ࡱ > _ \ bjbj X b b 7 h h d & & & & T z & BI f f f f f A B QA , }A aH cH cH cH cH cH cH $ J M 8 H u A 6 T A A A H f f U H GD GD GD A f f aH GD A aH GD GD V G @ )H f s #B ~ H MH I 0 BI H M C M )H M )H $ A A GD A A A A A H H GD A A A BI A A A A M A A A A A A A A A h : Project Charter Project Name:Energy Management: Marketing and OutreachPrepared by:Lisa McNeillDate (MM/DD/YYYY):July 25, 2011 Project Charter Version History: VersionDateComments (Draft, Signed, Revised current status)(MM/DD/YYYY)1.0July 25, 2019Draft w/ VC Denton comments included 1.111/02/2019Proofed/edited Document Purpose The Project Charter documents the formal understanding between the Project Sponsor and the Project Manager/Team, including the definition of success for the project. Once approved, the Project Charter communicates the current agreement between the Project Sponsor and the Project Team throughout the lifecycle of a project. The Charter provides a high-level overview of the project, including the definition of project success and project resource (people and funds) requirements. Requests and additions to the project scope are considered out-of-scope for the current project. When a scope addition or change is required, a scope change request will be prepared that includes an impact analysis of project cost, resources, schedule, and risk. The Project Sponsor will formally approve the scope change request, if appropriate. The project manager will retain additional documents that provide detail on the management of the project, including a communications plan, an issues log, a risk log, a change management plan, a budget, and a work schedule. Review & Approval The Project Sponsor signature indicates approval of the Project Charter, and authorizes the Project Manager/Team to use identified resources to proceed with the detailed planning and execution of the project; using this charter as guide Project Sponsor(s) NameSignatureDate VC Edward Denton A. Case for Change UC Berkeley does not use energy as efficiently or as wisely as we could. Energy services like heating or lighting are too often managed as if energy is free, a scenario that encourages waste. As the design team investigated the current state of campus energy funding and use, identified opportunities and looked at best practices, our team realized that to truly create a sustainable energy savings plan, we needed to: better monitor buildings and energy usage and fix problems more quickly provide support to campus units and individuals so that they could save energy share some of the incentives to save with campus units craft new policy that supports this effort. With little central control over the use of energy resources and robust research programs to support, energy use is based on many factors and decisions/activities by individuals across the campus community. To date, the lack of cohesive, comprehensive guidance on those areas that influence energy use has meant that decisions around building systems and procurement standards are guided by basic compliance and not performance. While there are numerous initiatives in individual buildings led by faculty, staff, and students, there is currently no comprehensive campaign to motivate individual behavior change to reduce energy. The impact of these individual campaigns can be large. For example, the Green Campus program holds Blackout Battles each semester in the residence halls where the winning building has reduced electricity usage by as much as 16%. However, these savings have been difficult to sustain when the campaign is over and are not replicated campus- wide. Motivating individual behavior change is also complicated by the fact that most people on campus do not know how much energy is used in their buildings. (Source: Design Phase ENERGY Business Case v9) B. Purpose The Marketing and Outreach project addresses one of the four main recommendations of the design team: Emphasizing individual actions through campus outreach. Initiate campus Save Energy outreach campaign Individual behavior change is at the heart of the Incentive Program. Our success will be related to how well we communicate with the campus and convince people to make needed and permanent changes. The goals of the outreach campaign are to make energy usage more visible; create tools and share ideas on ways to reduce energy; create interesting, compelling, and consistent messages; establish social norms around using less energy; and maintain the messaging over time. C. Results # Success Measure 1 Reduce total campus and auxiliary energy usage (estimated run-rate savings by FY13-14: $700,000) 2 Provide relevant information to stakeholders, as measured by website hits 3 High OU participation rate D. Scope The focus of the Marketing and Outreach project is to develop, launch, and maintain a campus-wide campaign on energy reduction. The campaign will be accompanied by an incentive program for Operating Units, which will be managed by a separate project (the Energy Office). The Marketing and Outreach campaign will cover most campus buildings and occupants, although some elements will at least initially target larger, main campus buildings. Key elements include: Develop a campaign name, visual identity, website, and marketing plan (with a contracted marketing consultant). Include competitions, energy audits, resources on how to reduce energy usage, and other information to help OUs participate in the program. Ensure adequate and on-going resources and staff to support the campaign. Introduce concept that energy is not free. Coordinate with the OE Procurement and IT teams to make energy efficient equipment easier to purchase. Power management software that can power down equipment after hours may be better supported by the distributed desktop support under consideration by the IT team. Provide a clearinghouse and resource for all outreach efforts and service learning opportunities, including those currently underway by students and other campus groups. Communicate with stakeholders on all aspects of the EMI. Project Constraints & Assumptions #Name1Assumes that Energy Office and Incentive Program are implemented. Installation of allproposed meters and related software complete at beginning of outreach campaign,requiring a high level of project coordination with other elements of the EMI.2Demand for energy audits and other resources may sometimes be greater than supply.3Assumes that decisions from procurement and IT teams (that affect the energy savingpotential for Operating Units) are finalized in time to be included in initial outreachmaterials and campaign.4Without the buy-in and participation of OUs, energy savings will not reachestimated levels. F. Project Milestones & Deliverables Details may change upon completion of final workplan MilestoneDeliverablesDateImplementation team fullyHire an outside consultant, a CommunicationsConsultant:staffedCoordinator, and studentsJuly 2011;Staff:Summer-Winter 2011Formalized working D r a f t a n d e x e c u t e a n M O U b e t w e e n P P - C S r e l a t i o n s h i p w i t h E n e r g y O f f i c e a n d t h e O f f i c e o f S u s t a i n a b i l i t y S u m m e r 2 0 1 1 E s t a b l i s h i d e n t i t y a n d b r a n d i n g f o r E n e r g y O f f i c e M a r k e t i n g p l a n a n d m a t e r i a l s C r e a t e w e b s i t e f o r o v e r a l l p r o g r a m t h a t c a n d e v e l o p e d a l s o p r o v i d e u s e r s i n f o r m a t i o n o n b u i l d i n g B y i n i t i a l a n d / o r O p e r a t i n g U n i t u s a g e l a u n c h : W i t h E n e r g y O f f i c e , d e v e l o p f o r m a t f o r O c t / N o v e n e r g y u s a g e r e c o r d s f o r O U s t h a t c l e a r l y 2 0 1 1 s h o w m o n t h l y u s a g e ( i n t o t a l a n d r e l a t i v e t o e s t a b l i s h e d b a s e l i n e ) E s t a b l i s h a v i s u a l i d e n t i t y D e v e l o p o n e - p a g e r a n d o t h e r t a b l i n g m a t e r i a l s W i t h E n e r g y O f f i c e , i d e n t i f y a n d d e v e l o p s t r a t e g y f o r O U E n e r g y S t e w a r d s E n e r g y a u d i t s c o n d u c t e d ( w i t h D e v e l o p s t r a t e g y f o r p r o v i d i n g b u i l d i n g - l e v e l E n e r g y O f f i c e ) i n f o r m a t i o n o n e n e r g y - s a v i n g p o t e n t i a l I n i t i a l s e t o f W o r k w i t h s t u d e n t s a n d s t u d e n t g r o u p s t o b u i l d i n g s : b y f o r m a l i z e a u d i t p r o t o c o l , d o c u m e n t p a s t i n i t i a l l a u n c h b u i l d i n g a u d i t s , a n d d e v e l o p s c h e d u l e f o r ( O c t / N o v r e m a i n i n g b u i l d i n g s 2 0 1 1 ) ; o n - W o r k w i t h b u i l d i n g a n d O U E n e r g y S t e w a r d s g o i n g a n d b u i l d i n g o c c u p a n t s t o s p e e d a d o p t i o n o f r e c o m m e n d a t i o n s I n i t i a l l a u n c h H o s t a l a r g e , r o l l - o u t e v e n t t o i n t r o d u c e E n e r g y M a n a g e r , i n c e n t i v e p r o g r a m , a n d o u t r e a c h t o O c t / N o v i n i t i a l b u i l d i n g s 2 0 1 1 C a m p a i g n r o l l e d - o u t t o a l l S c h e d u l e o f b u i l d i n g s e s t a b l i s h e d a n d m i n i - b u i l d i n g s l a u n c h e v e n t s h e l d a t e a c h N o v 2 0 1 1 E n s u r e a p r e s e n c e a t m a j o r e v e n t s ( C A C S o n - g o i n g S u m m i t , S t a f f A p p r e c i a t i on Day, CalTopia) G. Impact Statement 1 Low, 3 Medium, 5 High Potential ImpactWhat and Who is ImpactedRating (1-5)StudentsMinimal behavior changes around energy usagewill be voluntary.1StaffMinimal behavior changes around energy usagewill be voluntary.1FacultyMinimal behavior changes around energy usagewill be voluntary.1Energy StewardsWill be asked to help implement some3recommendations, but their workload willlikely vary by Operating Unit and building. Willbe designated by OUs. H. Finance Description The project will require $510,000 in OE funding, although some of this funding may be covered through centrally captured savings. Expected run-rate savings (including both centrally-capturable savings and those accruing to Operating Units) is expected to be $700,000 per year. These numbers may change if any major program changes occur. I. Risks RiskMitigation StrategyRisk that participation may be tooOperating Units will be asked to designate contacts and setlow, especially if completelygoals early in the process, and regular feedback will bevoluntary.given.Risk that program is perceived asAssessments of the initiative and presentation of metricsnot fully successful, givenwill be able to separate the impact of the initiative fromanticipated increases in cost ofthese known increases. Successes will be widelyenergy and growth in new buildings.advertised, along with cumulative impacts.Risk that financial savings will not beExtensive marketing and outreach campaign planned,a sufficient motivator of significantwhich will draw from established social marketingchange (especially for smaller units).research. Outreach will include information on thecumulative savings.Risk that some savings/avoidedIntermittent rewards will be considered and a variedcosts may be lost to induced demandmenu of incentives and messages will be sequenced.and that constant reinforcement ofbehaviors may result in theattenuation of learned behaviorsover time.Efforts need to be coordinated withSince the recommendations of the Procurement and ITthat of the IT and Procurementteams are not yet final, a coordination plan will beteams especially, in order to deliverdeveloped in implementation phase. It is not expected thatconsistent and clear messagesthere will be any additional costs associated with thearound possible energy savings.coordination. Instead, the marketing and outreachdocuments will accurately reflect the new systems. J. Communication Highlight the communication requirements between the Sponsor, the Key Stakeholders and the Project Team, including the frequency of check-ins, project reviews, and status reports (in person and written). Project Managers: Will meet bi-weekly to coordinate work and will share status reports. VC, Facilities Services: Regular meetings with Project Managers for project review. Steering Committee: TBD Project website: Will be used to share information with a broader audience and will be updated regularly Newsletter/ad hoc electronic communications: Will be used to share project status with key stakeholders and others on campus. Operating Units and Energy Stewards: Regular communications (electronic and in-person) will occur with the Energy Office and the Office of Sustainability. Describe the roles and responsibilities of the project participants. The Project Sponsor has ultimate authority over the project. The sponsor provides resources, helps resolve escalated issues, approves scope changes, approves major deliverables, and provides high-level direction. Name VC Edward Denton The Functional Owner is responsible for managing the impact of the project within their functional area. Their responsibilities include ensuring agreed-upon project tasks and deliverables are completed, incorporating the views of their customers, providing functional expertise in a particular area, articulating requirements, and working to ensure that business needs are met. Name # N [ ` g i n z | ; > B L ] ~qgqg[O[O[O[ hOM CJ OJ PJ QJ h0