A decarbonisation strategy and plan should, between them, cover the following areas:
This section provides access to resources to support all four of the above areas, developed through delivering the MEP programme.
This section captures some of the high-level insights presented in the MEP innovation project final report and in webinars communicated to the public sector and the private sector supply chain.
This section provides some of the insights and learnings from the MEP programme on strategy, planning, and general management.
Guidance on how to put together a smart energy data management strategy, identify site by site requirements and develop implementation plans.
Insights based on the experiences of the MEP programme around the types of skills and capabilities required.
Information on common themes and patterns seen in campus style decarbonisation, with basic cost estimates to support budget planning. Insights on business case writing.
When would I use these insights?
These insights are designed to offer some high-level guidance and thinking about the approaches that could be adopted when initially putting together a decarbonisation strategy and developing a more detailed decarbonisation plan. They cover aspects such which will help preparation of the delivery of projects such as building capacity to oversee delivery, costs and budget planning, and potential delivery routes.
What is the difference between a decarbonisation strategy and decarbonisation plan?
For the purpose of this material the following definitions have been adopted. A decarbonisation strategy sets objectives and provides a high-level roadmap to achieving decarbonisation targets. A decarbonisation plan sets out more specific detail on how this will be achieved, including timelines, funding, resources and specific interventions.
What should a decarbonisation strategy look like?
A decarbonisation strategy sets objectives and provides a high-level roadmap to achieving decarbonisation targets, which is then detailed in decarbonisation plans. As knowledge and insight increases, both the strategy and plans are likely to evolve and adapt over time – to better address challenges as they are encountered. In the experience of the MEP programme there are however three key phases to this process:
It’s possible that an organisation has evolved and progressed in some areas such as energy consumption knowledge and not so much in others such as heat solutions. An understanding of strengths and weaknesses of an organisation’s current approach against best practice, such as that developed by MEP is useful.
Why are knowledge, skills and capability so important?
Driving forward decarbonisation of public sector estates at scale can only be delivered when everyone knows and understands what the objectives are, and what their role is. It is likely to require multiple teams with a range of throughout the organisation to take responsibility and oversee certain elements.
Driving delivery effectively is easier when those involved have knowledge of energy issues. Seeking the right skills from others will help, but the drive must be managed by the organisation, and so internal capability is needed to provide competent challenge of delivery.
Applying systems thinking to deliver the evidence and action plans needed by Government to achieve near-term carbon reduction and longer-term targets of Net Zero by 2050.Find out more