Carbon Footprinting by SJC82

Report to: The Scrutiny Committee SUBJECT: LBFRS CARBON MANAGEMENT PLAN

BACKGROUND

1.1

In 2010, CFOAS initiated an Environmental Sub Group and, by May 2010, a Scotland-wide Carbon Management Plan Project (supported by the Carbon Trust) was launched.

Internally, we established an Environmental Group

comprising relevant managers. 1.3

The collation of baseline information and assessment of potential carbon reduction projectswas undertaken during 2010, and the resultant Carbon Management Plan was subsequently presented to, and approved in principle by, the LBFRS Functional Management and Corporate Groups in October of that year.

1.4

The CMP is attached.

PROCESS

2.1

Draft documentation and tools provided by the Carbon Trust provided the basis for all of the resultant documents which relate to the final Carbon Management Plan (CMP).

2.2

With the assistance of the LBFRS Environmental Group and finance section, initial collation of data for the agreed baseline year of 2009/2010 (it was agreed that the most up-to-date information should be used) allowed population of the carbon management baseline tool. This proved difficult for a number of reasons, and the final draft presented still makes/includes certain assumptions and estimates, although these are minor and have little bearing on the baseline figures.

2.3

The established baseline for financial year 2009/2010 is 3649 TCO2e This is the baseline from which reductions will be measured.

2.4

Development of the LBFRS Carbon Management Plan (CMP) ran concurrently with the collation of the baseline data, and included establishment of key requirements such as the aspirational reduction target and a prioritised list of projects.

2.5

The aspirational reduction target of 16% over the next four yearswas arrived at through discussion and debate with the LBFRS Environmental Group. This was seen as an achievable target, and in line with the minimum likely imposed efficiencies targets to be announced.

2.7

A prioritised list of projects was established by means of a group workshop, utilising ease and effect models.

NEXT STEPS

3.1

The Carbon Trust have confirmed that the plans (for all eight Scottish FRSs) will be launched and certificates presented in June 2011, at which point the approved CMP will become a live document.

3.2

The LBFRS Environmental Group will continue to meet regularly thereafter, and will become the single forum through which the updating and development of baseline information, carbon reduction projects, related communications and specific budgets will be undertaken.

3.3

The project lead (and group chair) will subsequently report progress and seek specific authorisation as required at the Functional Management, Capital Review and Corporate Groups.

3.4

Staff involvement and input will be encouraged at all levels, and regular communications will be made, Service-wide.

RECOMMENDATIONS

4.1

The Scrutiny Committee is invited to: (a)

Consider and endorse the content of the LBFRS Carbon Management Plan;

(b)

Note that there will be ongoing consultation with the Representative Bodies and staff in relation to the CMP; and

(c)

Note that reports on progress against CMP targets will be submitted to the Scrutiny Committee.

JAMES CAMPBELL Chief Fire Officer June 2011

Lothian and Borders Fire and Rescue Service Carbon Management Programme Carbon Management Plan

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Lothian and Borders Fire and Rescue Service Carbon Management Programme

Carbon Management Plan (CMP)

Date:

June 2010

Version number:

001

Owner:

Gordon Macleod

Approval route: Approval status:

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Contents Foreword from the Chief Fire Officer

Foreword from the Carbon Trust

Management Summary

Introduction

Carbon Management Strategy

2.1

Context and drivers for Carbon Management

2.2

Our low carbon vision

2.3

Strategic themes

2.4

Targets and objectives

Emissions Baseline and Projections

3.1

Scope

3.2

Baseline

3.3

Projections and Value at Stake

Carbon Management Projects

4.1

Existing projects

4.2

Planned / funded projects

4.3

Near term projects

4.4

Medium to long term projects

4.5

Projected achievement towards target

Implementation 5.1

Financing

18 18

5.1.1

Benefits / savings – quantified and un-quantified

5.1.2

Financial costs and sources of funding

5.2

Governance for Implementation

5.2.1

Embedding Carbon Management

5.2.2

Data Management – measuring the difference, measuring the benefit

5.3

Resource commitment

5.3.1

Implementing the Initiatives

5.3.2

Maintaining quality over time

5.3.3

Programme Management of the CM Programme

5.3.4

Succession planning for key roles

5.4

Implementation Plan

Appendix A: Definition of Projects

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Foreword from the Chief Fire Officer I am pleased to present and support this, the Lothian and Borders Fire and Rescue Service (LBFRS) Carbon Management Plan, which has been developed with the support of the Carbon Trust and driven by the Chief Fire Officers’ Association (Scotland) Environmental Sub Group. Challenging times lie ahead, but through the ongoing management of carbon issues, I am confident that substantial emissions reductions and subsequent cost savings can be made. LBFRS has set a challenging carbon reduction target of 16% from a 2009/2010 baseline over the next four years, supporting our own stated aims, vision and values, as well as the Scottish Government’s strategic objective of a Greener Scotland. We look forward to playing our full part in the fight against climate change as part of the public sector carbon management programme.

James Campbell, Chief Fire Officer

Foreword from the Carbon Trust Cutting carbon emissions as part of the fight against climate change should be a key priority for the public sector - it's all about getting your own house in order and leading by example. The UK government has identified the public sector as key to delivering carbon reduction across the UK inline with its Kyoto commitments and the Public Sector Carbon Management programme is designed in response to this. It assists organisations 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. Lothian and Borders Fire and Rescue Service was selected in 2010, amidst strong competition, to take part in this ambitious programme. Lothian and Borders Fire and Rescue Service partnered with the Carbon Trust on this programme in order to realise vast carbon and cost savings. This Carbon Management Plan commits the organisation to a target of reducing CO2 by 16% by 2014 and underpins potential financial savings to the organisation well in excess of £100k. There are those that can and those that do. Public sector organisations can contribute significantly to reducing CO2 emissions. The Carbon Trust is very proud to support Lothian and Borders Fire and Rescue Service in their ongoing implementation of carbon management.

Richard Rugg Head of Public Sector, Carbon Trust

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Management Summary The Climate Change Act 2008, commits the UK to a reduction of GHG emissions of 80% below 1990 levels by 2050. By 2020, emissions need to fall to 34% (42% in Scotland*) below the 1990 baseline. *Climate Change (Scotland) Bill. The ambitious targets are mandatory and both public and private sector organisations are now being encouraged to reduce GHG emissions and become increasingly carbon neutral. The Lothian & Borders Fire and Rescue Board („The Board‟) recognises and accepts its responsibilities, as the employer of the Lothian and Borders Fire and Rescue Service („LBFRS‟), for recognising that LBFRS has a responsibility as a public service to become more environmentally sustainable and ensuring that any impact of the service on the environment is reduced. The Board also recognises and accepts its responsibilities for the environmental impact of contractors, visitors, clients, agents and of any other persons who may adversely affect the environment by their acts, work activities or services. The Board recognises and accepts its responsibilities as the employer of an organisation, towards sustaining the wider environment in which we all live and for ensuring, so far as is reasonably practicable, that no harm is done to the environment as a consequence of its acts, work activities or services. The highest standard of environmental performance is one of the Board's key aims and is to be recognised as an integral part of its service delivery. The standard will be achieved by the following methods: a) Creating and maintaining a positive environmentally aware culture that secures the commitment and participation of all employees. b) Adopting a planned and systematic approach to the implementation of the Board‟s Environmental Policy Statement and ensuring environmental issues are taken into consideration in all decision-making processes. c) Establishing short and long term aims and targets and identifying key areas for improvement with adequate performance standards. Setting targets for each key area ensures improvement and progress. d) Monitoring and reviewing environmental performance on a regular basis to ensure that high standards are maintained. e) Employing environmental representatives to ensure continuous assessment and improvement and providing them with facilities, training and assistance to enable them to carry out their functions. f)

Allocating resources to meet the requirements of adopted Policy.

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1 Introduction This document aims to assist LBFRS in achieving its objective of becoming more environmentally sustainable by reducing its carbon footprint and environmental impact. Other aims within this broad objective include: Reducing energy consumption and investigating the potential for renewable energy generation; Reducing water consumption in buildings, training practices and operations; Increasing environmental awareness among employees, stakeholders and suppliers and implementing an environmental steering group (or equivalent); Reducing fuel consumption; Creating minimum environmental standards for selecting suppliers and contractors and purchasing products with environmental credentials; Continually improving fire prevention measures and improving operations to become more environmentally sound (so far as possible); Reducing waste and recycling where possible; Including environmental impacts in all decision making; Complying with environmental legislation. An initial aspirational reduction target of 16% has been set by LBFRS, and it is intended that this will be achieved by 2014. The overall and individual specific objectives identified are reinforced and supported through the Carbon Trustâ&#x20AC;&#x;s Carbon Management Programme. This support is further consolidated through the Chief Fire Officersâ&#x20AC;&#x; Association (Scotland) Environmental Sub Group. The plan will be supplemented through ongoing research, development and project work, specifically in relation to individual workplans for technical solutions, management practices, staff training etc.

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2 Carbon Management Strategy The Lothian & Borders Fire and Rescue Board recognises and accepts its responsibilities, as the employer of the Lothian and Borders Fire and Rescue Service for recognising that LBFRS has a responsibility as a public service to become more environmentally sustainable and ensuring that impact of the service on the environment is reduced. The Board also recognises and accepts its responsibilities for the environmental impact of contractors, visitors, clients, agents and of any other persons who may adversely affect the environment by their acts, work activities or services. The Board recognises and accepts its responsibilities as the employer of an organisation, towards sustaining the wider environment in which we all live and for ensuring, so far as is reasonably practicable, that no harm is done to the environment as a consequence of its acts, work activities or services. The Board considers it has a general duty of care and will take all reasonable steps in respect of the following areas: a) The provision and maintenance of plant and systems of work that are, as far as is reasonably practicable, environmentally and economically efficient. b) Arrangements for ensuring, as far as it is reasonably practicable, an increase in energy efficiency, environmental sustainability and environmental awareness within the service. c) The provision of such information, instruction, training and monitoring as is necessary to ensure, as far as it is reasonably practicable, an increase in energy efficiency, environmental sustainability and environmental awareness among employees while in the workplace and travelling to and from the workplace. d) So far, as is reasonably practicable, the environmental impact of any process under the employerâ&#x20AC;&#x;s control should be monitored and either mitigated or reduced. e) The provision and maintenance of a working environment for their employees that is environmentally sustainable and efficient. f)

The provision and maintenance of advisory units on achieving environmental sustainability.

g) The maintenance and revision where appropriate of this written statement of policy in respect of environmental sustainability. All employees have a duty of care for the environment. It is also the duty of employees to co-operate with The Board in its compliance with environmental legislation and policy. The highest standard of environmental performance is one of the Board's key aims and is to be recognised as an integral part of its service delivery. The standard will be achieved by the following methods: a) Creating and maintaining a positive environmentally aware culture that secures the commitment and participation of all employees; b) Adopting a planned and systematic approach to the implementation of the Boardâ&#x20AC;&#x;s Environmental Policy Statement and ensuring environmental issues are taken into consideration in all decision-making processes; c) Establishing short and long term aims and targets and identifying key areas for improvement with adequate performance standards. Setting targets for each key area ensures improvement and progress; d) Monitoring and reviewing environmental performance on a regular basis to ensure that high standards are maintained; e) Employing environmental representatives to ensure continuous assessment and improvement and providing them with facilities, training and assistance to enable them to carry out their functions; f)

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Allocating resources to meet the requirements of this Policy.

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Inherent in applying these methods successfully is to ensure that within the service, designated persons, from either within or outside the service, are appointed to give competent assistance in matters relating to environmental policy and ensure that this is spread throughout LBFRS workplaces. The appointment of an environmental steering group of employees will be able to incorporate environmental matters throughout LBFRS workplaces. The appointment of other competent persons in specific workplaces would have the environmental proficiency to increase the efficiency of the service to the appropriate standard. Whilst it is recognised that there are some areas of LBFRS where the environmental impact cannot be eliminated, unnecessary environmental harm will not be tolerated. Functional Managers shall routinely review and assess working practices to ensure that all reasonably practicable steps are taken to reduce the environmental impact of the service. Managers and the environmental steering group shall routinely review and assess environmental action plans to ensure that all reasonably practicable steps are taken to achieve environmental targets and suitable environmental training programmes are implemented. The Board recognises that environmental sustainability and protection are important. Environmental sustainability has many benefits including economic savings, increased efficiency and recognition from stakeholders and other organisations. The Chief Fire Officer shall have overall responsibility for the administration and implementation of this policy statement and the practice statement and will ensure that persons designated as having responsibility for environmental matters are competent and provided with the necessary resources. The main aim of The Boardâ&#x20AC;&#x;s policy is to reduce the carbon footprint of LBFRS and increase environmental sustainability, therefore reducing the adverse environmental impact of the service on the environment. Within the context of this main aim, the broad aims of The Board are to: a) Reduce energy consumption; b) Investigate potential renewable energy generation; c) Reduce fuel consumption; d) Reduce water consumption; e) Decrease the quantity of landfill waste; f)

Increase environmental awareness among employees, stakeholders and suppliers;

g) Continually improve fire prevention measures and improve operations to become more environmentally sound (so far as possible); h) Comply with environmental legislation and become BS ISO 14001:2004 compatible; i)

Include environmental issues in every aspect of management decision-making.

Where appropriate, information, instruction and training will be provided so that employees can comply with the Serviceâ&#x20AC;&#x;s environmental policy. Employees volunteering in the Environmental Steering Group will receive an appropriate level of training and information. The policy, or parts thereof, will be brought to the attention of all employees and any other persons, e.g. outside contractors/suppliers/visitors, who may require to be made aware of its contents. Copies of the Policy Statement or a suitable summary will be issued to all persons coming into employment with the Fire and Rescue Service. It is important to monitor the continuous progress of all environmental changes in order to determine if the environmental change is having a positive effect environmentally, socially and economically.

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The LBFRS Corporate Group and the Environmental Steering Group will be responsible for the active and reactive monitoring of the environmental performance of LBFRS. Monitoring environmental performance will include: a) Reporting on greenhouse gas emissions; energy, fuel and water consumption; landfill and recycling levels and fire prevention measures; b) Arranging and/or undertaking periodic reviews to determine the effectiveness of the environmental management structure and to determine if targets and timelines are achievable and realistic; c) Reporting on the results of periodic reviews and ensuring continuous improvement; d) Assessing the impact of all environmental changes implemented as a result of this environmental policy statement; e) Assessing the impact of new or improved environmental legislation. The Policy Statement and additional procedures related to the environmental strategy have been formulated to ensure that the Board would be able to comply with BS EN ISO 14001:2004 standards if necessary. The Policy Statement will be reviewed annually by the Board. It may be added to or modified as required and supplemented in appropriate cases by further statements relating to particular work activities or because of new legislation introduced. In these situations, consultation will take place with the relevant representative bodies. It is the duty of the relevant Functional Manager(s), Environmental Steering Group and the Corporate Group to ensure that the monitoring and review is carried out for every environmental policy aim and each target is frequently reviewed and strengthened to ensure continuous improvement and progress.

2.1 Context and drivers for Carbon Management Climate Change There is now clear scientific evidence that emissions from economic activity, particularly the burning of 1 fossil fuels for energy, are causing changes to the Earth´s climate Since 1970, greenhouse gas (GHG) concentrations in the atmosphere have increased by over 70%. This has caused a global surface temperature increase of over 0.7°C and a rise in sea temperature. Snow cover in the Northern Hemisphere is decreasing and the average sea level is increasing due to 2 melting polar ice . It is now widely accepted that this recent climate change is due to anthropogenic processes, largely the combustion of fossil fuels releasing carbon dioxide and other greenhouse gases into the atmosphere. Adaptation to climate change is vital since, even if global anthropogenic GHG concentrations returned 3 to pre-industrial levels today, some climatic warming would still occur . Although the Intergovernmental Panel on Climate Change (IPCC) has developed a list of climate scenarios depending on future GHG emissions, it cannot accurately determine the future climate; it is likely that the effects will depend on the success of global mitigation efforts. In 2005, the Kyoto Protocol came into force. It aimed to encourage member nations to work together to tackle climate change. Strict targets on greenhouse gas emissions in each nation were set to reduce global GHG emissions to levels 5% below 1990 figures. However, greenhouse gas emissions continue to increase and it is clear that another method is required to tackle climate change. In December this year (2009), member states will meet in Copenhagen to discuss what will succeed the Kyoto Protocol when it expires in 2012. 1

The Economics of Climate Change, The Stern Review th IPCC 4 Assessment Report 3 Adapting to climate change in Europe – options for EU action, EU Commission 2

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Climate Change in the UK Rising surface temperatures affect the hydrological cycle making extreme weather events more 2 frequent and severe . In the UK, intense rainfall and storm events throughout the year have increased in frequency and duration, leading to severe flooding and extensive damage of property and land. The Department of Environment, Food and Rural Affairs (DEFRA) has predicted that the temperature will increase between 2°C and 3.5°C this century and summer precipitation will decrease, leading to water shortages and drought. The ten warmest years on record have occurred since 1997. Buildings currently account for over 20% of UK GHG emissions. Rising temperatures may increase the need for air conditioning systems that are economically and energetically costly. It is likely that energy prices will become less stable in the future. Renewable sources, such as solar and wind power, will provide an inexpensive and reliable source of energy with the potential for companies and individuals to sell excess energy back onto the National Grid. In the European Union, road transport accounts for at least 20% of all carbon dioxide emissions. The purchase of more efficient vehicles and the installation of emission control devices to engines can reduce these emissions. Climate change and LBFRS As weather conditions in the UK become increasingly extreme due to climate change, this will affect fire and rescue services, as well as other public services. Drier and warmer summers may increase fire frequency or severity, increasing pressure for fire fighting personnel and equipment. Water shortages may adversely affect fire fighting operations and training. Fire and Rescue Services also have an important role during flooding and storm events, both predicted to increase in intensity and frequency 4 throughout this century . Ahead of Copenhagen, the UK Government has introduced The Climate Change Act 2008, committing the UK to a reduction of GHG emissions of 80% below 1990 levels by 2050. By 2020, emissions need to fall to 34% below the 1990 baseline. In Scotland, this target is 42%, under the Climate Change (Scotland) Bill. The ambitious targets set by the UK Government are mandatory and it is likely that companies in the public and private sector will be encouraged to reduce GHG emissions and become increasingly carbon neutral with financial penalties for companies not acting quickly enough. The Stern Report states; “the benefits of strong and early action (on climate change) far outweigh the economic costs of not acting”. While this shows that global mitigation measures are less costly than the long-term effects of climate change, it also means that companies and individuals that adapt to reduce the effects of climate change will avoid large expenses in the future. Fires release carbon dioxide and other pollutants into the atmosphere and damage infrastructure and domestic and commercial items. The manufacture and construction of replacements releases greenhouse gases into the atmosphere. Therefore, fires that are extinguished quickly or prevented altogether release fewer greenhouse gases into the atmosphere. LBFRS are already committed to reducing the social, commercial and economic effects of fire and other incidents that they manage. It is important that decision-making and policy throughout the service consider environmental impacts and take steps to reduce them. This can be achieved by continually improving the fire prevention measures that LBFRS are already involved, developing and implementing a firm environmental policy and encouraging stakeholders and other public services to do the same. LBFRS Carbon Footprint In 2008, the Wood Holmes Group measured the carbon footprint of LBFRS and developed a tool to measure future emissions. The tool allows LBFRS to determine if environmental policies put in place effectively lower the carbon footprint. Wood Holmes calculated scope 1 and 2 emissions. Scope 1 emissions include gas, fuel oil and diesel. Scope 2 emissions are those produced through the production and supply of electricity. Wood Holmes also developed a tool to calculate scope 3 emissions – those produced in the delivery of goods or services and not produced directly by LBFRS. The boundary for these scope 3 emissions is 4

Effects of Climate Change on Fire and Rescue Services in the UK, Fire Research Technical Report 1/2006

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still to be decided and could include emissions released by fire in the Lothian and Borders operational area, greenhouse gases produced in the production and delivery stages of all LBFRS procurement and emissions produced by employees travelling to and from the workplace. As well as the carbon footprint, it is also economically and environmentally important for LBFRS to monitor and reduce water consumption and the quantity of waste sent to landfill. LBFRS Environmental Aims The main objective of LBFRS is to become more environmentally sustainable by reducing its carbon footprint and environmental impact. Other aims within this broad objective include: Reducing energy consumption and investigating the potential for renewable energy generation; Reducing water consumption in buildings, training practices and operations; Increasing environmental awareness among employees, stakeholders and suppliers and implementing an environmental steering group (or equivalent); Reducing fuel consumption; Creating minimum environmental standards for selecting suppliers and contractors and purchasing products with environmental credentials; Continually improving fire prevention measures and improving operations to become more environmentally sound (so far as possible); Reducing waste and recycling where possible; Including environmental impacts in all decision making; Complying with environmental legislation. BS ISO 14001:2004 and the Greenhouse Gas (GHG) Protocol Initiative The International Organisation for Standardisation (ISO) develops international standards for businesses and industries. ISO 14001 standards address environmental management systems. ISO 14001:2004 provides a framework to develop a successful environmental policy and achieve internal and external aims. ISO 14001 standardisation can be achieved by obtaining BS 8555 certification; an environmental management system that enables businesses to achieve ISO 14001:2004 certification in stage 6 of the process. Some of the benefits of BS 8555 and ISO 14001:2004 certification include: Increased efficiency and effectiveness of the business; A better understanding and management of the environmental impact; Recognition from customers and stakeholders of the environmental credentials; Reduction in carbon footprint; 5 Ability to demonstrate sustainability. The Greenhouse Gas (GHG) Protocol Initiative is another organisation that develops a framework to allow businesses to quantify and manage greenhouse gas emissions. Unlike ISO 14001, the greenhouse gas protocol does not require certification and the tools available are free of charge. LBFRS will have to determine whether ISO 14001 accreditation is necessary. It would be possible to develop a successful environmental policy using the Greenhouse Gas (GHG) Protocol and not applying for ISO certification. Main Barriers Barrier

Potential Outcome

Costs to implement environmental change

Becoming environmentally sustainable involves reducing energy, water and fuel consumption, lowering utility bills. Reducing waste involves reducing and reusing items, which lowers levels of procurement, resulting in some economic savings. Green energy initiatives are costly to install but

http://www.pivotal-performance.com/news.php?id=166

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if well researched, long-term economic savings will be made. Encouraging environmental volunteers

Environmental steering groups have been successful in other fire services. It is important that there are employees from all levels of the service and that the Chief Fire Officer and Corporate Group are involved to ensure adequate policing.

Lack of expertise and time

Employ staff to implement the environmental policy. Instead of establishing a new department, extend an existing one such as health and safety.

Stations across different council authorities

Different authorities may have different single outcome agreements . It is important that LBFRS targets consider commitments from the local authority.

Behaviour changes

Critical to meeting any environmental targets set by LBFRS is persuading staff to adhere. A mix of mechanical and social changes is necessary. For example, installing PIR sensors prevents staff from leaving on lights outside business hours. Encouraging environmental volunteers increases employee awareness.

Lack of technology

Many environmental modifications are costly to install (PV panels, for example) or the long-term success is unknown (bio-fuels). It is important to carry out cost benefit analyses to implement suitable modifications. Technology is continually advancing and it is important that LBFRS research the most appropriate and efficient modifications to meet their environmental aims.

Building type

13 full time stations, 22 retained stations, Newbridge, Goldenacre and HQ. All have different needs and the environmental impact may differ in each. Different targets could be established for each type if one target for LBFRS is not possible.

Functional Areas Responsibility for each area should lie with the relevant Functional Manager. Responsibility for the management factors should lie with the Corporate Group or Chief Fire Officer. Property and Utilities – energy and water consumption; future construction; recycling; potential for green energy generation; Fleet – fuel consumption; appliance type and efficiency; waste; responsible driving campaign; Procurement – efficiency and sustainability of goods purchased and contractors hired; IT and administration – energy consumption; electrical waste; Operations – fire prevention; sustainable and environmental procedures; Training – sustainable and environmental procedures; environmental awareness training; Management – employee awareness; environmental impact assessment in decision-making. Environmental Statements Templates for an environmental policy statement, practice statement and an action plan of reduction strategies for every functional group have been developed. LBFRS can evaluate each and adapt it as necessary to develop a workable and effective environmental strategy. The policy statement outlines the main aims of the policy, the management structure and employee responsibilities and details how the policy will be monitored and reviewed. The practice statement expands on the aims of the policy. The action plan outlines the actions that can be taken in each functional area. The action plan informs functional managers of the aim and advantage of each action. The target and timeline of each action 6

Single outcome agreements are agreements between local authorities and the Scottish Government. This includes environmental targets which may differ between authorities

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can be specified as well as key performance indicators to quantify progress. Each action is categorised high or low priority although this can be altered according to LBFRS priorities and responsibilities.

2.2 Our low carbon vision The Scottish Government‟s strategic objectives are to make Scotland: Wealthier and fairer; Smarter; Healthier; Safer and stronger, and; Greener LBFRS‟ vision is: „to be excelling in the provision of high quality services contributing to safer communities through being a forward-looking, professional, cost effective organisation, driven by a highly-motivated and empowered workforce‟ LBFRS believes that this carbon management plan will support and contribute to the strategic objectives of the Scottish Government as well as its own vision.

2.3 Strategic themes Emissions savings will be sought across every functional area within LBFRS however, the areas with the greatest scope for meaningful, quantitative savings are property, fleet and procurement; Partnership working will become a key factor in establishing and implementing carbon reduction strategies. Existing collaborative arrangements through the Carbon Trust framework and CFOA(S) will continue and be built upon, to consolidate strategic aims and actions; Policy development will continue to be driven through internal processes as well as through established collaborative/partnership arrangements; Implementation of specific actions will take into account budgetary implications (which will be managed through normal management processes and procedures); A clear corporate communications strategy will be developed with the express purpose of keeping staff and stakeholders informed, involved and encouraged.

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2.4 Targets and objectives

Lothian and Borders Fire and Rescue Service will reduce the CO2e emissions from it’s activities by 16% from the 2009/2010 baseline, by 2014 3 Emissions Baseline and Projections 3.1

Scope

All calculations to date have been based on Scope 1 and 2 emissions only: Scope 1:

Natural gas; diesel and fuel oil;

Scope 2:

Purchased electricity.

Further discussions leading to formal corporate acceptance of Scope 3 emissions inclusion are to follow.

3.2 Baseline The baseline data (see factors below), derived from billing and other financial information relates to financial year 2009/2010. Emission Element

Data Entry

Conversion

Conversion Factor

Scope 1

Charged Gas Gas Usage Charged Diesel Diesel Usage Charged Petrol Petrol Usage Charged Fuel Oil Fuel Oil Usage Charged LPG LPG Usage Wood Wood

£ kWh £ l £ l £ l £ l kg GJ

£-kWh kWh-kgCO £-l l-kgCO2 £-l l-kgCO2 £-l l-kgCO2 £-l l-kgCO2 kg-GJ GJ-kgCO2

From Bill 2 0.206 From Bill 2.63 From Bill 2.315 From Bill 3.223 From Bill 1.498 0.02 26

Scope 2

Charged Electricity Electricity Usage

£ kWh

£-kWh kWh-kgCO2

From Bill 0.523

Scope 3

To be determined

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Baseline CO2e emissions (tonnes) Waste 0%

Transport 30%

Water 0%

Buildings 70% Buildings

Transport

Total

Baseline CO2e emissions (tonnes) Baseline Cost (£) *water only

3649 £767846

Waste

Water

Buildings

2534 £355242

Transport

1098 £333066

Waste and Water

16* 79538

Table 3.1 – Summary table of emissions for baseline year 2009

3.3

Projections and Value at Stake

The following graphs indicate Business as Usual (BaU) projected carbon emission levels against target reductions (carbon value at stake), and Business as Usual (BaU) projected financial levels against target reductions (financial value at stake). These indicate the potential achievable reductions and savings based upon assumptions (see below), illustrating that there is a high cost to pay for not implementing a carbon reduction programme (even working within a modest target of 16% over 4 years). Assumptions made:

BaU increase in demand for all stationary sources – 0.7% (DTI/BERR EP68); BaU increase in demand for fleet – 0.7% (DTI/BERR EP68); BaU increase in all sources costs – 8.4% (estimate calculated on high scenario report in a recent BERR study, www.berr.gov.uk )

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No allowance has been made for any potential changes in property portfolio or fleet size at present (due to current uncertainty and whilst awaiting the outcomes of the Government Spending Review).

Carbon value at stake Comparison of actual emissions with BaU increases and reduction targets predicted 4,000,000 3,500,000 Carbon emissions (kgCO2)

3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 2009

2010

2011

2012

2013

Actual emissions

Year

2014

2015

2016

BAU emissions

2017

2018

Target

Financial value at stake Comparison of emissions with BaU increases and reduction targets financial 2,500,000

2,000,000

1,500,000 ÂŁ 1,000,000

500,000

2009

2010 Actual cost

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2011

2012 BAU cost

2013 Year

2014 Target cost

2015

2016

2017

2018

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4 Carbon Management Projects 4.1

Existing projects

Ref

Project

E01

Windows/glazing upgrades:

E02

Lead

Cost Cap’l

Annual Saving

Rev’ue

Res’ce

CO2e

Pay back

% of Target

Year

Prop

Liberton

12k

Dalkeith

10k

Linlithgow

Livingston

Dunbar

2.5k

Lighting upgrades

Fin

Prop

2092

4.8

2010/ 2011

121

2.8

0.7

2010/ 2011

4.2 Planned / funded projects Ref

Project

Lead

P01

AMR

Prop

P02

Green travel incentives

Fleet

Cost Cap’l

Annual Saving Fin

CO2e

Pay back

% of Target

Year

Rev’ue

Res’ce

20.8k

Staff

23.4k

380

0.9

260

2010

Staff

TBC

2010/ 2011

P03

Combined servicing schedules

Fleet

P04

Reduce paper waste

Proc

P05

Communications strategy

Corp

Staff

2010>

Volunteers

Env group

Staff

23.5k

127

2.7

2010/

P06

Staff

TBC

2010/ 2011 2010

Comm 2011

4.3 Near term projects (will be assessed, prioritised and planned through normal LBFRS process and procedure) Ref

Project

N01

Heating/DHW systems controls

Prop

Electrical systems optimisation

Prop

N02

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Lead

Cost Cap’l TBC

Annual Saving

Rev’ue

Res’ce

TBC

Fin 16k

CO2e 102

Pay back 3.27

% of Target 70

Year 2011/ 2012

TBC

12k

2.3

2012/ 2013

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N03

Review & reduce fleet

Fleet

TBC

N04

Green fleet vehicles

Fleet

TBC

13k

1.5

2014>

N05

Water saving devices

Prop

TBC

2013/ 2014

N06

Recycling scheme

Proc

N07

Dry drills

Ops/Tr

0.21

0.14

2011>

4.4 Medium to long term projects (will be assessed, prioritised and planned through normal LBFRS process and procedure) Lead

Cost

Annual Saving

Pay back

% of Target

Ref

Project

M01

Renewable energy/fuel conversions

Prop

M02

Reduce vehicle sizes

Fleet

TBC

2014>

M03

Surface water recycling

Prop

TBC

2013>

Cap’l TBC

Rev’ue

Res’ce

TBC

Fin 11.4k

CO2e 73

5.1

Year 2012/ 2013>

4.5 Projected achievement towards target

CO2e tonnes

5,000

4,000

Target

3,000

with projects identified BAU

2,000

1,000 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

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Implementation

At this stage, the overall capital cost of the programme (phase 1 – financial year 2010/11) is estimated at £62.3k (£41.5k (capital) and £20.8k (revenue)). Until the full outcomes of the Government Spending Review are known and the subsequent consequences are assessed, it is difficult to project beyond the initial phase at this time, however LBFRS are committed to the plan and will continue to embed carbon reduction planning measures into core business processes. This will be applied in particular (but not exclusively) within priority based budgeting procedures (capital and revenue). It is clear from experience, case studies and other published information that substantial financial and CO2e savings can be made. It is hoped that the expected benefits from each of the prioritised projects will meet at least the minimum levels of reduction and saving. Initial savings (related to phase 1) are expected to be in the region of £49.1k / 523tCO2 e The programme will be financed through normal LBFRS budget planning procedures, with all relevant planned projects (ie. those identified through the property capital investment plan or fleet replacement programmes) subject to environmental/sustainability assessments. Additional specific projects identified by other means will be assessed in the same way and reviewed/considered by the relevant group (ie. Capital Review). The establishment of additional or alternative procedures may be considered once the initial project/programme phases are complete (such as a specific carbon management spend to save fund).

5.1 Financing The following key assumptions have been made when calculating benefits and savings: Assumption 1: That utility costs will remain static throughout the programme period; Assumption 2: Where/when required, detailed feasibility studies will be carried out; Assumption 3: That published benefits, reductions and savings are reasonable, accurate and achievable;

Assumption 4: That funding can be made available through normal prioritised processes and procedures, or that suitable grant funding is accessible.

Each will be critical to the overall success of the programme, therefore, robust governance and management procedures, supported by individuals and groups throughout the organisation are required.

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Benefits / savings – quantified and un-quantified 2008/09

2009/10

2010/11

2011/12

2012/13

2013/14

Annual cost saving

49.1k

16k

36.4k

TBC

Annual CO2e saving

523

102.2

165

TBC

% of target achieved

358

113

TBC

Unquantified benefits: Achieving compliance with regulatory requirements; Increased stakeholder awareness; Projection of a positive external reputation and image; Encouragement of others (contacts, suppliers, contractors etc.); Engagement with new suppliers, contractors etc. Streamlining of certain processes and procedures with resultant benefits and savings.

5.1.2

Financial costs and sources of funding 2008/09

figures in £ 1000‟s

2009/10

2010/11

2011/12

2012/13

2013/14

Annual costs: Total annual capital cost

41.5k

TBC

Total annual revenue cost

20.8k

TBC

62.3k

TBC

Committed annual capital

41.5k

TBC

Committed annual revenue

20.8k

TBC

62.3k

TBC

Unallocated annual capital

TBC

Unallocated annual revenue

TBC

Total unfunded

TBC

Total costs Committed funding:

Total funded Unallocated funding

Note: As a public sector organisation, LBFRS are unable to commit funding beyond prioritised budget allocations (normally not beyond the upcoming financial year). At this time, given the added complication of the imminent Government Comprehensive Spending Review, and the uncertainty over future funding levels, LBFRS has taken a conscious decision to limit any projected project costs and subsequent potential savings. As and when the detailed outcomes of the Spending Review are known, further investigations and research into the potential costs of the proposed projects listed will be undertaken, and the relevant information within this document updated. As and when appropriate, alternative funding sources (including grant aid) will be considered.

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5.2 Governance for Implementation As part of its commitment to reducing carbon emissions, LBFRS will embed the management of related issues within existing governance systems and procedures. This will involve the inclusion of specific carbon reduction commitments (and policy/ies and procedure(s)) within performance plans, regular reporting through The Initiative System (TIS) and a requirement for all appropriate projects to be assessed in terms of potential environmental and sustainability implications. The newly established Carbon Management Group will meet regularly to review progress, targets and ongoing issues and will report to/be supported by other groups including Service Delivery, Functional Management, Corporate and Capital Review. Additional reporting at Scrutiny Committee and/or Board level will be taken forward if and when appropriate, and in line with normal reporting processes.

5.2.1

Embedding Carbon Management

Embedding carbon management within normal business processes will involve everyone across the service. Key to this will be: 1. An effective communications strategy; 2. The successful appointment of volunteers to assess and monitor environmental issues, targets and processes within their own areas; 3. Achieving stakeholder buy in; 4. The adoption of embedded assessment and reporting procedures; 5. Regular review of progress, targets and issues.

5.2.2

Data Management â&#x20AC;&#x201C; measuring the difference, measuring the benefit

Once general carbon management processes and procedures are fully adopted and embedded, the ability to achieve stated targets will be driven by the individuals and groups involved, but they will remain heavily reliant on the collation and effective use of relevant data. Whilst some of this data is already collected, collated and appropriately recorded, some specific data sets, and in particular, the processes around how they are collected, collated and reported, requires to be developed and established. The main general data sets required in order to allow ongoing review and appropriate reporting will be: Data set Utilities Vehicles Supply chain and waste ICT Training

Responsibility Property Fleet Procurement ICT Training

Other departments will feed-in as and when required (ie. in relation to specific issues or projects as they arise). Responsibility for collation of the data sets and transfer into the baseline tool will remain with the programme lead (Property).

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5.3 Resource commitment 5.3.1

Implementing the Initiatives

The Carbon Management Team - those who will deliver the Programme The project sponsor, David Millar, Director of Corporate Services, will oversee the delivery of the programme and report progress, as and when appropriate, to the LBFRS Corporate Group and the Fire and Rescue Board, supported by the following team: Name and position in the organisation

Contact details

Project Leader

Gordon Macleod Property Manager

0131 659 7277 gordon.macleod@lbfire.org.uk

Deputy Project Leader

Geoff Aird Health and Safety Manager

0131 659 7230 geoff.aird@lbfire.org.uk

Service Representatives

George Thomson OSC Manager

0131 335 9623 george.thomson@lbfire.org.uk

Ruth Macleod Corporate Communications Manager

0131 659 7310 ruth.macleod@lbfire.org.uk

Anne Mills Finance Manager

0131 659 7297 anne.mills@lbfire.org.uk

Kenny McLeod ICT Manager

0131 659 7215 kenneth.mcleod@lbfire.org.uk

Willie Macdonald Operations Research Manager

0131 659 7268 william.macdonald@lbfire.org.uk

Stuart Misson Procurement Manager

0131 659 7205 stuart.misson@lbfire.org.uk

John Mallin Training Delivery Manager

0131 659 7338 john.mallin@lbfire.org.uk

Role

How we will manage the CM Programme The Project Lead will report quarterly on progress through the LBFRS performance management system. Key stakeholder groups or individuals

LBFRS Board; Corporate Group; Functional Management Group; Service Delivery Management Group; Health and Safety; OSC & Fleet;

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Corporate Communications; Finance; ICT; Operations Research; Procurement; Training Delivery Carbon management assessment procedures will be embedded within the established LBFRS project and priority based budget planning processes. This will ensure that the environmental impact of all project proposals are fully assessed (as appropriate) before authorisation to proceed is granted. This will dovetail with existing procedures relating to priority based budgeting, risk management and equalities. If appropriate, this will be achieved by establishing a formal environmental impact (or similar) assessment procedure.

5.3.2

Maintaining quality over time

The plan will be reviewed annually by the Carbon Management Team as part of itâ&#x20AC;&#x;s ongoing business process. Each review will take into account:

Progress to date; Baseline discrepancies or changes; Reductions/savings targets; Team, governance or procedural/process changes; Legislative changes; Scopes; Project proposals. 5.3.3

Programme Management of the CM Programme

Robust management and governance will be essential to the successful delivery of the programme. Strategic ownership and direction will be provided through the project sponsor at Director level. Ongoing management of the programme will be provided through the Carbon Management Group (a diverse, multi disciplined management group drawn from across the service), with support from a team of volunteers with knowledge of their own specific areas and a desire to assist with and support good practice, reductions and savings. The Carbon Management Group will meet regularly to review progress, targets and ongoing issues, and will additionally provide a conduit for the assessment and filtering of initiatives, suggestions and ideas. As a central point of contact, the group will encourage participation in the programme and provide support to volunteers and others in relation to policy, procedures, technology, external group/organisation contacts and the progression of ideas and initiatives.

5.3.4

Succession planning for key roles

Succession planning within the Fire and Rescue Service is an embedded priority.

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All critical roles are subject to succession planning policy and procedures (under Personnel Function ownership). Once carbon management procedures are fully embedded within established governance and management processes, and given that a group management approach has already been adopted, succession planning issues present less of a problem than they may elsewhere.

5.4 Implementation Plan The Carbon Management Group will be responsible for the day-to-day implementation of the plan as well as maintaining a strategic overview of environmental and sustainability issues (with support from the project sponsor and other groups). Group meetings will be held quarterly (aligning with TIS and Performance Plan reporting cycles) and annual reviews will take place covering business process, progress, targets and issues. Baseline information will be updated annually (to align with normal year end procedures), and progress against targets reported to Corporate Group/Scrutiny Committee and Board (if/as appropriate). Outwith normal performance plan and year end reporting cycles, high level reports will be by exception only.

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Appendix A: Definition of Projects This template should be used to define each of the projects within your programme. It should contain all the key information without being too long – one page would be a fair guide. The owner of the project should, if at all possible, complete the Project Definition. Please take this template as a basis and tailor it to your own requirements. Project: Reference:

A short name for the project It would help the Carbon Trust if you also use the following reference: ABC-[three letter abbreviation for your organisation]–[sequence number, e.g. 001] but you may choose to use a unique reference of your own.

Owner (person)

Name of the person responsible for delivering the project

Department

Which part of the organisation the project sits within

Description

A short description of the project, no more than a paragraph

Benefits

Financial savings: £ [x] Payback period: [x] years CO2 Emissions reduction: [x] tonnes of CO2 % of target – the percentage of your CO2 saving target will this project annually contribute

Funding

Project cost, e.g. the initial cost of implementing the project Operational costs, e.g. annual maintenance or running costs Source of funding: internal, external, investment criteria to be met etc. Say how /when decision on funding will be made

Resources

Additional resource (e.g. people) requirements to enable delivery and where these will come from If this project will be delivered within current resources, say so

Ensuring Success

Key success factors, or things that will need to happen for this project to succeed Principal risks: technical, financial (eg what happens if the project is insufficiently resourced), etc.

Measuring Success

Metrics for displaying performance or achievement When success will be measured / evaluated

Timing

Milestones / key dates e.g. start date: dd/mm/yyyy completion date (when it will deliver savings): dd/mm/yyyy interim deliverable / decision points [you could also lay these out as a milestone chart for ease and clarity]

Notes

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