more attractive to staff members, the number of private cars on the road in Wolverhampton can be reduced.

In recognition of the benefits of cycling, WCC promotes the use of cycles for short journeys on Council business, as well as cycling to and from work. The Council provides secure cycle storage facilities for staff members, including changing rooms, storage lockers and shower facilities (where possible) at main office locations to encourage people to cycle to work where practical. In support of this initiative, the Council introduced a cycle mileage rate of 20p per mile in February 2006, awarded to employees who use bicycles for work journeys. There are also six pool bikes available to staff at two of the main Council offices (Civic Centre and Heantun House). Staff are also offered an affordable tax-free bike for work that can be paid

5 Energy Saving Trust Green Fleet Review for Wolverhampton City Council, Ref: GFR/0708/092 Carried out on behalf of The Energy Saving Trust by James Langley, Fleet Intellect Ltd (January 2008)

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for by monthly payments from their salary. The ‘Bike 4 Work’6 scheme, organised by the Transportation Strategy team, offers staff the chance to hire a bike up to the value of £1,000 for 12 months at low cost due to tax and National Insurance savings.

Council staff are also encouraged to purchase an annual travel card for use on public transport, as opposed to bringing their car to work. The travel card can be purchased through monthly instalments from their salary, and by doing this staff are entitled to up to a 5% reduction on bus, Metro and train travel across the West Midlands.

In October 2006 the council launched a car share database for all its employees. The ‘What’s your MOT’ (Mode of Transport) campaign promoted a car share database that staff could sign up to, in order to reduce congestion on the streets of Wolverhampton, reduce fuel costs and parking charges, reduce mileage and everyday wear and tear on personal vehicles, and to ultimately reduce traffic pollution and help to address the increasing pressure on the local community and the environment (see Appendix 5 for campaign artwork).

It is of interest to note that in the most recent staff travel survey, 57% of respondents stated that working from home would be an attractive option for them. Remote working is not an option for everyone, but it is promoted as part of the Travel Plan for those whom it is appropriate, and this option is being investigated further under the CMP.

3.4.4 ICT

WCC has already virtualised 75 servers (from approximately 200), together with approximately 50% of current ICT storage requirement. All new requirements (both servers and storage) will be virtualised wherever possible. Virtualisation of servers allows multiple systems to be rationalised to fewer units, which consequently reduces the energy demand of the data centre and reduces the demand for cooling in the server room.

Corporate ICT Services have introduced a type of sleeper software which turns off all computers at the end of the day. Unfortunately, they are automatically turned on again at 7.30am when the anti-virus software starts up, even if no one is using that computer, it will still be turned on. ICT are currently investigating this. One option to address this is the installation of ‘Nightwatchman’ software which ensures that PCs are automatically switched off again after the anti-virus software has started them up. Then, computers will not be left on needlessly. A business case based on the required outlay and potential cost and emission savings is currently being considered.

3.4.5 Other Achievements

There is an extended programme of energy awareness activities conducted by the Council, including programmed visits to secondary schools, and presentations to primary school children and community groups. An energy awareness DVD has also been produced, which has been distributed to GP waiting rooms, libraries, community centres, etc.

6 Information is available from: wolvesnet/corporate/travel/cycling/Bike+to+Work+Scheme.htm

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4. Carbon Management Implementation Plan

4.1 Shortlisted Actions and Emission Reduction Opportunities

The opportunities listed below have been identified through the CMP, further details for each of these can be found in Appendix A. Opportunities 1 to 8 inclusive have been identified due to their eligibility for Salix funding.

CO Annual Lead 2 Payback Project Capital cost Savings Cost When by? Ref Officer(s) (years) (£) (tonnes) Saving (£) Lighting upgrades in selected Council Dave Webb / Summer properties Keith Daw £30,400.00 38.67 £6,033.00 - 2008 1

Installation of Energy Management Systems in selected Dave Webb / March / Council properties Keith Daw £17,395.00 39.34 £4,240.00 - April 2008 2

Installation of condensing boilers in selected Council Dave Webb / Summer properties Keith Daw £59,136.00 45.79 £7,200.00 - 2008 3

Proposed boiler Paul Jones / house refurbishment Dave Webb / Summer in the Civic Centre Keith Daw £500,000.00 52.00 £6,000.00 - 2008 4

Proposed separation of heating and hot Dave Webb / Keith Daw Approx 5 May - July water system in the £15,000.00 27.81 £2,897.10 5 Civic Hall years 2008

Feasibility Installation of study biomass boiler at Dave Webb / Approx 5 summer West Park Depot 6 Keith Daw £35,000.00 30.8 £5,000.00 years 2008

Solar heating for hot water and swimming pool at Penn Hall Dave Webb / Approx 5 May - July School Keith Daw £19,500.00 35.35 £3,992.00 years 2008 7

Replace electric storage heating with gas fired heating system - Ashmore Dave Webb / Approx 4-5 Summer Park Library Keith Daw £7,500.00 22.64 £1,811.00 years 2008 8

Carbon Management Julie £0 Approx Approx Immediately May – Communications Pietragallo / 763 £88,770.00 December 9 Plan Katie Morrow 2008

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CO Annual Lead 2 Payback Project Capital cost Savings Cost When by? Ref Officer(s) (years) (£) (tonnes) Saving (£)

Low Carbon Tom

Community Heating Winckley / Feb 08 - £1.6 million 575 £111,000 14 years 10 Projects Steve North Dec 09

Proposal to review No savings the conversion of likely due Graham Summer fleet vehicles to £0 70.9 to - 11 Bloxsome 2008 biodiesel increased cost of fuel

Proposal to adopt the Richard £0 Unable to 'West Midlands Wassell / (initial establish Unable to Unable to From Checklist' for 12 Stephen training costs at this establish at establish at February developments Alexander of £2,000) stage this stage this stage 2008

Proposal to review Anne Dokov / Unable to Unable to Unable to possibilities for Barry For review £0 establish establish at establish at 13 remote working Wheeler from April at this this stage this stage 2008 stage

Trial of new, more energy efficient street Alan Johnson £625.00 Trial in 14 lamp technologies £10,000.00 3.8 16 years per year 2008

These 14 opportunities for carbon savings were identified as key to the delivery of the CMP as they directly address the carbon baseline data (council buildings, fleet, street lighting, commuting etc.) Some opportunities were identified that address areas outside of the remit of the baseline data (such as, for example, targeting households with low SAP ratings for insulation and upgraded central heating was going to be included), however, these opportunities have been excluded on the grounds that they do not directly address Council emissions, and we do not have direct control upon the outcome of these opportunities. Any opportunities such as these will be addressed through WCC’s Climate Change Strategy that is being developed throughout 2008, which will not just address the Council’s carbon emissions, but carbon emissions across the City.

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Long-term enablement actions

These relate to actions which lead to, or which make easier, future emissions reduction, and actions that help to embed carbon management in the organisation. The opportunity below will lead to a change in the normal procedure adopted by WCC for planning applications:

• Proposal to adopt the 'West Midlands Checklist' for developments – Action 12

The West Midlands Checklist is an online tool that identifies a range of different economic, social and environmental sustainability issues. It enables Planning Officials to assess to what extent a large development site proposal will deliver on different aspects of sustainability, including climate change, energy efficiency and EcoHomes /BREEAM or Code for Sustainable Homes. The checklist can be adapted to include other aspects (e.g. proposals to include the use of grey water for new builds, increase the use of water butts; and increase the use of renewable materials in future developments). The online checklist is free upon registration, however, there are training costs of up to £2,000 involved in implementing this opportunity, and introducing the Checklist will increase demand on Planning Officer time when assessing applications.

No / low cost direct emissions reduction actions

Listed below are identified actions that may be taken within existing personnel, management and financial resources in the course of normal activities. The following short-listed opportunities can be categorised in this way:

• Carbon Management Communications Plan – Action 9

As a first step towards stakeholder involvement, an internal energy awareness campaign will be implemented from May 2008 to raise the issue of energy awareness at work (and at home) including a call to action. Existing internal communications mechanisms will be used and built upon. Any print and design required will be sourced from the Council’s own in-house providers in order to keep costs to a minimum. See Appendix 6 for further information on the internal communications strategy.

The initial campaign will be directed at Council staff only (including staff in all Council buildings – schools, offices, depots etc.), and will be the first stage of a more extensive stakeholder communication strategy which will be developed later in the year in fulfilment of the Climate Change Strategy and the Wolverhampton Declaration on Climate Change. This extensive stakeholder communication strategy later will require additional funding due to its scope. Funding for this will be secured from the Environmental Initiatives Budget.

• Proposal to review possibilities for remote working – Action 13

A proposal to review the possibilities available to Council for staff to work remotely to address, primarily, carbon emissions from staff commuting and energy use in buildings. This will link to changes coming from the Strategic Partnership from a service provision point of view. It is hoped that this opportunity will realise CO2 reductions due to associated decrease in energy consumption in council buildings and reduction in staff travel (commuting and business miles).

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• Proposal to review the conversion of fleet vehicles to biodiesel – Action 11

An investigation into the viability of converting current fleet vehicles to biodiesel will be undertaken. If this proves successful, a contract to supply will be set up and fleet vehicles which currently run on mineral diesel will be replaced with a 5% bio blend.

Direct emissions reduction actions requiring investment

All of the opportunities listed below require investment in order to realise carbon savings for the Council. All of these have been identified to primarily address carbon emissions from Council buildings, the majority share of the carbon emissions baseline. All of these opportunities are being funded through the Salix Scheme and the Corporate Asset Management Budget (with the exception of street lighting, which is funded through Capital budgets). Further details of each scheme can be found in Appendix A.

• Lighting upgrades in selected Council properties – Action 1

• Installation of Energy Management Systems in selected Council properties – Action 2

• Installation of condensing boilers in selected Council properties – Action 3

• Proposed boiler house refurbishment in the Civic Centre – Action 4

• Proposed separation of heating and hot water system in the Civic Hall – Action 5

• Installation of biomass boiler at West Park Depot – Action 6

• Solar heating for hot water and swimming pool at Penn Hall School – Action 7

• Replace electric storage heating with gas fired heating system - Ashmore Park Library – Action 8

• Trial of new, more energy efficient street lamp technologies – Action 14

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Other proposed actions to achieve carbon reductions from 2009 to 2015 include:

Annual Annual Lead Capital cost CO Payback Project 2 Cost When by? Officer(s) (£) Savings (years) Saving (£) (tonnes) Immediately

Building Schools for upon Tim Westwood Approx the Future (BSF)7 Up to £300m TBC completion of 2011-2015 / Gerard Stone 2307 building

works

Primary Capital £3.7m Immediately Programme Steve Nicholls / (2009/2010) Approx upon All to be (Primary Schools Mike Howarth TBC 1408 completion of completed by refurbishment £6.3m building 2022 - 2023 programme)8 (2010/2011) works

Corporate buildings Immediately CAMG / Energy – asset Approx TBC upon Efficiency TBC Ongoing rationalisation and 1948 completion of Project Board refurbishment9 building

works Initial £200 000 Salix, match funded

by the Council, Dependent Salix funded Dave Webb / Approx Dependent will be a upon Ongoing projects10 Keith Daw 1500 upon project revolving fund, project

no expected additional costs to incur

To coincide Implementation of Approx with Climate Green Champions Katie Morrow £0 TBC Immediately 150011 Change in Council offices Strategy and

Action Plan –

from Dec 08

Also under consideration is the development and implementation of a whole life procurement appraisal process for all appropriate projects, and consideration of how to develop the statutory need for site Waste Management Plans, and to develop strategies with major contractors for waste avoidance and minimisation.

7 BSF – It is assumed that 80% of secondary schools will be new build or refurbished. It is presumed a small reduction in floor area of 10%. Also presumed 10% of current estate remains at current energy levels, 40% sees a 25% energy reduction due to significant refurbishment, whilst the remaining 50% new buildings operate at good practice levels. Estimates based upon floor area and consumption of gas and electric on-site. 8 Primary Capital Programme – the Government is committed to renewing at least half of all primary school buildings by 2022/23 through this programme of investment. These projections are based upon assumptions for the programme in Wolverhampton. It is assumed 20% new build and 50% refurbishment over 15 years. Over the timescale of the CMP, by 2015, 25% of the Primary estate (22 establishments) will have been rebuilt, taken out of use, or modernised. This will equate to approx £35m in the Primary estate plus Capital receipts. Estimates based upon floor area and consumption of gas and electric on-site. 9 Corporate buildings asset rationalisation and refurbishment – projections assume a 10% reduction in total floor area and 20% refurbishment of buildings. Estimates based upon floor area and consumption of gas and electric on-site. 10 Based upon the first two tranches of Salix finding that has been committed, each £1000 spent leads to an estimated saving of 2 tonnes CO2. It is therefore anticipated that CO2 savings will equate to approx 1500 tonnes per year from Salix projects. 11 Approx 10% savings on building energy use = approx 1500 t/CO2 per year (in conjunction with awareness raising campaign)

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Building Schools for the Future (BSF)

It should be noted that although buildings constitute a large proportion of the baseline, and that schools form the majority of this, we have not identified specific school-based opportunities for carbon savings due to the imminent Building Schools for the Future (BSF) Programme. BSF is a long-term programme of investment and change in Wolverhampton that will help transform education for secondary age students by providing 21st Century learning environments that engage and inspire young people, their teachers and the wider community12. BSF will be an ambitious £300 million building project for WCC, and how it is delivered will be crucial to addressing carbon emissions from WCC owned and operated schools. Property Services have noted that while it would be possible to make energy saving changes to school property now, it would not be cost efficient should that school be nominated under the BSF Programme to be re-built or refurbished, and any changes that had been made to that building under the CMP would be lost.

Although there are no specific carbon saving opportunities identified for schools under the CMP at present, the BSF programme will play a significant part in carbon reduction. The BSF team intend to undertake a number of actions through designing and building sustainable schools, and efforts will be taken to minimise the environmental impact of this vast building programme. Some of the proposed BSF actions include the utilisation of the Design Quality Indicator for Schools which identifies the functionality of the building (facets of use, access and space), build quality (performance, engineering, and construction), and build impact (form and materials, internal environment, urban and social integration, character and innovation). The BSF team are also going to run a ‘Joinedupdesign forschools’ scheme, which brings pupils together to develop a brief based upon identified issues related to a building design. Pupils will work with a designer and through discussion, workshops and visits they will explore core issues related to sustainability.

All BSF schools will be assessed on BREEAM School ratings, and the environmental factors that will be taken into account include management, energy use, water, health and well-being, pollution, transport, land use, ecology, and materials and waste. Buildings are assessed against these and the resultant score expressed as a BREEAM Schools rating of ‘pass’, ‘good’, ‘very good’, ‘excellent’. All rebuild and refurbishment schemes will be BREEAM for Schools ‘very good’ at least, as a minimum, and ‘excellent’ as far as possible.

The BSF programme is seen as a primary mechanism to deliver the 25% carbon saving over 10 years for the Authority through the CMP. These reductions will be achieved through:

• super insulation, with its added benefits of helping the structure respond to climate changes; in particular the use of green roofs and lining walls for their contribution to biodiversity and reducing storm-water peak flows;

• water management e.g. grey water recycling, spray fixings to taps, time switches to showers etc;

12 https://www.wolverhamptonbsf.org.uk/

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• natural ventilation as opposed to mechanical;

• zoned lighting and heating with movement sensitivity, allowing pre-school and after- school hours use of part of the building without carbon penalties;

• local energy generation through Combined Heat and Power (CHP) and use of renewables. The Authority is looking at establishing an Energy Services Company (ESCo) to coordinate such activity with similar initiatives from the voluntary and housing sectors. Contributions to the curriculum will be built into the Partnership providing access to high quality specialists;

• power management software for schools ICT with training on good energy management, capable of transfer to pupils homes, promoting a sense of contribution to the targets and indicators in the Sustainable Community Plan;

• visible accessible resource use monitoring for continuous feedback into the curriculum, including carbon and calorie savings/use for commuting to school and school travel. Such elements have great potential for personalised learning and promoting achievement;

• travel plans for all schools are nearing completion which are coupled with: walking buses, cycle training, healthy schools

The following is a statement from Gerard Stone, WCC’s BSF Programme Manager:

“BSF schools will act as flagships for their communities, promoting sustainable development and becoming exemplars in reuse and recycling, showcasing waste minimisation and energy management, improving local environmental quality and quality of life. Pupils themselves will be developed as Sustainability Champions, personalising their learning and promoting a sense of achievement and long term personal and community well being.

We will encourage and support schools, including BSF schools, to join Eco-schools programmes for sustainable development with the proviso that they should establish performance targets that contribute to those in the Sustainable Community Strategy thereby learning how organisations and individuals can contribute to the long term management of change to beneficial effect.”

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4.2 Implementation Plan Summary

Summary of key milestones for the implementation of the SIP projects:

2008 2009 Ref Project April May June July Aug Sept Oct Nov Dec Jan Feb March Lighting upgrades in selected Council 1 properties Installation of EMS in selected Council 2 properties Installation of condensing boilers in selected Council 3 properties Proposed boiler house refurbishment in the 4 Civic Centre Proposed Civic Hall Carbon Reducation 5 Activities Installation of biomass boiler at West Park 6 Depot Solar heating for hot water / swimming pool - 7 Penn Hall School Gas fired heating system - Ashmore Park 8 Library

Carbon Management 9 Communications Plan Ongoing Low Carbon Community Heating 10 Projects Ongoing

Proposal to review the conversion of fleet 11 vehicles to biodiesel Proposal to adopt the 'WM Checklist' for 12 developments Ongoing

Proposal to review possibilities for remote 13 working Ongoing Trial of new, more energy efficient street 14 lamp technologies Ongoing

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5. Implementation Plan Financing

Summary of predicted costs and savings of WCC Carbon Management Programme:

Total Estimated Capital Expenditure £2,310,931.00 (estimated expenditure on carbon saving projects during the first year of the implementation of the SIP - 2008-2009)

Total Annual Cost Savings 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 Annual savings (£) 321,926 655,249 1,003,630 1,366,764 1,745,379 2,140,239 2,552,147 2,981,944 3,430,513

Total Annual Carbon Reductions 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15

Carbon Reduction 2,593 5,095 7,517 9,864 12,138 14,342 16,479 18,552 20,563 (tonnes)

The financing of the SIP will be funded from existing Council budgets (including Corporate Asset Management Fund, Capital Funds and the Environmental Initiatives Budget). The Council is already operating the Salix Energy Efficiency Fund as a revolving fund through the Energy and Water Management Plan. The Salix scheme includes a Capital grant of £200,000 from the Carbon Trust which has been matched with Council funding of £200,000 to pump prime this initiative. Any cost savings accrued from this initiative are re-invested in the delivery of further projects, thus creating a genuine revolving fund. A list of successfully completed Salix schemes to date can be found in Appendix 3. Many of the Salix projects have commenced since the start of the CMP in April 2007, and a number of scheduled Salix funded projects are included in the SIP (see Appendix A).

In addition to the Salix programme, the Council has endorsed more general cross cutting principles as part of the Corporate Asset Management Fund. Principal priorities for investment include energy efficiency measures outside the immediate scope of the Salix programme but nonetheless leading to pay back of a maximum of five years and innovative measures for environmental sustainability, such as grey water harvesting. This funding demonstrates the significant commitment being made by the Council to addressing issues of energy conservation and mitigation of carbon emissions. It is intended that a specific carbon and energy efficiency fund will be set up, similar to the Salix scheme, whereby all annual cost savings from the implementation of projects are fed back into the fund, and are then re- invested in energy and carbon saving projects on a ‘spend to save’ basis. This fund will allow more energy works to be carried out to complement the Salix fund, and will also include water saving and water efficiency proposals which are currently excluded under the Salix programme.

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All of the projects that are planned for the first year of implementation are currently financed, except for Project 10 (Low Carbon Community Heating Projects). This is subject to confirmation of DEFRA’s new funding round.

Our largest expected contributor to the CMP will be the BSF programme. This is a national, Government-led programme under which WCC will have access to £300 million to invest in secondary school buildings and facilities. It is expected that this capital is likely to be on stream by 2011.

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6. Stakeholder Management and Communications

Key stakeholders for the CMP include Council staff, elected Council Members, Corporate Management Team (CMT), Corporate Asset Management Group (CAMG), Sustainability Task Group (STG), Energy Efficiency Project Board, Wolverhampton Homes, Wolverhampton Partnership, and the wider community.

Ongoing engagement and communication with identified stakeholders is fundamental to the success of the CMP. Proposed stakeholder communications are highlighted further in Appendix 7. The CMP is fully supported by elected Members and the Council’s Chief Executive. The implementation route for the SIP fully engages with key internal stakeholders, including CAMG, CMT, Cabinet and Council staff (through the proposed internal awareness raising campaign – see Appendix 6):

Action Date Draft SIP to Corporate Asset Management Group (CAMG) for comment 3rd March 2008

Draft SIP to Corporate Management Team (CMT) for comment 20th March 2008

SIP to Sustainable Communities Scrutiny Panel (SCSP) for approval 1st April 2008

SIP to Carbon Trust April 2008

SIP to Cabinet for approval 9th April 2008 Launch SIP Communications Strategy / Awareness Campaign May 2008 Implement SIP carbon management projects April 2008 onwards Monitor SIP Ongoing 2008/2009 Review SIP and update accordingly April 2009

Progress of the CMP will be formally reported to CAMG on a monthly basis and to CMT on a quarterly basis. It is proposed that an annual Green Report will be presented to Cabinet (Resources Panel or Performance Board) which will report on interim assessments to address any outstanding issues with regard to the implementation of the identified carbon saving opportunities, and to report on other progress aspects of the CMP.

An internal staff awareness campaign will ensure that all Council staff are aware of the CMP and what we are trying to achieve collectively (see Appendix 6). The campaign will encourage staff to be more aware of the carbon emissions that the Council produces, and the part in which they play in producing these emissions, and the actions that they can take whilst at work to help us to achieve our CO2 reduction target. It is hoped that any good practice that staff members pick up through the campaign in the workplace, they will also take home with them to achieve energy and carbon savings whilst at home. This campaign will be directed at Council staff only and will be the first stage of a more extensive stakeholder communication strategy which will be developed later in 2008 to support the Wolverhampton Climate Change Strategy.

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7. SIP Governance, Ownership and Management

7.1 Main Roles and Responsibilities

In order to ensure that there is effective, sustained ownership of the CMP, a Carbon Management Group (CMG) has been established to maintain governance of the programme. Details of members of the working CMG can be found in Appendix 2. Overall management accountability for the CMP will fall to the CMG, led by Steve Boyes (CMP Sponsor), Councillor Les Turner (CMP Member Sponsor) and Katie Morrow (CMP Project Leader).

The CMG will be responsible for ensuring that the SIP is delivered, embedded and implemented. The CMG will report directly to Corporate Asset Management Group (CAMG) on a monthly basis and update them accordingly on actions that have been undertaken under the CMP, any risks and issues, and any proposed future actions for carbon management. The CMG will review and update the SIP on an annual basis, monitor progress of the proposed actions in the SIP and monitor the Council’s emissions performance.

The following table highlights the key areas of action for the SIP, and the respective lead officers:

Carbon Management Implementation Plan: Responsibility Table

Activity Responsible person(s) Title Set CMP objectives CMP Project Team

Manage implementation plan Katie Morrow Project Leader (Climate Change) CMP Project Team

Monitor and review progress Katie Morrow Project Leader (Climate Change)

Individual opportunity leaders

Manage risks and issues Individual opportunity leaders

Manage stakeholders and Katie Morrow Project Leader (Climate Change) communication Marketing & Communications Officer Julie Pietragallo

Reporting on CMP Katie Morrow Project Leader (Climate Change)

Individual opportunity leaders

Financing of Carbon David Halford Head of Financial Planning Management Activities Individual opportunity leaders

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Activity Responsible person(s) Title Buildings Kevin Moore Group Manager – Property Management (Maintenance) Dave Webb Section Leader – Energy/Building Services

Keith Daw Energy and Water Conservation Manager

Buildings Rod Holt Group Manager Project Delivery – Property (New Build) Services Frank Townsend Building Services Section Leader

Transport (Fleet) Graham Bloxsome Corporate Transport Manager

Planning and Development Richard Wassell Head Of Planning Policy & Urban Design

Stephen Alexander Head of Development Control (Planning)

CHP / Community Heating Tom Winckley Project Officer (Energy Efficiency) Projects Steve North Project Officer (Neighbourhood Renewal)

Communications and Katie Morrow Project Leader – Climate Change community relations Julie Pietragallo Marketing & Communications Officer

Remote Working Anne Dokov Chief HR Officer

Barry Wheeler Data Centre Manager, Corporate ICT

Street lighting Alan Johnson Team Leader – Street Lighting

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7.2 Risks and Issues Management

The Council recognises that it has a responsibility to manage risks effectively in order to control its assets and liabilities, protect its employees and community against potential losses, minimise uncertainty in achieving its goals and objectives and maximise the opportunities to achieve its vision13.

Risk management is an integral part of the Council’s corporate governance arrangements and has been built into the management processes as part of the Authority’s overall service delivery framework. WCC’s Risk Management Strategy provides a structured, systematic and focused approach to managing risk, and this model will be followed throughout the implementation of the CMP and its associated carbon saving projects. Under this strategy, risks are classified by impact and probability. The overall aim of the Risk Management Strategy is to ensure that the Authority adopts best practice in the identification, evaluation and cost effective control of risks in order that they are eliminated or reduced to an acceptable level and that systems are in place to track and report upon existing and emerging risks that could cause damage to the Council or its stakeholders.

Steps will be taken to mitigate or prevent risks from occurring, and assessments will be made on specific actions and target dates. These will be regularly reviewed throughout the implementation of the CMP. Contingency arrangements and mitigating actions will be introduced, where necessary, in order to manage potential risks.

7.3 Benefits Management

In order to measure the quantitative and qualitative benefits of the CMP, a rigid monitoring system will be implemented for each of the identified projects in the SIP, where possible, and the associated carbon savings will be measured and recorded.

The carbon baseline data will be updated and reviewed on an annual basis in order to monitor the benefits of the programme and noted carbon reductions across Council buildings, street lighting, fleet vehicles and staff commuting. Progress against the targets in the SIP will be monitored through this annual update of the carbon baseline data.

7.4 Reporting and Evaluation

13 Wolverhampton City Council Corporate Governance & Risk Management - Risk Management Strategy 2007/08

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8. Appendices

Appendix 1: Hierarchy of Strategies (and Lead Officers as at April 2008)

Wolverhampton Partnership’s ‘Sustainability Charter’ (C.K. Jackson-Houlston)

Wolverhampton Climate Change Refreshed Community Plan (2006) / Local Area Agreement Sustainable Community Strategy (2008) Strategy and Action Plan (Paul Cave) (Katie Morrow) (Lorna Shaw / Richard Wassell)

Wolverhampton City Council’s Corporate Plan (Lorna Shaw)

Carbon Management Plan (Katie Morrow)

Air Quality WCC Travel ICT Strategies Energy and Water Building Schools Municipal Sustainable Sustainable Action Plan Plan (Barry Wheeler) Management Plan for the Future – Waste Construction Procurement (Bob Gudger) (Ric Bravery) for Public Buildings Strategy Management Standards Strategy 2008-2018 Document Stage Strategy Policy (David Sheldon) (Kevin Moore / 2 (Les Brazier) (David Dave Webb) (Tim Westwood) Ravenscroft)

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Appendix 2: WCC Carbon Management Group

Role in Carbon Name and position in the LA Contact details Management programme Sponsor Steve Boyes 01902 555400 (Director) Director, Sustainable [email protected] Communities Sponsor Councillor Les Turner [email protected] (Member) Member Champion, Sustainable Communities Project Leader Katie Morrow 01902 555627 Project Leader (Climate Change) [email protected] Finance David Halford 01902 554452 Champion Head of Financial Planning [email protected] Team members David Sheldon 01902 555066 Corporate Procurement Manager [email protected]

Dave Webb 01902 555540

Section Leader – Energy/Building [email protected] Services Maintenance

Keith Daw 01902 555764

[email protected] Energy and Water Conservation Manager – Salix co-ordinator

Kevin Moore 01902 555570 Group Manager Property [email protected] Management Rod Holt 01902 555420 Group Manager Project Delivery – [email protected] Property Services

Frank Townsend 01902 555477

Building Services Section Leader [email protected]

Les Brazier 01902 554301 Waste Minimisation Officer [email protected] Graham Bloxsome 01902 554866 Team members Corporate Transport Manager [email protected]

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(cont…) Steve Nicholls 01902 554127 Site Development and Support [email protected] Manager (Children and Young People) Tim Westwood 01902 554 225 Building Schools for the Future [email protected] (BSF) Director Barry Wheeler 01902 554892 Data Centre Manager, Corporate [email protected] ICT Services Bernard Bustin 01902 553310 Building and Estates Manager [email protected] (Adults and Community) Ric Bravery 01902 555698 Senior Transportation Officer [email protected] Tom Winckley 01902 551346 Project Officer (Energy Efficiency) [email protected] Steve North 01902 555782 Project Officer (Neighbourhood [email protected] Renewal) Julie Pietragallo 01902 551140 R&E Marketing & [email protected] Communications Officer Alan Johnson 01902 555696 Team Leader, Street Lighting [email protected] Richard Wassell 01902 554007 Head Of Planning Policy & Urban [email protected] Design Stephen Alexander 01902 555610 Head of Development Control - [email protected] Planning David Ravenscroft 01902 555426 Service Development Manager, [email protected] Property Services

Anne Dokov 01902 554900 Chief HR Officer [email protected]

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Appendix 3: Completed Salix Schemes 2007/08

SCHEME DESCRIPTION TOTAL SALIX ASSET. COMPLETED EXPECTED EXPECTED COST CONT. MGT. TONNES SAVINGS £'S CONT. OF CO2 PER YEAR SAVED PER YEAR

Information Replace £4,395.00 4,395.00 £0.00 June 07 7.76 £935.00 Centre electric heating with gas fired system Kingswood Solar powered £9,850.00 9,850.00 £0.00 May 07 14.64 £2,437.00 Nursery domestic hot water heating system. Northwood 3-off heating £11,937.00 11,937.00 £0.00 June 07 31.32 £2,686.00 Park Primary zone valves in boilerhouse-for 8 hour lettings on Sat&Sun we only heat 1/3 of site. Goldthorn Time controls £2,195.11 2,195.11 £0.00 June 07 5.28 £917.00 Park Primary for 8-off electric water heaters (were operating 24/7) Valley Park Replace 24 £4,495.00 4,495.00 £0.00 April 07 9.71 £1,354.00 Site light fittings in sports hall with 12- off high efficiency fittings New Time controls £1,295.69 1,295.69 £0.00 July 07 2.40 £530.00 Hampton for 5-off Centre electric water heaters (were operating 24/7) Whitmore Lighting £2,199.83 2,199.83 £0.00 Dec 07 4.70 £997.36 Reans upgrade + Library water heater time clock Beckminster Time controls £1,083.67 1,083.67 £0.00 July 07 2.41 £531.27 House for 4-off electric water heaters (were operating 24/7) Bantock Condensing £25,500.00 20,000.00 £5,500.00 July 07 32.30 £4,061.30 Museum Boilers + Zoning

Sub total £62,951.30 £57,451.30 £5,500.00 110.52 £14,448.93

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Appendix 4: Energy Saving Regeneration and Development Schemes 2006-2007

Activity Who is involved? Partners’ Will this contribution continue (£) in into 2006/07 2007/08? Central Heating Programme • 984 New / replacement boilers installed Wolverhampton Homes £1.5m Yes

Graiseley Tower Blocks • Completion of works to 3 tower blocks Bullocks Construction, D and Council No included double glazed aluminium windows B Facades, Dulas Lld funded external cladding new C/H system and installation of photovoltaic panels to roof space to power lift. 120 properties in total. 4 CFLs provided per property

Bushbury Tarrans • 101 properties to have improved energy Frank Haslam Milan Council Yes efficiency to reduce fuel poverty. funded

Scotlands • 211 properties to have improved energy Bullocks Council efficiency to reduce fuel poverty. Phase 3 funded Yes commenced Apr 06

Broome Road/Hawkesford Crescent • 27 properties had central heating and loft SPI / Burrows Council Yes insulation installed funded

EEC2 Funding • Cavity wall and loft insulation installed 342 British Gas £207K Yes and 684 respectively

Cross Street South - Blakenhall • Sustainable housing scheme to Eco Homes Bromford Housing Group, TSC - Yes Excellent complete with woodchip boiler, Integer Architects, Housing £3.375m; sedum roofs and high thermal efficiency Corporation (Social Housing SHG Grant – SHG) £2.22m

Showell Park – Low Hill South • PV panels on roofs and ‘Nu Aire’ heating and Haslam Homes; Bromford No social Yes ventilation system – S106 Scheme (25% Housing Group housing affordable housing) grant

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Appendix 5: WCC Car Share Campaign Artwork

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Appendix 6: Internal Energy Awareness Campaign

Introduction

Wolverhampton City Council is developing a Carbon Management Programme. The delivery and implementation of a carbon management programme forms part of the authority’s plan to become an ‘excellent council’ and will show civic leadership in this field.

The objectives of the programme include percentage reductions in the Council’s CO2 emissions and energy consumption. From the Council’s baseline carbon emission figures, 63% originate from council buildings.

The carbon management plan will include encouraging stakeholder involvement in achieving these objectives.

As a first step towards stakeholder involvement, an internal energy awareness campaign will be implemented to raise the issue of energy awareness at work (and at home) including a call to action. Existing internal communications mechanisms will be used and built upon (these are detailed below). Any print and design required for this campaign will be sourced from the Council’s own in-house providers.

This campaign will be directed at WCC staff only and will be the first stage of a more extensive internal and external stakeholder communication plan which will be developed later in the year as part of the Climate Change Strategy. This communications plan will have a more extensive target audience including schools; teachers, building managers, caretakers, children and parents, and it will build existing Council and stakeholder initiatives, e.g. energy awareness and Travelwise.

Objectives

The campaign objectives for the first year are:

• It is predicted that this internal communications campaign will achieve 5% savings on building energy consumption, equating to approximately 763 tonnes CO2 and cost savings of £88,770.00; • To raise awareness on carbon saving issues both at work and home; • To encourage staff to take action to change their behaviour; • To inform staff and elected members that the CMP is taking place and update on progress against targets.

Communication considerations

• Consider links to other council policies and plans; • Consider links to existing council/partner initiatives; • Appropriateness of key messages and methods of communication with staff at a variety of buildings including civic centre, satellite offices, schools, libraries, car parks etc; • Key messages to apply to energy conservation at home and at work; • Needs support from Chief Officers Management Team/Chief Executive.

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Communication activities

A selection of the following activities may be used for the staff campaign:

• City people (monthly staff newspaper) • City people e-bulletin (weekly staff email) • Council Members newsletters (weekly, produced by Member support) • Departmental newsletters (e.g. Adults & Community, W’ton Homes internal newsletter) • Schools Post/e-bulletin • Departmental intranet sites where available • Leaflets, flyers - put on desks, given to Managers to circulate, included in payslips, through internal post, near drinks/coffee machines, in well used areas and staff rest rooms, etc. • Posters on notice boards, in kitchens, in staff rooms, rest rooms, near photocopiers etc. • New or improved signage near electrical equipment • Screen savers for computer screens (unless these use more energy/slow computers) • Tip of the day e-bulletins • Create a special hot-link e.g. www.wolverhampton.gov.uk/energy which takes staff to information on intranet; • Pull up displays/banners in staff areas. • Competitions/awards for energy conscious teams • Magnetised messages – promoting the right message at the right time • Press release about councils carbon management programme generally and after campaign to report success in reduction of emissions etc. • Included as part of council staff induction course – piloted in our department • Presentations to staff/workshops on energy saving tips and why its important • Enlisting ‘energy champions’ in each service area to help change behaviour, to put up posters, distribute leaflets, give advice, report issues etc. • Staff surveys and comment cards to encourage staff feedback or ideas for energy saving at work.

Evaluation

• Reduction in percentage of council emissions from current baseline figure; • Financial savings in energy consumption from current baseline figure; • Feedback from staff surveys and comment cards; • Feedback from energy champions. • Send artwork and examples of initiatives to the Carbon Trust as examples of good practice.

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Appendix 7: Stakeholder Communications

Their information Means of Individual or Group Their interest or issues needs or Communication

Influence Impact messages

Corporate H M • Efficiencies / cost / • Regular • Reports to CMT Management Team budgets updates meetings at least • demonstrable delivery of quarterly Wolverhampton Declaration commitments Corporate Asset H H • Efficiencies / cost / • Regular • Monthly progress Management Group budgets updates reports to CAMG • Sustainable / resilient council buildings • Fundamental to delivery of LACM recommended actions Energy Efficiency H H • Sub group of CAMG • Regular • Monthly meetings Project Board specifically set up to updates address energy efficiency in the Council Sustainability Task H M • Climate Change as • Regular • Monthly progress Group corporate SD priority updates reports to STG • delivery of Wolverhampton Declaration commitments Council Staff L M • Efficiencies / cost / • Informed that • Staff budgets CMP is taking communications • Employer profile / place (see Appendix 6) reputation • Informed of • Some personal interest in and consulted climate change / on SIP environmental concerns • Updated on progress against targets Wolverhampton L L • Efficiencies / cost / • Regular • Inclusion in Core Homes budgets updates CMP Group • Decent Homes programme includes water and energy efficiency improvements to dwellings • Some individual staff with high interest / motivation e.g. on renewable energy

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Wolverhampton L L • Demonstrable delivery of • Regular • Presentation(s) to Partnership Wolverhampton updates Partnership Board Declaration commitments • Council as community leader – “leading by example” Community L L • General interest – need • Project • Insight and local to raise awareness targets and press • Council can lead by case studies • Council website example from Implementatio • Awareness raising n Plan events / initiatives

Influence: the person or groups level of influence on the successful outcome of the project - 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)

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Appendix A: Proposed Carbon Management Actions

Project / Action 1: Lighting upgrades in selected Council properties Description and notes This project covers proposed actions at Central Baths and 3 adult/social care homes on Duke Street. - Central Baths: Replace existing T12 fluorescent tubes with high frequency T5 fittings and voltage reduction control on pool hall lighting. - Duke St. Bungalows (x3): Low energy lighting Quantified costs and • Financial investment, operational costs £30,400.00 benefits • Emissions reduction (tonnes CO2) 38.67 • Financial savings (£s per year) £6,033.00 • Payback period -

Resources • Funding source Salix/Asset Management Budget • Demand on management resources Minimal • Funding available? Yes

Ownership and The individual(s) responsible for delivery or decision Keith Daw accountability making;

The individual(s) accountable for delivery or decision Dave Webb making and responsible for approval / sign-off;

The individuals to be consulted in decision making; Dave Webb / Kevin Moore

The individuals to be informed of actions, decisions CAMG/ Steve Boyes/ or progress Councillor Turner

Ensuring success Known key success factors • Reduced energy consumption

Principal risks (technical, financial, other) • n/a

Main means of risk mitigation • n/a Performance / Direct measurement of energy (electricity) consumption in the specified Council success measure buildings through meter readings.

Electricity will be measured to meet Sailx’s requirements for sponsored projects, readings will be taken before the lighting upgrade and after it has been installed.

Timing - Central Baths – Work in progress Feb 08 - Duke St. Bungalows – Order placed Feb 08 for work on first bungalow, expected to start in March 08. Orders to be raised for the 2 other bungalows following completion of the first.

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Project / Action 2: Installation of Energy Management Systems in selected Council properties Description and notes Proposed Energy Management Systems in the following Council properties: - Field View Primary School - Portobello Community Centre - Blakenhall Family Resources Centre - Nelson Mandella House (place for disadvantaged and elderly) Quantified costs and • Financial investment, operational costs £17,395.00 benefits • Emissions reduction (tonnes CO2) 39.34 • Financial savings (£s per year) £4,240.00 • Payback period -

Resources • Funding source Salix/Asset Management Budget • Demand on management resources Minimal • Funding available? Yes Ownership and The individual(s) responsible for delivery or decision Keith Daw accountability making;

The individual(s) accountable for delivery or decision Dave Webb making and responsible for approval / sign-off;

The individuals to be consulted in decision making; Dave Webb / Kevin Moore

The individuals to be informed of actions, decisions CAMG/ Steve Boyes/ or progress Councillor Turner

Ensuring success Known key success factors • Reduced energy consumption , reduced CO2 emissions, cost savings

Principal risks (technical, financial, other) • n/a

Main means of risk mitigation • n/a Performance / Direct measurement of energy consumption in the specified Council buildings. success measure Energy savings will be measured to meet Sailx’s requirements for sponsored projects, readings will be taken before the installation of the energy management systems and after they have been installed.

Timing - Field View Primary School - Work in progress, expected completion March 08 - Portobello Community Centre - Work in progress, expected completion March 08 - Blakenhall Family Resources Centre - Order placed Feb 08, work to commence March 08 - Nelson Mandella House - Work in progress, expected completion March 08

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Project / Action 3: Installation of Condensing Boilers in selected Council properties Description and notes Proposed condensing boilers in the following Council properties: - Nelson Mandella House (place for disadvantaged and elderly) - Merry Hill House (home for the elderly)

Quantified costs and • Financial investment, operational costs £59,136.00 benefits • Emissions reduction (tonnes CO2) 45.79 • Financial savings (£s per year) £7,200.00 • Payback period

Resources • Funding source Salix/Asset Management Budget • Demand on management resources Minimal • Funding available? Yes

Ownership and The individual(s) responsible for delivery or decision Keith Daw accountability making;

The individual(s) accountable for delivery or decision Dave Webb making and responsible for approval / sign-off;

The individuals to be consulted in decision making; Dave Webb / Kevin Moore

The individuals to be informed of actions, decisions CAMG/ Steve Boyes/ or progress Councillor Turner

Ensuring success Known key success factors • Reduced energy consumption

Principal risks (technical, financial, other) • Replacing the boilers will mean a shut-down of the central heating and hot water system for a period of time. As these boilers are going into homes for elderly people, it is not possible to shut down the heating system in the winter months.

Main means of risk mitigation • Boiler replacement will take place in the summer to avoid to much disruption for residents Performance / Direct measurement of energy consumption in the specified Council buildings success measure through meter readings.

Energy consumption will be measured to meet Sailx’s requirements for sponsored projects, readings will be taken before and after the new boilers have been installed.

Timing Going out to tender Feb/March 08, to be completed Summer 08

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Project / Action 4: Proposed boiler house refurbishment – Civic Centre Description and notes Proposed boiler house refurbishment in the Civic Centre. Quantified costs and • Financial investment, operational costs £500,000.00 (£30,000 of benefits which will be Salix) • Emissions reduction (tonnes CO2) 52.00 • Financial savings (£s per year) £6,000.00 • Payback period

Resources • Funding source Salix/Asset Management Budget • Demand on management resources Minimal • Funding available? Yes

Ownership and The individual(s) responsible for delivery or decision Paul Jones accountability making;

The individual(s) accountable for delivery or decision Paul Jones / Keith Daw / making and responsible for approval / sign-off; Dave Webb

The individuals to be consulted in decision making; Paul Jones / Dave Webb/ Kevin Moore

The individuals to be informed of actions, decisions CAMG/ Steve Boyes/ or progress Councillor Turner

Ensuring success Known key success factors • Reduced energy consumption in the Civic Centre due to more energy efficient boiler installation

Principal risks (technical, financial, other) • n/a

Main means of risk mitigation • n/a Performance / Direct measurement of energy (gas) consumption in the Civic Centre. success measure Gas readings will be measured to meet Sailx’s requirements for sponsored projects, readings will be taken before and after the boiler house refurbishment.

Timing Out to tender from Feb 08, to commence summer 08

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Project / Action 5: Proposed Civic Hall Carbon Reduction Activities Description and notes Proposed separation of heating and hot water system in the Civic Hall. Quantified costs and • Financial investment, operational costs £15,000 benefits • Emissions reduction (tonnes CO2) 27.81 • Financial savings (£s per year) £2,897.10 • Payback period Approx 5 years

Resources • Funding source Salix • Demand on management resources Minimal • Funding available? Yes

Ownership and The individual(s) responsible for delivery or decision Keith Daw accountability making;

The individual(s) accountable for delivery or decision Dave Webb making and responsible for approval / sign-off;

The individuals to be consulted in decision making; Dave Webb / Kevin Moore

The individuals to be informed of actions, decisions CAMG/ Steve Boyes/ or progress Councillor Turner

Ensuring success Known key success factors • Reduced energy consumption

Principal risks (technical, financial, other) • n/a

Main means of risk mitigation • n/a Performance / Direct measurement of energy consumption in the Civic Hall. success measure Energy consumption will be measured to meet Sailx’s requirements for sponsored projects, readings will be taken before and after the separation of the heating and hot water system in the Civic Hall.

Timing Out to tender from Feb 08, to start April/May 08

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Project / Action 6: Installation of biomass boiler at West Park Depot Description and notes Proposed installation of biomass boiler at West Park Depot Quantified costs and • Financial investment, operational costs £35,000.00 benefits • Emissions reduction (tonnes CO2) 30.8 • Financial savings (£s per year) £5,000 • Payback period Approx 5 years

Resources • Funding source Salix • Demand on management resources Minimal • Funding available? Yes

Ownership and The individual(s) responsible for delivery or decision Keith Daw accountability making;

The individual(s) accountable for delivery or decision Dave Webb making and responsible for approval / sign-off;

The individuals to be consulted in decision making; Dave Webb / Kevin Moore

The individuals to be informed of actions, decisions CAMG/ Steve Boyes/ or progress Councillor Turner

Ensuring success Known key success factors • A more energy efficient boiler, savings on CO2 and costs

Principal risks (technical, financial, other) • n/a

Main means of risk mitigation • n/a Performance / Energy consumption will be measured to meet Sailx’s requirements for sponsored success measure projects, readings will be taken before and after the new biomass boiler has been installed.

Timing Feasibility study summer 08

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Project / Action 7: Penn Hall School – Solar Heating Description and notes Proposed solar heating for hot water and swimming pool at Penn Hall School Quantified costs and • Financial investment, operational costs £19,500.00 benefits • Emissions reduction (tonnes CO2) 35.35 • Financial savings (£s per year) £3,992.00 • Payback period Approx 5 years

Resources • Funding source Salix • Demand on management resources Minimal • Funding available? Yes

Ownership and The individual(s) responsible for delivery or decision Keith Daw accountability making;

The individual(s) accountable for delivery or decision Dave Webb making and responsible for approval / sign-off;

The individuals to be consulted in decision making; Dave Webb / Kevin Moore

The individuals to be informed of actions, decisions CAMG/ Steve Boyes/ or progress Councillor Turner

Ensuring success Known key success factors • Reduced energy consumption from the introduction of renewable energy sources

Principal risks (technical, financial, other) • n/a

Main means of risk mitigation • n/a Performance / Direct measurement of energy consumption at the school through meter readings. success measure Energy will be measured to meet Sailx’s requirements for sponsored projects, readings will be taken before and after the solar heating technology is installed.

Timing Specification and tender compiled Feb 08, work to commence May 08

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Project / Action 8: Gas Fired Heating System – Ashmore Park Library Description and notes Proposal to replace electric storage heating with gas fired heating system Quantified costs and • Financial investment, operational costs £7,500.00 benefits • Emissions reduction (tonnes CO2) 22.64 • Financial savings (£s per year) £1,811.00 • Payback period Approx 4 – 5 years

Resources • Funding source Salix • Demand on management resources Minimal • Funding available? Yes

Ownership and The individual(s) responsible for delivery or decision Keith Daw accountability making;

The individual(s) accountable for delivery or decision Dave Webb making and responsible for approval / sign-off;

The individuals to be consulted in decision making; Dave Webb / Kevin Moore

The individuals to be informed of actions, decisions CAMG/ Steve Boyes/ or progress Councillor Turner

Ensuring success Known key success factors • Reduced electricity consumption

Principal risks (technical, financial, other) • n/a

Main means of risk mitigation • n/a Performance / Direct measurement of energy (electricity) consumption at Ashmore Park Library. success measure Electricity will be measured to meet Sailx’s requirements for sponsored projects, readings will be taken before and after the installation of the new gas-fired heating system.

Timing Specification and tender to be written, work to commence summer 08

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Project / Action 9: Carbon Management Communications Plan Description and notes Internal (council-specific) communications plan to raise awareness on carbon saving issues amongst staff and stakeholders. See Appendix 6 for further information. Quantified costs and • Financial investment, operational costs £0 benefits • Emissions reduction (tonnes CO2) Approx 5% savings from electricity consumption baseline = 763 tonnes CO2 • Financial savings (£s per year) Approx 5% savings from electricity consumption baseline = £88,770.00 • Payback period Immediately

Resources • Funding source n/a • Demand on management resources Difficult to quantify this due to the number of staff that will be involved. Demand on staff resources to implement and deliver the plan. • Funding available? n/a Ownership and The individual(s) responsible for delivery or Katie Morrow/ accountability decision making; Julie Pietragallo/ Tom Winckley

The individual(s) accountable for delivery or Charles Jackson-Houlston/ decision making and responsible for approval / Barbara Holt sign-off;

The individuals to be consulted in decision Charles Jackson-Houlston/ making; Barbara Holt

The individuals to be informed of actions, CAMG/ Steve Boyes/ Councillor decisions or progress Turner Ensuring success Known key success factors • CO2 reduction due to associated decrease in electricity consumption in council buildings • Feedback from staff

Principal risks (technical, financial, other) • Staff may be resistant to change their current habits with regard to energy consumption whilst at work.

Main means of risk mitigation • Ongoing communication and awareness raising activities • Senior management/Cabinet support for the communications plan and its implementation Performance / Direct measurement of energy (electricity) consumption in council buildings success measure Timing From May 2008

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Project / Action 10: Low Carbon Community Heating Projects Description and notes Community/District Heating (possible CHP) for housing developments (both new- build and refurbished), city centre locations and other local centres. Biomass district heating proposals in Heath Town (Ellerton Walk, New Park Village) under consideration for 184 maisonettes in 2 blocks. Consideration of implementing ESCO to develop project.

Quantified costs and • Financial investment, operational costs £1.6m benefits • Emissions reduction (tonnes CO2) 575 • Financial savings (£s per year) £111,000 • Payback period 14 years (excludes external funding) Resources • Funding source HCP; Bio Energy Capital Grant; Decent Homes Programme • Demand on management resources • Funding available? No – waiting to hear news If not, when? of next funding round from DEFRA anytime soon Ownership and The individual(s) responsible for delivery or decision Tom Winckley/Steve North accountability making;

The individual(s) accountable for delivery or decision Angie Madden making and responsible for approval / sign-off;

The individuals to be consulted in decision making;

The individuals to be informed of actions, decisions CAMG/ Steve Boyes/ or progress Councillor Turner / Cllr Bilson

Ensuring success Known key success factors • Other operational schemes – Barnsley; Telford

Principal risks (technical, financial, other) • Lack of knowledge base; timescales; funding only available from 2009

Main means of risk mitigation • Project Team and looking for external partner with previous experience in field; Look at funding whole scheme without reliance on external funding

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Performance / Metrics for displaying performance against target and consideration of physical or success measure financial measurement necessary to establish emissions reduction or energy or cost saving benefits.

Timing Feb 08 – Dec 2009 Project goes beyond this for other Decent Homes work including external cladding.

Sources of Property Services initial report on Ellerton Walk; Hestia options appraisal; feasibility information and work by Energy Savings Trust; Site visit to existing schemes in Manchester and guidance Barnsley; Cost appraisals from Econergy and Technical Advisory Services; Warwickshire biomass event.

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Project / Action 11: Proposal to review the conversion of fleet vehicles to biodiesel Description and notes Investigate the viability of converting current fleet vehicles to biodiesel Quantified costs and • Financial investment, operational costs £0 benefits • Emissions reduction (tonnes CO2) 70.9 tonnes • Financial savings (£s per year) No savings, due to increased cost of fuel possible increase of £6000 p.a. • Payback period n/a

Resources • Funding source n/a • Demand on management resources Low • Funding available? n/a If not, when? Ownership and The individual(s) responsible for delivery or decision Graham Bloxsome accountability making;

The individual(s) accountable for delivery or decision Graham Bloxsome making and responsible for approval / sign-off;

The individuals to be consulted in decision making; Alistair Merrick

The individuals to be informed of actions, decisions CAMG/ Steve Boyes/ or progress Councillor Turner

Ensuring success Known key success factors • Reduced CO2

Principal risks (technical, financial, other) • Some engines not compatible with Biodiesel. Risk of rainforest/food crop damage due to clearance for Soya growth and transportation costs and Co2 emissions from ships.

Main means of risk mitigation • TRY to ensure fuel is sourced from sustainable resource.

Performance / success measure Timing Can be relatively quick, contract to supply to be set up then replace mineral diesel with 5% bio blend.

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Project / Action 12: Proposal to adopt the ‘West Midlands Checklist’ for developments Description The West Midlands Checklist is an online tool that identifies a range of different economic, social and and notes environmental sustainability issues. It enables Planning Officials to assess to what extent a large development site proposal will deliver on different aspects of sustainability, including climate change, energy efficiency and EcoHomes /BREEAM or Code for Sustainable Homes. The checklist can be adapted to include other aspects (e.g. proposals to include the use of grey water for new builds, increase the use of water butts; and increase the use of renewable materials in future developments). Quantified • Financial investment, operational costs £0 (The online Checklist tool is free) costs and £2,000 required to cover training sessions benefits • Emissions reduction (tonnes CO2) Unable to establish at this stage • Financial savings (£s per year) Unable to establish at this stage • Payback period Unable to establish at this stage Resources • Funding source £2,000 available to fund BRE training on the Checklist from internal divisional budgets • Demand on management Training on the Checklist needed for Officers resources Additional demands on Planning Officer time when addressing Checklist assessments with planning applications. • Funding available £2000 available to fund BRE training on the Checklist Ownership The individual(s) responsible for Ivor Smith/ Richard Wassell / Stephen Alexander and delivery or decision making; accountability The individual(s) accountable for Richard Wassell / Stephen Alexander delivery or decision making and responsible for approval / sign-off;

The individuals to be consulted Richard Wassell / Stephen Alexander in decision making;

The individuals to be informed of Planning Officers/ CAMG/ actions, decisions or progress Steve Boyes/ Councillor Turner

Ensuring Known key success factors success • Approval of Green Decision Notice for the implementation of this proposal (approval from Steve Boyes and Councillor Bilson needed) • % of applications submitted with completed Checklist documentation will indicate success of this proposal.

Principal risks (technical, financial, other) • This will be a pilot study for the implementation of the West Midlands Checklist – no other authority has adopted this as an obligation when submitting planning applications. • The Checklist does not have any mandatory aspects as yet. • Checklist does not calculate CO2 reductions.

Main means of risk mitigation • Encourage applicants to complete the Checklist and submit with planning application, possibly even state that applications will not be considered if there is no Checklist submitted with it.

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Performance / success measure Unable to establish emissions reduction, energy or cost saving benefits at this stage. Timing Proposal to adopt the West Midlands Checklist early February 2008. Sources of information and guidance http://www.checklistwestmidlands.co.uk/

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Project / Action 13: Proposal to review possibilities for remote working Description and notes A proposal to review the possibilities available to the Council for staff to work remotely to address, primarily, carbon emissions from staff commuting and energy use in buildings. This will link to changes coming from the Strategic Partnership from a service provision point of view. Quantified costs and • Financial investment, operational costs £0 benefits • Emissions reduction (tonnes CO2) Unable to establish at this stage • Financial savings (£s per year) Unable to establish at this stage • Payback period Unable to establish at this stage Resources • Funding source n/a • Demand on management resources Unable to determine at this stage • Funding available? n/a Ownership and The individual(s) responsible for delivery or Anne Dokov (from April 2008 onwards accountability decision making; when she returns to post as Chief HR Officer) and Barry Wheeler (ICT)

The individual(s) accountable for delivery or decision making and responsible for approval / Anne Dokov / Barry Wheeler sign-off;

The individuals to be consulted in decision making;

The individuals to be informed of actions, CAMG / Steve Boyes / decisions or progress Councillor Turner Ensuring success Known key success factors • CO2 reduction due to associated decrease in energy consumption in council buildings; reduction in staff travel (commuting and business miles)

Principal risks (technical, financial, other) • Staff may be resistant to change • Potential for consequential increase in energy consumption in the home (lighting, IT equipment in use, central heating, etc)

Main means of risk mitigation • Ongoing communication and awareness raising activities • Staff feedback

Performance / Direct measurement of energy (electricity) consumption in council buildings success measure Timing From April 2008

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Project / Action 14: Trial of new, more energy efficient, street lamp technologies Description and notes There are over 28,000 streetlights and 4,000 illuminated signs and bollards managed, repaired and maintained by the City Council.

Approx 100 energy efficient street lamps (obsolete 80W lanterns replaced with new technology 60W lanterns) will be trialled and rolled out if they prove to be successful. LED technologies are also under consideration for street lighting across the city.

Quantified costs and • Financial investment, operational costs £10,000-00 benefits • Emissions reduction (tonnes CO2) 3.8 • Financial savings (£s per year) £625 • Payback period 16 Years

Resources • Funding source CAPITAL • Demand on management resources • Funding available? IN PROGRESS If not, when? Ownership and The individual(s) responsible for delivery or decision Alan Johnson accountability making;

The individual(s) accountable for delivery or decision Alan Johnson making and responsible for approval / sign-off;

The individuals to be consulted in decision making;

The individuals to be informed of actions, decisions CAMG/ Steve Boyes/ or progress Councillor Turner

Ensuring success Known key success factors • Reduced energy consumption, reduced CO2 emissions, cost savings

Principal risks (technical, financial, other) •

Main means of risk mitigation • Performance / success measure Timing Trial in 2008, roll out after if successful

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Appendix B: List of Abbreviations

ALMO Arms Length Management Organisation

BAU Business as Usual

BREEAM Building Research Establishment Environmental Assessment Method

BSF Building Schools for the Future

CAMG Corporate Asset Management Group

CCL Climate Change Levy

CHP Combined Heat and Power

CMG Carbon Management Group

CMP Carbon Management Programme

CMT Corporate Management Team

CRC Carbon Reduction Commitment

EST Energy Saving Trust

ESCo Energy Services Company

LAA Local Area Agreement

LACMP Local Authority Carbon Management Programme

RES Reduced Emissions Scenario

SIP Strategy and Implementation Plan

STG Sustainability Task Group

VAS Value at Stake

WCC Wolverhampton City Council

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