sportscotland Carbon Management Programme
Carbon Management Plan
sportscotland
Carbon Management Programme
Carbon Management Plan (CMP)
Date: June 2011
Version number: 1.0
Owner: Martin J Bowie
Project Sponsor : Alison Boyd
Executive Sponsor : Stuart Ogg
Approval status: Submission to the Strategic Management Team for sign off.
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sportscotland Carbon Management Programme
Carbon Management Plan
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Contents
Foreword from Chief Executive
3
Foreword from the Carbon Trust
3
Management Summary
4
1
Introduction
5
2
Carbon Management Strategy
6
3
4
5
2.1
Environmental Policy Statement
6
2.2
Our low carbon vision
6
2.3
Strategic themes
7
2.4
Targets and objectives
8
Emissions Baseline and Projections
9
3.1
Scope
9
3.2
Baseline
9
3.3
Projections and Value at Stake
10
Carbon Management Projects
12
4.1
Existing projects
12
4.2
Planned / funded projects
12
4.3
Near term projects
13
4.4
Medium to long term projects
13
4.5
Projected achievement towards target
14
Benefit Realisation
15
5.1
Benefits / Savings - Quantified and Unquantified
15
5.2
Unquantified Benefits
15
6
Financing
16
7
Governance for Implementation
16
7.1
Embedding Carbon Management
16
7.2
Data Management
16
7.3
Implementing the Initiatives
17
7.4
Maintaining Quality Over Time
17
7.5
Programme Management
17
7.6
Carbon Management Group - Delivering the Projects
17
7.7
Succession Planning for Key Roles
18
7.8
Project Delivery
18
Appendix A: Definition of Projects
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Foreword from Stewart Harris, Chief Executive
sportscotland is the national agency for sport in Scotland. We are driven by a passion for
sport and our belief that sport has the power to enrich and enhance Scotland, its people and
communities. Our vision is a Scotland where sport is a way of life and we share in the
vision that “by 2020 people in Scotland will be enjoying the benefits of an active life” [Let’s
Make Scotland More Active]. Intrinsic to this is the common purpose “to create a more
successful country, with opportunities for all of Scotland to flourish, through increasing
sustainable economic growth” [Scotland Performs].
This plan applies to the operations of the sportscotland group, which is sportscotland and
the sportscotland Trust Company. We deliver from various bases across Scotland,
including our headquarters in Glasgow, the sportscotland institute of sport in Stirling and our
regional bases in Aberdeen, Dundee, Edinburgh, Falkirk and Inverness. The sportscotland
Trust Company operates three national training centers, Glenmore Lodge, Inverclyde, and
Cumbrae. These centers provide quality, affordable and appropriate residential and sporting
facilities for people to develop in sport.
We are pleased to present sportscotland’s first Carbon Management Plan, which sets out
an ambitious programme to reduce our carbon footprint by at least 20% by 2015.
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 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.
sportscotland was selected in 2010, amidst strong competition, to take part in this ambitious
programme. sportscotland 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 Carbon emissions by 20% by 2015 and underpins
potential financial savings to the organisation of around £70,000 per annum by 2015.
There are those that can and those that do. Public sector organisations can contribute
significantly to reducing Carbon emissions. The Carbon Trust is very proud to support
sportscotland in their ongoing implementation of carbon management.
Richard Rugg
Head of Public Sector, Carbon Trust
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Management Summary
As the national agency for sport in Scotland, sportscotland’s aim is to increase participation
and improve performance by investing in and joining up the people, place and thinking that
make sport happen. In this context we seek excellence in every aspect of our business and
are committed to minimising the environmental impacts of our business operations to
further invest in the delivery of sport in Scotland
As part of our aim to be an efficient and effective public body, we aim to continuously
improve our environmental performance and integrate recognised carbon management best
practice into all our business operations in order to reduce our consumption of resources
and improve the efficient use of those resources.
We aim to reduce our Carbon emissions by 20% over the next 5 years through sustainable
delivery of our business operations and having a range of policies and actions in place which
limit our negative impact on the environment and ensure delivery against the Government's
carbon reduction targets. We aim to use, wherever possible, renewable energy and to have
in place green fleet management and travel planning measures. We seek to raise staff
awareness and active participation in our environmental management systems both at work
and at home.
The value of this reduction over the course of this five year plan equates to
450,100 kg CO2 in saved emissions and circa £250,000 in financial savings.
The plan also seeks to strengthen sportscotland’s reputation in relation to
delivering against the Climate Change (Scotland) Act.
To achieve the above, key projects will be prioritised for investment including the installation
of Solar PV across a range of sites, lighting upgrades, waste management systems, etc. We
will also explore the installation of a biomass boiler at Glenmore Lodge and Inverclyde
National Centres, noting that all three of our National Centres have already achieved the
Green Tourism Business Award.
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Introduction
As an NDPB sportscotland is required to meet the Scottish Government’s commitments
within the Climate Change Scotland Act 2009 in addition to the requirements of our own
Environmental Policy Statement. To this end we are fully committed to sustainably reducing
our business operations greenhouse gas emissions.
Generally Greenhouse Gas emissions are measured in tonnes of “Carbon Dioxide
equivalent” and the sources of this within scope for Public Agencies are: Energy from nonrenewable resources in buildings (electricity, gas, and oil), fuel for transport and the
emissions generated from waste, primarily from landfill.
Organisational commitment to sustainability has been demonstrated through a variety of
recent energy saving (carbon reduction) projects, which include:
 Installation of solar thermal, solar PV, wind turbines, PIR lighting control systems,
building management system and a range of water savings measures following a
“Big Splash” Zero Waste Scotland (formerly Envirowise) audit report at our
Inverclyde National Centre. The Centre was awarded Green Tourism Gold Award in
2010.
 Installation of solar thermal, solar PV and a range of water savings measures
following a “Big Splash” audit at our Cumbrae National Water Sports Centre.
 Installation of a borehole providing potable water across the facility, PIR lighting
controls, recently constructed BREEAM Excellent Standard South Wing
Accommodation and newly installed high efficiency boilers at the Glenmore National
Outdoor Centre which was awarded Green Tourism Gold Award in 2009.
 Installation of upgraded lighting system, including PIR controls, at East Regional
Office, Caledonia House.
 Introduction of a new “carbon friendly” car lease policy in 2009.
This Plan seeks to build on the above activities and to ensure future activity is
planned within the strategic themes laid out in Section 2.
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2.
Carbon Management Strategy
2.1
Environmental Policy Statement
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As the national agency for sport in Scotland, sportscotland’s aim is to increase participation
and improve performance in sport by investing in and joining up the people, place and
thinking that make sport happen. In this context we seek excellence in every aspect of our
business and are committed to minimising the environmental impacts of our business
operations.
Our commitment is to:
 Continuously improve our environmental performance and integrate recognised
carbon management best practice into our business operations.
 Reduce our consumption of resources, improve the efficient use of those
resources and minimise waste.
 Measure and take action to reduce the carbon footprint of our business
activities to meet our published environmental objectives and targets.
 Manage waste generated from our business operations according to the
principles of reduction, re-use and recycling.
 Manage our business operations to prevent pollution e.g. travel policies.
 Manage our business operations to ensure best use of the public pound to
meet Government efficiency targets.
 Give due consideration to environmental issues and energy performance in the
acquisition, design, refurbishment, location and use of buildings.
 Ensure environmental, including climate change, criteria are taken into account
in the procurement of goods and services.
 Comply, as a minimum, with all relevant environmental legislation as well as
other Scottish Government environmental requirements e.g. Climate Change
Scotland Act 2009 and other national initiatives, e.g. Green tourism Business
Scheme.
To meet our commitments we will:
 Provide management oversight and review of environmental policies and
performance and allocate resources for their effective direction and
implementation.
 Set and monitor key objectives and targets for managing our environmental
performance annually.
 Communicate internally and externally our environmental policy and
performance on a regular basis and encourage feedback.
 Communicate the importance of environmental issues to our staff.
 Work together with our staff, service partners, suppliers, landlords, etc, to
promote improved environmental performance.
 Consider sustainability and environmental issues in the services and advice we
provide.
 Review our environmental policy every two years.
This statement represents our general position on environmental issues, and the policies
and practices we will apply in conducting our business. The Environmental Policy is
accessible via our website (www.sportscotland.org.uk) and on request on 0141 534 6500.
2.2
Our low carbon vision
sportscotland will reduce its Carbon emissions by 20% over the next 5 years through
sustainable delivery of its business operations and having a range of policies and actions in
place which limit our negative impact on the environment and ensure delivery against the
Government's carbon reduction targets. We aim to use, wherever possible, renewable
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energy and to have in place green fleet management and travel planning measures. We
seek to raise staff awareness and active participation in our environmental management
systems both at work and at home.
2.3
Strategic Themes
In pursuit of our carbon vision, we will take action to deliver the following six strategic
objectives:

Estate Building Emissions
Reduce energy use in our Buildings and maximise the use of renewable / sustainable
energy.
To review where and how energy is used, to maximise the efficient use of energy.
To ensure that the building services are as efficient as possible, with the best
technologies employed and maintained to their optimum performance. To
investigate the potential use of renewable energy technologies to replace and/or
supplement existing supply.

Sustainable Travel
Reduce the need to travel, as appropriate, and promote safe, healthy and sustainable
travel patterns by people working in and visiting our buildings.
To review our current travel policy and establish a package of measures (Travel
Plan) tailored to the needs of sportscotland and aimed at promoting travel choice
through initiatives such as car sharing, cycle to work scheme and reducing car
use.

Procurement
Approach procurement with the aim of minimising negative environmental impact.
To devise and implement a sustainability procurement policy and establish a
range of both generic and specific sustainability criteria which apply to all
purchases.

Decision Making
Approach all of its strategic planning, risk management and decision making with the
aim of minimising negative environmental impact and maximising carbon emission
reduction without adversely affecting the delivery of its core organisational sportsrelated objectives.
To acknowledge that all decisions impact on the environment and associated
organisational carbon footprint. To ensure that decisions at all levels aim to reduce
the organisation’s emissions and as such will be reviewed by Management on a
“continuous improvement” basis.

The RACE: Real Action Carbon Emissions
Positively influence those who use our Estate facilities - through guidance, education
and training – to live lower carbon lifestyles at home, in the workplace and in everyday
life.
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Staff, visitors and users of our Estate all have a part to play in the achievement of
the Vision both at work, home and in every day life. A dedicated communications
strategy, supplemented with appropriate training and information sessions, will be
developed to assist in the delivery of this theme.

Organisational operations
To ensure the carbon management plan is an integral part of sportscotland Corporate
Plan and Business Plans which promote environmental “best practice” across all areas
and locations of the organisation and encourage staff to deliver their respective roles
and responsibilities with due regard to the environmental impact.
To review all current office processes and procedures that have a direct impact
on energy use, with a view to minimising future energy needs. All sportscotland
operations and practices will be reviewed, measured, monitored and updated
accordingly. Regular updates will be given to all staff and users of the
sportscotland estate to sustain good practice.

Operational delivery
To acknowledge that all awards for external support have an environmental impact and
ensure that advice and guidance is available to minimise the embodied carbon
footprint, e.g. investment in sports facility development.
To review all current investment processes and procedures that have a direct
impact on energy use, with a view to minimising future energy needs.
2.4
Targets and objectives
sportscotland will reduce its Carbon emissions by at least 20% by 2015 from the
2008-09 baseline level. To achieve this target we will:



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Implement a prioritised list of carbon emissions reduction projects during the
period as detailed in Section 4 of this document.
Increase stakeholder (staff, partners, visitor public) awareness of the importance
of reducing energy consumption so that energy efficiency can be incorporated into
their working, home and every day lives.
Implement policy and procedure changes that will help reduce emissions across
the operations of sportscotland.
sportscotland Carbon Management Programme
Carbon Management Plan
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3.
Emissions Baseline and Projections
3.1
Scope
To cover all greenhouse gas emissions resulting from the delivery of sportscotland functions
which can be measured with a reasonable degree of accuracy, the Carbon Management
Programme will encompass:
Owned & Leased Buildings Energy Use
 Electricity and Gas
 Refrigerants
 Diesel and LPG
 Water (mains and borehole)
 Waste (landfill – office and catering)
Travel




Staff: Leased/Private fuel use
General Fleet (minibus, grounds maintenance machinery etc) fuel use
Water sports fuel use
Business travel – public and commercial transport
Exclusions
 All embedded carbon in purchased goods and services
3.2
Baseline
The baseline year chosen for the CMP is 2008/09. This baseline is used for all
sportscotland Estate Buildings for which data is available for all building related emissions.
All other data has been gathered from source and input into the Baseline Tool provided by
the Carbon Trust, to facilitate the calculation of the baseline position. The data relates to
“real time” and the associated activity (users / staff / activity) for each of the Estates facilities
in the baseline year. It is recognised that the organisation has changed significantly in
structure, strategically and operationally since 2008/09 and as a consequence it will be
necessary to acknowledge this in any future analysis of environmental performance, e.g.
increase in staffing levels and number of facilities across the estate.
Baseline CO2 emissions (tonnes)
Baseline Cost (£)
Total
Buildings
Transport
Waste and Water
1,883
£211,255
1,639
£207,092
186
£367
58
£3,796
Table 3.1 – Summary table of emissions for baseline year 2008/09
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Projections and Value at Stake
In business as usual (BAU) scenario the carbon emissions for the Estate are expected to
increase on a year on year basis due to increased services, occupancy and activity across
all our estate and further assumes year on year inflationary increases in consumables such
as gas, electricity, fuel, utilities, waste etc.
The following graphs highlight the difference between the BAU projections and the targets,
which represents the Value at Stake (VaS). This is the cost of not implementing the CMP.
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Carbon Management Plan
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The cumulative Value at Stake over the course of this five year plan equates
to:
1,800 tonnes CO2 in saved emissions
£250,000 in predicted cumulative savings over the course of this plan resulting
in an annual saving of £70,000 on energy bills by 2015, allowing this to be
utilised in the delivery of sport in Scotland.
The CMP will also deliver a number of soft benefits, these being:
Reputational benefits – achieving the targets detailed above will help
strengthen sportscotland reputation as an effective public organisation in
relation to delivering its part of the Climate Change Scotland Act.
Maintenance – upgrading to new technologies should deliver reductions in
planned maintenance requirements.
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4.
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Carbon Management Projects
A number of projects have been identified, or already instigated, aimed at reducing
emissions and costs and raising awareness. The technical projects have been informed by
industry best practice and guidance available from various environmental agencies,
examples of these Projects are as follows:
 Lighting Improvements – sports halls, offices, car parking.
 Lighting Controls – presence detection, management systems.
 Water Management – boreholes, water management measures.
 Sustainable Energy Sources – Biomass, ground source heating, solar, hydro.
 IT – communications rooms temperature control, desk top management.
 Building Fabric – upgrade insulation, window, draft exclusion etc.
If all the projects that have been identified are implemented and deliver their predicted
carbon savings the 20% target will be achieved. It has been assumed that some of the
higher risk (complexity, cost etc) projects may not be delivered once the details are
understood or they may not deliver all of the full predicted carbon savings.
Projects have been identified over a number of time frames as follows:
 Planned and funded for delivery by March 2011
 Near term 2011/12
 Long term 2012/15
4.1
Existing projects
Annual
Saving
Cost
Ref
Project
Lead
Cap’l
E1
E2
E3
E4
Caledonia House
Lighting Upgrade
Solar Pv Installations
–
Caledonia House
Inverclyde
Cumbrae
Glenmore
Vicki
Scaife
Martin
Bowie
49000
Inverclyde Boiler
Control
Waste Management
System Caledonia House
Templeton
Martin
Bowie
Alison
Boyd
4250
Rev’u
e
Lower Energy
External Lighting Cumbrae
M Bowie
500
Chris
Nichol
Total
4.2
Pay
back
% of
Target
A Boyd
1000
Year
57
5
18
2010
195
0
190
0
190
0
192
5
600
0
TB
C
1.6
1.6
1.7
1.6
7
7
6.5
7
1
1
1
1
35
<12m
10
2011
TBC
TBC
2011
TBC
TBC
2011
0.68
2010
2011
TB
C
390
2.1
0.8
238
65
100.6
32.68
Planned / funded projects
Cost
Project
P1
Caledonia
House
HVAC
Replaceme
nt System
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CO2
980
0
V Scaife
300
106150
Ref
Total
Fin
M Bowie
13500
13250
12750
13100
500
E5
Staff
Resource
M Bowie
Lead
Vicki Scaife
Cap’l
Rev’ue
14000
14000
Annual Saving
Staff
Resource
V Scaife
Fin
CO2
1,000
9.1
1,000
9.1
Pay
back
15 yrs
% of
Target
2.4
2.4
Year
2011
sportscotland Carbon Management Programme
Carbon Management Plan
4.3
working with
Near term projects
Cost
Ref
Project
NT1
Caledonia House
Boiler Control
Green Policy:
Organisation Wide
Travel and Parking
Policy
Organisation Wide
Vicki
Scaife
Alison
Boyd
Gordon
Mavor
Separate
Humidifiers
Glenmore Lodge
Create an Energy
Management Plan
–Organisational
Wide
Energy awareness
Training –
Organisation Wide
Inverclyde Boiler
Control
Isolate Hot Water
to Activity Room
Fan Convertors
Glenmore Lodge
Drinks Chillers
Glenmore Lodge
Reduce the
running hours of
the Humidifiers
Cumbrae
NT2
NT3
NT4
NT5
NT6
NT7
NT8
NT9
NT10
Lead
2.5
3
2012
0
A Boyd
TBC
7
Immediate
2
2011
0
G Mavor
TBC
TBC
Immediate
TBC
2011
Stuart
Upward
0
S Upward
470
3.3
Immediate
0.9
2011
Martin
Bowie
0
M Bowie
11503
86
Immediate
23
2011
Martin
Bowie
0
M Bowie
7.5
Immediate
2
2011
Martin
Bowie
Stuart
Upward
0
Stuart
Upward
Chris
Nichol
2250
2250
M1
Motor energy
controls - Cumbrae
Solar pre heated
water Cumbrae
Chalets
Energy Efficient
Electric Heating Cumbrae
Lighting
Assessment /
Upgrade - Cumbrae
Lighting
Assessment /
Upgrade Glenmore
Motor Energy
controls - Cumbrae
Cycle Shelters Glenmore
Motor Energy
Controls Glenmore
Energy Efficient
Electric Heating Glenmore
Boiler Controls
Option 1 Glenmore
Store Heat Pumps
Heat Recovery –
M4
M5
M6
M7
M8
M9
M10
M11
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Fin
CO2
J Rankin
915
9.1
2.5
2.4
2012
0
S Upward
1980
9.2
Immediate
2.5
2011
0
S Upward
930
6.4
Immediate
1.7
2012
0
M Bowie
152
0.8
Immediate
0.2
2011
14400
134.3
31.1
Medium to long term projects
Project
M3
Year
9
Rev’ue
4500
Ref
M2
% of
Target
Pay back
915
Cap’l
Total
4.4
Annual Saving
Staff
Resource
V Scaife
Lead
Cap’l
Martin
Bowie
Martin
Bowie
1934
4500
Martin
Bowie
Cost
Rev’
Staff
ue
Resource
M Bowie
Annual Saving
Fin
CO2
Pay
back
% of
Target
Year
312
3.1
6.2
0.8
2013
M Bowie
760
4.1
5.9
1.1
2013
11200
M Bowie
1860
18.3
6
4.9
2014
Martin
Bowie
4670
M Bowie
700
7.0
6.5
1.9
2014
Stuart
Upward
6960
S Upward
1110
10
6.2
2.7
2012
Stuart
Upward
Stuart
Upward
Stuart
Upward
1934
S Upward
312
3.1
6.2
0.9
2013
2000
S Upward
Tbc
tbc
tbc
tbc
2013
3290
S Upward
830
7.2
4
2.0
2013
Martin
Bowie
28400
M Bowie
7200
68.3
4
18.2
2013
Martin
Bowie
5150
M Bowie
4260
17.8
1.2
4.7
2012
Martin
Bowie
5000
M Bowie
1610
7.5
3.1
2.0
2013
sportscotland Carbon Management Programme
Carbon Management Plan
M12
M13
M14
M15
M16
M17
Total
Glenmore
BIOMASS Boiler Glenmore
Energy Efficient
Electric Heating Inverclyde
Motor Energy
Controls Inverclyde
Lighting
Assessment /
Upgrade Inverclyde
Sports hall lighting
Upgrade Inverclyde
BIOMASS Boiler Inverclyde
working with
Martin
Bowie
Martin
Bowie
250000+
M Bowie
20,000
162
10+
40+
2015
450/radi
ator
M Bowie
75
0.8
6
2013
Martin
Bowie
3880
M Bowie
688
6.8
5.5
0.2/
radiat
or
1.9
Martin
Bowie
15650
M Bowie
3076
30.7
5
8
2013
Martin
Bowie
15000
M Bowie
3220
20.6
4.5
6
2013
Martin
Bowie
100000
M Bowie
15000
162
7
44
2015
61013
522.5
460018
2013
81.1
In summary existing/planned/near term projects fully funded at £125,650 with
near/medium costing in the range £110,000 - £460,000+, should BIOMASS be
deemed a priority deliverable inline with sustainable source of energy agenda.
4.5
Projected achievement towards target
The following charts provide a graphical representation of predicted progress towards the
20% target. Chart one below (Projects [L-M & Ongoing]) shows progress if no high risk
(monetary) projects are implemented with the Chart 2 illustrating progress if all projects are
implemented.
Chart 1: Without Glenmore and Inverclyde Biomass Project CO2 savings
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Chart 2: With Glenmore and Inverclyde Biomass Project CO2 savings
5.
Benefit Realisation
The benefits to sportscotland as an NDPB in implementing the Carbon Management
Programme are two-fold.
Firstly, there will be a reduction in carbon emissions underpinning the organisation’s “green”
credentials and evidencing commitment to the Climate Change Scotland Act.
Secondly, there will be demonstrable cash savings which will be utilised for the purpose of
investment in sport. This will assist to offset any negative impact of the potential public
sector financial cuts and ultimately safeguard jobs.
As a result of previous environmental projects delivered over the past 5 years a number of
“quick wins” can be achieved relatively quickly, others are longer term in terms of justifiable
financial payback. The overall success of the Plan however, can only be achieved if its
objectives are embedded in all of the organisation’s activities.
5.1
Benefits / savings – quantified and un-quantified on an annual basis
Annual cost saving
Annual CO2 saving
% of target achieved
5.2





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2010/11
23925
100.6
32.7
2011/12
16865
138.3
27.6
2012/13
5370
27.8
7.4
2013/14
18083
152.2
41.1
2014/15
2560
25.3
6.8
2015/16
35000+
324
86
Unquantified benefits:
Advice and guidance for sporting partners in the development of their services in the
context of environmental impact.
Reputation enhancement in relation to Scottish Government objectives to reduce the
public sector environmental impact.
Influential in respect to the delivery of the “environmental” message with stakeholders
i.e.”practice what we preach”.
Reduced planned maintenance and replacement requirements, i.e. minimise lifecyle
costs.
Estate: improved playing and working environment for staff and participants in the
delivery of sports programmes at all levels within the sports development pathway.
sportscotland Carbon Management Programme
Carbon Management Plan
6.
working with
Financing
The primary objective of the plan is to reduce consumption and therefore CO 2 emmissions, it
is unlikely that we will reduce our CO2 emissions in line with the objective without some
financial investment.
The true prediction of cost savings, particularly of gas and electricity, is difficult in the current
fluctuating climate, however, consideration will be given as to the cost/benefit analysis of
implementation of the proposals, particularly those which have a longer > 10 years payback.
figures in £000’s
Annual costs:
Total annual capital cost
Total annual revenue cost
Total costs
Committed funding:
Committed annual capital
Committed annual revenue
Total funded
Unallocated funding
Unallocated annual capital
Unallocated annual revenue
Total unfunded
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
106.15
1
107.15
14.500
4.5
18.500
12.110
0
12.110
83.425
0
83.425
15.870
0
15.870
350.0+
0
350.0+
107.15
0
107.15
18.500
0
18.500
12.500
0
12.500
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
83.425
0
0
15.870
0
0
350.0+
Funding will be drawn from a combination of internal Capital and Revenue budgets. All
efforts will be made to identify potential alternative funding sources which will be applied for
on a project by project basis if/as applicable.
7.
Governance for Implementation
7.1
Embedding Carbon Management
The Corporate Plan commits sportscotland to being an effective and efficient public body,
thus requiring resources to be used in the most effective and sustainable way in order to
reduce its carbon footprint. Progress towards the carbon reduction target is a key measure
of organisational efficiency within the Business Plan Performance Management system.
Progress will be reported to the Estates Strategy Group quarterly and reviewed / refreshed
annually.
7.2
Data Management – measuring the difference, measuring the benefit
The Carbon Management Group will monitor progress against the Carbon Management Plan
as part of its quarterly environmental performance reviews.
The Programme Manager will draw together quarterly reports on progress towards targets
and implementation of the projects.
The Estates Strategy Group will receive the outputs of the quarterly reviews, in conjunction
with the site-specific operational management reports.
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7.3
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Implementing the Initiatives
The CMP will sit within the context of the sportscotland Estates Strategy.
The Programme Manager will lead the delivery of the CMP and report on its progress to the
Estates Strategy Group. The Estates Strategy Group is responsible for considering capital
investments plans, revenue investment plans in estates and making associated
recommendations to the Strategic Management Team.
Once approved, site-specific action plans and associated projects will be delivered by
identified leads at each site.
The roles and responsibilities will be used for implementing and under taking the annual
review of the CMP. The key groups and individuals with responsibilities are:
SMT – Strategic Management Team Chaired by Stewart Harris, CEO
 approve environmental / strategic policy of CMP
Estates Strategy Group – Chaired by Stuart Ogg Director Corporate Services
 define overall policy direction
 approve annual objectives and targets and monitor progress
 approve allocation of resources for projects
Carbon Management Group – Chaired by Alison Boyd, Head of Office Services
 monitor the delivery of the CMP
Programme Management – Undertaken by Martin Bowie, Programme Manager
 lead the delivery of the CMP
Project Management – Undertaken by Site Representatives as appropriate
 project management of individual activities / projects
7.4
Maintaining quality over time
There will be a need to maintain, monitor, evaluate and revise the plan, developing new
initiatives on a regular basis, to sustain it’s delivery over time. This review will be reported to
the Estates Strategy Group, as part of the delivery of the Estates Strategy.
7.5
Programme Management
The Programme Manager will have responsibility for delivery of the CMP, on behalf of the
Estates Strategy Group, through Programme Office utilising organisational project
management process and procedures. This activity will be supported by the Carbon
Management Group.
7.6
The Carbon Management Group – delivering the projects
The Carbon Management Group will provide leadership for activity related to managing,
monitoring and improving the environmental impacts of sportscotland.
The Group will do this through:
 ensuring that mechanisms are in place to facilitate realisation of sportscotland’s
environmental performance targets
 ensuring that all legislatory, regulatory and other requirements are complied with
 ensuring awareness of and commitment to the organisation’s Environmental Policy
Statement and Principles
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sportscotland Carbon Management Programme
Carbon Management Plan






7.7
working with
ensuring environmental performance is monitored, reviewed, audited and reported
(producing an annual performance report)
demonstrating compliance with environment obligations, identifying and rectifying
instances of non-compliance
providing a lead on environmental management to Scotland’s sporting community
ensuring that environmental best practice is identified and adopted where appropriate
ensuring a systematic approach to environmental management
facilitating continuous improvement in environmental performance
Succession planning for key roles
The Estates Strategy Group will be responsible for ensuring continuation of the Plan in the
event of key individuals leaving or moving post.
7.8
Project Delivery
All projects will be delivered following Organisational standard Programme Office process
and procedure. Three project portfolios have been defined these are strategic, operational
and team. The portfolio within which each project sits is defined within Appendix A.
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[Name of organisation] Carbon Management Programme
Carbon Management Plan
working with
Appendix A: Definition of Projects
This template has been used to compile Projects as defined in the Plan
Please see separate document for all potential projects.
Project:
Reference:
Owner (person)
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.
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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