Sustainability Strategy to 2021

Transcription

1 CONTENTS 1. Foreword by the Chief Constable page 2 2. What do we mean by Sustainability? page 3 3. Our Sustainability journey (a) the story so far (b) performance to date pages Who s responsible for delivering our Sustainability Programme page 7 5. How did we develop the objectives set out in this strategy? page 8 6. Our objectives and targets to 2021 pages What s at stake if we fail to take action? page Annex A Sustainability in Avon and Somerset Police a snapshot at 2016 Annex B - National Police Estates Group Environment Team Environment Charter 1

2 Foreword by the Chief Constable Doing nothing to reduce the impact that the Constabulary has on the environment is not an option. Doing the right thing and being an environmentally responsible organisation is really important of course but it s more than that: not only do more frequent extreme weather events like floods have a direct impact on the demand for our services, not taking action here is financially risky for us too. A good example is energy use in our buildings where just to maintain costs at 2015 levels we ll need to reduce what we use by 17% over the next five years. To make real savings in times of austerity, we ll need to go further. We made some good progress in certain areas over the last five years. This strategy now sets out eight core objectives which will help us improve on that position over the next five, supporting us to reduce the impact we have on the environment, make the best use of our resources, reduce waste and save money. Sometimes it s small changes by each and every one of us that can add up to a big difference: we can all take action here to deliver results. I encourage everyone who works for the Constabulary to familiarise themselves with this strategy and understand the part they can play in helping to deliver it. Chief Constable Andy Marsh Core Sustainability objectives to 2021 Objective 1 Objective 2 Objective 3 Objective 4 Objective 5 Objective 6 Objective 7 Objective 8 Reduce energy and water use in our buildings Reduce fuel used by our fleet Reduce business travel Continually improve our environmental management performance against our peers and others and position ourselves well to respond to future changes in regulation. Integrate Sustainability thinking into the Constabulary s wider business management processes Reduce waste and recycle more Use our purchasing power to drive added-value from our suppliers Consider the total cost of crime and the Sustainability benefits of a preventative approach to policing reducing demand, efficient use of resources and sustainable outcomes. 2

3 What do we mean by Sustainability? For us, Sustainability is about responsibility, resilience and a capacity to endure. By thinking more about the Constabulary s environmental impacts we can: make the best use of our resources; improve processes and governance; identify opportunities for development; lead by example; and predict and manage risk. This Sustainability Strategy will support us to build an environmentally-sustainable police service in Avon and Somerset. It sets out eight key objectives for the Constabulary over the next five years which will help us reduce our environmental impacts, in particular: Emissions to air (contributing to climate change and air pollution and depleting finite resources) as a consequence of the energy we use in our buildings, fuel used by our fleet and the waste we produce Emissions to land and water from the waste we send to landfill Use of natural resources within our supply chain. Figure 1 - Flooding on the Somerset Levels, 2014 We know that to bring about real change, we need to consider Sustainability in how we: - manage our buildings and fleet; - lead, make decisions and deliver change; - communicate - operate, both at the frontline and within Enabling Services; - manage risk and ensure continuous improvement. An increase in severe weather events due to climate change caused by greenhouse gas emissions will directly impact on the demand for our services. Other strategic documents relevant to this Sustainability Strategy include: Police and Crime Plan, Estates Strategy, ICT Strategy, Fleet Strategy, HR strategy and the Health and Wellbeing Strategy 3

4 Our Sustainability journey - The story so far Recognising the environmental, financial and reputational risk in not understanding and managing down our carbon emissions, the Constabulary launched its first Carbon Reduction Plan in 2011, setting an ambitious 30% target over five years. Reaching that target was to deliver an estimated carbon saving of 5,663 tonnes each year alongside a financial saving of 356k - equivalent to employing 8 more police officers or 11 more PCSOs. Five years later and despite substantial changes to our estate, fleet and the ways in which we operate, total emissions had reduced by 19% - a 14% reduction from buildings, 28% from fleet and a 37% reduction in the emissions associated with our business travel. Annex A summarises the outcomes of phase one of our programme. However, while emissions were a good place to start for us in 2011, Sustainability is about much more than that. By 2015/16 the breadth of our commitment to being a more Sustainable organisation included not just the energy and fuel we use, but the waste we produce, our supply chain and even the Sustainability benefits of an upstream, preventative approach to policing in terms of the efficient use of our resources and building safer communities. A comprehensive Sustainability Strategy, engaging key stakeholders from across our business and shaped by our most significant impacts, risks and opportunities now informs a scorecard of Key Performance Indicators. As well as absolute metrics, normalising the data helps to give it more meaning and allows us to focus on our most significant impacts and risks (see figure 1a and 1b overleaf). 4 4

5 Our Sustainability journey performance to date 5

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7 Who s responsible for delivering our Sustainability Programme? Each and every officer and staff member has a part to play in making the Constabulary a greener, leaner organisation minimising use of resources, conserving energy and fuel, and reducing waste. It s often simply about practicing at work what we automatically do at home. At a strategic level, the Chief Financial Officer/Director of Resources is the Chief Officer Group portfolio lead for Sustainability. A quarterly Sustainability Task and Finish Group, chaired by the Constabulary s Sustainability Manager, engages staff in a key position to influence and deliver this Sustainability Strategy and the Management Plan that underpins it. Membership of the group ensures that our Sustainability aspirations align to other strategies across Enabling Services and includes: Head of Estates Head of Procurement PFI and Strategic Contracts Manager Senior HR Business Partner Interim Head of Transport Services Strategic Service Improvement Technology Services Corporate Communications Office of the PCC Green Champion rotating representative A network of Green Champions from across Constabulary business provide an invaluable grass roots perspective and a focal point for staff locally to raise issues, concerns and ideas. A programme update will be presented to the Constabulary s Management Board every six months. A summary of performance is made publicly accessible every year on the Constabulary s website. Sustainability considerations will be embedded into strategic decision-making, change, planning and new policy through: A Sustainability statement in all papers to Constabulary Management Board A Sustainability assessment applied to all new policies Business Case templates and other change management documentation, including Benefits mapping. Monthly multi-disciplinary Energy Management meetings will provide a regular opportunity to identify, prioritise and deliver new projects, as well as monitor energy consumption and target inefficient premises. Specific guidance and advice on environmental legislation, pollution control and waste management, in particular statutory compliance, is provided by the Head of Safety. 7

8 How did we develop the objectives set out in this strategy? The Constabulary s Sustainability objectives and targets to 2021, as set out in this Strategy, were developed through: A review of the outcomes of the Constabulary s first Sustainability Programme. An Opportunities Workshop in June 2016 which engaged stakeholders from Estates, Fleet, Procurement, Change Management and IT to identify barriers to success in phase one of the programme as well as brainstorm ideas for future work. An ongoing assessment by the then Sustainability Board of the aspects of our business which have the most significant potential to adversely impact on the environment and the risks and opportunities these present Progress against Business in the Community s Environment Index and the gaps which that assessment process has identified. Consideration of the current/future national legislative and policy landscape in the UK for the police and public sector in terms of Sustainability. In particular legislation and regulation relating to carbon, waste, utilities, sustainable procurement and environmental protection as well as any guidance from the Home Office and the National Police Environment Group, Input and ideas from Green Champions 8

9 Our objectives and targets to 2021 Objective 1 - Reduce the energy and water we use in our buildings, cut emissions and costs. To do this we will: Deliver specific projects to reduce our use of energy and water where return on investment is greatest and exploiting alternative funding sources where appropriate. Make the best use of our data to target energy inefficient buildings Focus on driving energy efficiency where inefficiency presents the most significant risk in terms of emissions and costs (90% of our energy use is in 16 of our buildings). Harness the power of effective communication to change the behaviour of officers and staff and build a sense of collective responsibility Work together across our business and with partners, including other police forces, the public sector regionally and our suppliers. By 2021, against a 2015/16 baseline, we aim to: Reduce carbon emissions from our buildings by 20% Reduce the kwh of electricity we use overall by 20% Reduce the kwh of gas we use overall by 20% Reduce the kwh of electricity we use per employee by 15% Reduce the kwh of gas we use by GIA of our Estate by 15% Increase the kwh of renewable energy we generate by 5% Reduce the cubic metres of water we use against the amount of space we occupy by 10% The financial Value at Stake if we do not take action is described in more detail on page 14. In summary, predicted inflationary cost pressures mean we would need to reduce both electricity and gas use by at least 17% by 2021 in order to maintain costs at 2015/16 levels. 9

10 Objective 2 - Reduce fuel used by our fleet, cut emissions and costs To do this we will: Deliver specific projects to reduce our use of fuel where return on investment is greatest and exploit alternative funding sources where appropriate. Make the best use of data, on both fuel and driving behaviour, to continue to improve the fuel efficiency of our fleet, identifying opportunities for fleet rationalisation and reduce the inappropriate/unnecessary use of vehicles Harness the power of effective communication to change the behaviour of officers and staff and build a sense of collective responsibility Use ICT to reduce the number of unnecessary journeys we make back to police stations between calls or to attend meetings. Be ambitious in the rollout out of more fuel efficient vehicles and continue to identify opportunities to deploy electric and hybrid models. Work together across our business and with partners, including other police forces, the public sector regionally and our suppliers. By 2021, against a 2015/16 baseline, we aim to: Reduce carbon emissions from our fleet by 20% Reduce the total litres of fuel we use by 20% Reduce litres of fuel used against number of incidents we attend by 10% Decrease the number of plain vehicles in our fleet by 10% Improve the MPG performance of vehicles fitted with telematics by 5% Increase the % of electric and hybrid vehicles in our fleet against standard models, by 200% The financial Value at Stake if we do not take action is described in more detail on page 14. In summary, predicted inflationary cost pressures mean we would need to reduce the fuel used by our fleet by at least 15% in order to just maintain costs at 2015/16 levels by

11 Objective 3 - Reduce business travel mileage To do this we will: Ensure officers and staff have access to the right ICT in order for them to avoid unnecessary travel Set clear expectations on when travel is and isn t appropriate. Harness the power of effective communication to change the behaviour of officers and staff and build a sense of collective responsibility Continue to put in place Travel Plans at each of our main sites to promote and support sustainable travel behaviour and reduce single occupancy car journeys to work in particular. By 2021, against a 2015/16 baseline, we aim to reduce the carbon emissions associated with our business travel and miles claimed by 20%. Objective 4 - Continually improve our environmental management performance against our peers and others and position ourselves well to respond to future changes in regulation. Objective 5 - Integrate Sustainability thinking into the Constabulary s wider business management processes 11

12 Objective 6 - Reduce waste and improve recycling rates To do this we will: Harness the power of effective communication to change the behaviour of officers and staff and build a sense of collective responsibility Work with our suppliers to reduce waste Use ICT to reduce the amount of paper we use. Work together across our business and with partners, including other police forces, the public sector regionally and our suppliers. By 2021, against a 2015/16 baseline, we aim to: Reduce the amount of waste we produce annually by 10%. Increase the force-wide recycling rate to 75%, redirecting more than 30% more waste from energy recovery. Reduce the amount of paper we use per employee by 10% The financial Value at Stake if we do not take action is described in more detail on page 14. In summary, by reducing the waste we produce, recycling more and sending less to landfill in line with our targets, we could avoid waste collection costs of almost 44k per annum by 2021 and realise a cumulative saving over the next five years of 132,

13 Objective 7 Use our purchasing power to drive added-value from our supply chain, specifically environmental and social benefits To do this we will: Enhance our approach to Sustainable Procurement ensuring relevant risks and opportunities are fully understood and explored through the application of a Sustainable Procurement Risk and Opportunity User Tool (SPROUT). Set clear expectations of our suppliers and partner with them to deliver added-value environmental and social benefits including: support for Small to Medium size Enterprises (SMEs), social enterprises and local sourcing; schemes that rehabilitate offenders and provide support to vulnerable groups; and apprenticeships. Work together across our business and with partners, including other police forces, the public sector regionally and our suppliers. It s important to us to understand risks and opportunities within our supply chain from an environmental and social perspective. Opportunities can include using our spending power to make local economies healthier or supporting social enterprise which has the potential to reduce the demand on policing services longer term: a drive for efficiencies can overlook the wider local socio-economic benefits and multiplier effect of spending public money locally. By 2021 we will demonstrate: the number of procurements to which the SPROUT has been applied annually as a percentage of the total. At least three case studies a year which show how we are working with our suppliers to deliver environmental benefits. at least three case studies annually which show how we have used our spending power to leverage social benefits in Avon and Somerset, particularly in relation to social enterprises, schemes that rehabilitate offenders and apprenticeships. From 2017 we will host an annual meet the buyer event. 13

14 Objective 8 - Consider the total cost of crime and the Sustainability benefits of a preventative approach to neighbourhood policing (opportunity and offender) in terms of reducing demand long term, using resources more efficiently and sustainable outcomes. By 2021, we will aim to roll-out the principles of the Imagine St Pauls project to at least two more demand hotspots in the force area. Our approach will consider reducing crime and antisocial behaviour both from an opportunity and an offender perspective. 14

15 What s at stake if we fail to take action? 1. The carbon emissions arising from the Constabulary s operations will be left unchecked Reducing our carbon emissions is about playing our part to mitigate the detrimental effects of climate change. But it s more than just doing the right thing. Legislation including the Climate Change Act 2008 places a duty on public bodies to contribute to national carbon emissions targets, contribute to climate change adaptation and act sustainably. The expectation is that the public sector should lead by example in this area. Here loss of reputation through poor performance is not the only cost : often the regulatory frameworks that underpin legislation, place a financial price on carbon. Examples already include Climate Change Levy increases from 2019 on non-domestic energy bills. Mandatory carbon reporting across the public sector is also being actively considered by the government, who have committed to set out how they will meet their fourth and fifth carbon budgets by the end of Carbon is an important measure of our environmental footprint but it s also really important for our targets to address the units of energy and fuel we use too. This is because the amount of carbon associated with a unit of energy or fuel consumed is derived from a suite of national carbon factors developed by the Department for the Environment, Farming and Rural Affairs (DEFRA). Carbon factors mean that an apparent reduction in carbon emissions over time does not necessarily correlate to a reduction in energy or fuel use. For example, the decarbonisation of the electricity industry in the UK in recent years and the consequent reduction in the carbon factor for grid electricity meant that while the carbon emissions from our buildings reduced by 14% between 2009/10 and 2015/16 the amount of electricity we used over that timeframe did not reduce by the same amount. 2. Costs will be higher The Business Case for phase 2 of the Constabulary s Sustainability Programme is set in the context of the financial value at stake if we fail to take action. Environmental waste is financial waste. Predicted cost increases in energy and fuel suggest that simply to stand still and just keep costs at 2015/16 levels, the Constabulary would need to reduce the amount of energy we use in our buildings by 17% and the fuel used by our fleet by 15% over the next five years. Failing to meet these targets will mean that by 2021 the electricity, gas and fuel we use will cost us 669,771 per annum more. Cumulatively, over the next five years, that s additional costs of 2,362,971 (see Figure 2). If we want to go further and reduce costs in times of austerity, particularly given additional cost pressures through regulation, those targets need to be even more stretching. The same argument applies to waste the more waste we generate and the more of that waste that goes to landfill and isn t recycled, the more expensive our waste collections costs. By applying some assumptions around future waste disposal costs we estimate that meeting our recycling target and reducing the amount of waste we generate would reduce our waste costs by 43,890 a year by over five years that s a cumulative saving of Every kwh of energy, litre of fuel, or tonne of waste we produce unnecessarily has an environmental and financial cost (see overleaf). 15

16 Figure 2 - The financial value at stake by 2021 Energy and fuel (will have cumulatively cost) 2,362,971 more 2. Waste Annual energy and fuel by ,661 more Waste (will have cumulatively cost) Annual waste by ,694 more 43,890 more 1. Energy and Fuel 3. It s a missed opportunity to make more of a difference. Our spending power is significant. Leveraging added value from the contracts we award to a myriad of suppliers for the goods and services we buy every year offers a great opportunity to make more of difference. In most cases its cost neutral. It s about setting out our stall in terms of our own Sustainability aspirations, asking the right questions of our suppliers in the first place and partnering with them to bring about continuous improvement over the life time of a contract. Examples include challenging our suppliers to reduce the number of deliveries to site or to reduce packaging, setting stringent requirements around in-use energy or fuel consumption, supporting SMEs and asking potential suppliers to demonstrate their commitment to providing apprenticeships and/or opportunities for ex-offenders in Avon and Somerset. 16

17 Annex A Avon and Somerset Police Sustainability Infographic to 2016 Annex B National Police Environment Charter Annex C Value at stake assumptions Reduction in fossil fuel use 17% Electricity price inflation 4.86% Reduction in electricity use 17% Gas price inflation 1.99% Reduction in fleet fuel use 15% Fuel Price inflation 1.75% Recycling costs inflation Business as usual increase in 4% waste volume per annum 5% 17