GTZ InDesign-Vorlage für Publikationen – DIN A4 hoch

Energy Efficiency in Municipalities
Guidance in a nutshell
Energy Efficiency in Buildings
IMPRESSUM
Herausgeber:
Projekt “Energieeffizienz in Gebäuden”, Ukraine
Deutsche Gesellschaft für Internationale
Zusammenarbeit (GIZ) GmbH in Kooperation
mit dem Ministerium für Regionalentwicklung,
Bauwesen und kommunale Wohnungswirtschaft
der Ukraine, gefördert vom Bundesministerium
für Wirtschaftschaftliche Zusammenarbeit und
Entwicklung (BMZ)
Fotos:
Robert Schachtschneider
Alexandr Lisnychenko
GIZ Projektbüro
15, Khreschatyk Street, office 69
01001 Kyiv, Ukraine
T +380 44 279 1726
F +380 44 279 1729
I www.eeib.org.ua
Verantwortlich:
Dr. Bärbel Schwaiger
Konzept & Redaktion:
Olena Fedorets
Andreas Gruner
Ima Khrenova-Shymkina
Robert Schachtschneider
Swetlana Tschebotarjowa
Fachbeiträge:
Energie Consult
Klaus Haars
Im kleinen Grund 16
65779 Kelkheim
T +49 (0)60 96477-0
F +49 (0)60 96477-4
I www.energieeffizienz.de
© giz energyefficiency 2011
2
Design, Illustration & Layout:
Andreas Gruner
Robert Schachtschneider
City of Chernihiv
Druck:
2011
Kiew 2011
Energy Efficiency in Municipalities
Guidance in a nutshell
3
Table of Contents
1
Introduction
6
2
Benefits
6
3
Municipalities and energy
7
4
Energy management
8
5
Starting energy management
9
6
Energy management tools
11
7
Energy consultants
13
8
Showcase project: energy management in chernihiv
14
9
Information and support
15
4
5
1 Introduction
Budget savings
Most municipalities in Ukraine are facing huge
problems. Ever increasing expenses in the face
of limited financial resources and the desolate
condition of most of the building stock are among
the major ones. Energy management is a proven
method to cope with both problems simultaneously.
It reduces the burden of energy costs and keeps
buildings in favorable conditions as sites of working
and learning.
Energy management is an organizational process
to monitor, control and optimize energy supply
and utilization. It aims at reducing energy costs,
securing a sufficient energy supply and providing
high quality energy services such as lighting or
heating.
This brochure addresses municipal decision-takers
providing them with a compact overview on energy
management. Mayors, city administration officials
and local politicians with responsibilities for
municipal budgets and communal services will find
essential information on benefits to be expected and
challenges to be met. The process of introducing and
implementing energy management in a municipality
is outlined and the necessary conditions in terms of
finances, personnel and organizational procedures
are explained.
Municipal energy management now profits from
more than two decades of experience in thousands
of cities in Germany and Europe. While the
introduction of energy management in Ukraine
started later, valuable experience has been gained
in the pilot cities of the GIZ project „Energy
Efficiency in Buildings“ and other municipalities
throughout the country, which has been used to
adapt the process to Ukrainian conditions.
Energy management is a highly successful and
profitable business. The city of Frankfurt/Main in
Germany has reduced its consumption for public
buildings in the last 20 years by 31 % for heat
energy, by 4 % for electricity and by 53 % for
water. Real savings were even higher taking into
account the extension and technical upgrades of
buildings in the meantime.
Energy costs already are a major burden to the
scarce financial resources of municipalities. In
the cities of Chernihiv and Ivano-Frankivsk, e.g.,
expenditures for energy and water cover 6 % resp. 7
% of the city budget. In certain sectors its weight is
even higher. The share of energy at the educational
budget amounts to 13 % resp. 11 %. Due to an
increasing energy demand and strongly rising
energy tariffs this share will jump up quickly. In
both cities the expenditures for energy and water
have nearly doubled in two years. See figure 1 on
page 7.
2 Benefits
Energy management provides significant benefits
for every municipality which will be elaborated in
the following.
Conserving and upgrading of buildings
Many public buildings in Ukrainian cities are in a
poor condition; often roofs are leaking, windows
do not close tightly, valves are defect and heat
regulation is missing. Measures initiated by an
energy management will necessarily deal with
such problems. This will not only save energy
but at the same time conserve and improve the
building envelope and the technical installations
and thus, avoid further damages and a degrading
of the building.
Improvement of services
Degraded buildings with leaking windows and defect
technical installations seriously affect the people
in there. Teachers and students, health workers and
patients and the whole staff of the city
The project “Energy Efficiency in Buildings”
was launched by the Ukrainian and German
governments in 2007. Commissioned by the
German Federal Ministry for Economic Cooperation
and Development (BMZ), Deutsche Gesellschaft
für Internationale Zusammenarbeit (GIZ) GmbH
implements the project together with the Ukrainian
partner organizations - The Ministry of Regional
Development, Construction, Housing and Municipal
Economy of Ukraine. Key priorities of the project
are to improve the energy efficiency in the building
sector in Ukrainian municipalities by developing
policies and strategies in the four selected pilot
cities of Chernihiv, Ivano-Frankivsk, Myrhorod and
Novohrad-Volynski.
6
Structure of budget expenditures for the use of energy and water resources
by Chernigiv education buildings in 2006-2008
137,4%
20000,0
93,0
18000,0
1697,7
149,0%
16000,0
1143,8
2036,9
64,8
14000,0
1306,2
thousand UAH
2089,0
901,9
12000,0
1416,8
61,5
10000,0
8000,0
18481,0
1248,9
784,9
568,4
889,6
1073,8
13451,5
6000,0
4000,0
5647,0
11420,6
8512,9
9021,5
2000,0
0,0
2006
heat energy
2007
electricity
cold water
sewerage
2008
hot water
natural gas
Figure 1: Structure of budget expenditure for the use of energy and water resources by Chernigiv
education buildings in the period 2006-2008
Five benefits of energy management
1. budget savings
2. upgrading of buildings
3. improvement of services
4. promotion of local economy
5. education of citizens.
administration have to struggle with unfavorable,
sometimes desolate conditions in such buildings.
More energy efficient buildings will have a positive
impact on education, health care and in general the
quality of public services.
Promotion of local economy
Implementing measures for energy conservation
and refurbishment of buildings require the services
of companies and craftsmen, most of them being
from the local area. Thus, energy management
directly supports the construction sector which is
important for most local economies.
Education of citizens
Municipal efforts on energy conservation and
refurbishment of buildings will get noticed. The
result can immediately be seen by citizens when
visiting public facilities. Especially children in
schools and preschools will notice and will learn
of the advantages of energy efficiency. This effect
can be intensified by specific awareness programs.
There are a lot of successful programs involving
children in energy conservation. Children will carry
home their new knowledge and thus contribute to
a raising awareness of the population as a whole.
3 Municipalities and energy
Energy is closely related to many activities of
municipalities. Municipalities are energy consumers,
they are acting as energy utility (district heating),
they are policy makers on energy matters and they
have a role to play in educating citizens and the
private sector on energy conservation.
Among these the role of an energy consumer may
be the most obvious and troublesome due to the
burden it puts on the budget. Municipalities consume
energy in a multiple manner. Public buildings,
residential buildings within their responsibility,
district heating plants and networks, transport and
service facilities (water supply, waste disposal
etc.) need energy as an essential input.
Strictly speaking, there is no direct need for energy
but for services such as communication, lighting or
transport. The amount of energy needed for certain
services, however, is not fixed. An old neglected
7
building may easily require three or four times more
energy to provide the same inside temperature as
an energy efficient one.
The waste of energy is the core problem. Far too
much energy is needed for most services. In times
of low energy prices nobody cared but the world
has changed. Nevertheless, old habits prevail and
energy waste is still a common phenomenon.
There are a multitude of reasons why few
municipalities have countered the problem of energy
waste consequently so far. The lack of financial
resources, time and qualified personnel and limiting
internal regulations perform prominently among
them. Often the most critical deficiency is a lack
of information.
While the detrimental impact of energy costs on
the municipal budget is common knowledge, few
administrations have detailed data on the energy
consumption of their building stock and any
cost and performance indicators. Information is
essential. Without it, measures and policies will
necessarily be random and arbitrary and will result
in a waste of further scarce resources.
A monitoring program has to precede every serious
effort to tackle the problem of high and increasing
energy costs. Monitoring enables municipalities to
identify the actual consumers of energy and their
relative importance, set reasonable goals, make
rational decisions and evaluate the results. It is an
essential tool for planning and budgeting.
Sometimes it is argued that in times of economic
crises there are more urgent priorities to deal
with. This judgment is fundamentally wrong. Energy
management deals not only with the consumption
of energy and fuel. It is a policy, which provides for
a comprehensive scientific approach for generation,
distribution and the rational use of energy. It is a
key source for improving economic activities and
overcoming crisis conditions in the economy.
4 Energy management
Energy management is an organizational tool for
municipalities to organize the provision, distribution
and use of energy. Its final objective is to provide
essential services such as heating, lighting or cooling
in a suitable, secure and cost-effective way with
low CO2-emissions. Energy management requires
the development of strategies, responsibilities,
documentation and efforts between involved
persons, departments and political authorities.
The requirements to establish an energy management
are described by the European norm EN 16001. The
norm helps municipalities and companies likewise
8
to establish systems and processes necessary
to improve energy efficiency. This will lead to
1. Establishing an energy policy
2. Identifying the energy aspects arising from
the organization‘s activity
3. Identifying applicable legal requirements
4. Identifying priorities and setting appropriate
energy objectives and targets
5. Establishing a relevant structure and
program
6. Facilitating planning, control, monitor,
actions, auditing and review activities
reductions in cost and greenhouse gas emissions.
The norm describes essential steps to an energy
management as:
Developing an energy policy is the first step. It
reflects the will and commitment of decision
makers so that the administration will maintain
and enhance its efforts to achieve rational use
of energy. The energy policy forms the basis for
allocating the required resources in terms of
personnel, equipment (meter, software, hardware),
information and training.
After setting the framework (policy, objectives)
energy management involves six major tasks.
1. Monitoring (Metering, collection of structural,
consumption and cost data of buildings,
establishing a data-base, calculation of energy
performance indicators)
2. Organization (Creation of an energy management
team, definition of responsibilities, organization
and supervision of departments involved)
3. Auditing (Detailed analyses of buildings,
identification of savings potential, development
of an energy action plan)
4. Implementation of measures (Organizational
issues, awareness raising, maintenance and
repair, measures on energy conservation and
building refurbishment)
5. Controlling (Checking of energy performance,
long-term projections of energy consumption
and validation with measured data, control of
impact and cost-effectiveness of measures)
6. Reporting (Presenting facts and figures on
energy consumption, costs and activities to the
city management, politicians and the public)
While some measures for saving energy just require
organizational changes and some commitment of
users and buildings managers and thus are free of
charge, in other cases investments are necessary.
Investments in measures, however, should not be the
first step. In order to be sustainable and economical
they have to be part of an energy management
program. Investments have to be planned carefully.
Not every investment is necessary, not every
investment is useful, and most investments are not
only done for energy saving reasons.
5 Starting energy management
The waste of resources is a serious problem
for municipalities. The instrument to counter
it is energy management. The essential efforts
necessary to introduce energy management are
briefly described in this chapter. It has been
proven that following the proposed methodology a
comprehensive energy management delivering first
results already can be established within a year
even in larger municipalities. However, this will
require a concentrated effort.
Collect information
First of all inform yourself. This brochure presents
only a brief introduction into the subject. In order
to assess and plan an energy management more
detailed information and advice is required. Chp. 9
presents further sources of information and support
which can be used.
Ensure political support
Establishing an energy management requires
political decisions. Resources in terms of personnel
and finances have to be allocated which will not
happen without explicit political support from the
city management and the city council. Furthermore,
energy management is a cross-sectional task that
involves various departments having different
responsibilities and interests. Their cooperation
regarding energy management requires political
guidance.
Ideally, an energy policy may be elaborated
first specifying clear targets and maybe even
a defined schedule which should be adopted by
the city council. This, however, takes some time,
sometimes years which contradicts the urgency of
the underlying problem. Thus, a single decision by
the city council may be sufficient to initiate the
process.
Form an energy management unit
While line departments, such as education or health
have an important role in energy management, a
special unit dealing with energy management as a
whole is required to coordinate the whole process
and to provide information and professional services
to the departments involved. Regularly, tasks
assigned to such a unit include the establishment
and administration of a database, calculation and
evaluation of performance indicators, detailed
building analyses, proposal of measures and
9
supervision and reporting.
There are several options to which department
such a unit can be assigned. Having in mind the
financial and economic consequences of developing
a comprehensive energy action plan, an integration
into the financial department should be considered.
Smaller municipalities cannot afford to detach
one or even several officials to such a task. In
such cases one member of the financial or another
department may take over the responsibility on a
part-time base.
Develop an energy management process
It is highly recommended to develop a clear picture
of the energy management process including
definition of targets, required resources and a
schedule. This allows for a controllable process
which gives guidance to all city officials involved
and can be supervised by the city management.
Energy aspects cover a huge field. They are part
of most activities of municipalities. Theoretically,
an energy management should deal with them.
In the initial phase it is advisable to concentrate
on a limited sector only. A top priority are public
buildings as the most obvious and important source
of energy consumption. This can be a challenge in
its own as in larger municipalities the public sector
may comprise several hundreds of buildings. In
such cases a further concentration in the beginning,
e.g. on the educational sector, can be suitable.
Organizing an energy management unit can be one
result of such a process. However, in most cases,
an energy management unit will be formed first,
since its know-how will be helpful to develop the
energy management process.
nor it is economically viable to provide all kind of
services and know-how required by own personnel.
Private energy consultants have (or should have)
long-term experience with energy management
and offer a wide range of services to support the
activities of the municipal administration. Their
engagement may shorten the implementing process
of an energy management considerably.
The type and extent of services by external
consultants will vary according to the demand,
know-how and resources of the municipality
concerned. A complete outsourcing should be
avoided. Supervision of the process should always
be done internally in order to keep control and to
avoid dependencies.
Compile an energy action plan
Most measures for repair and refurbishment of
buildings are triggered by urgent necessities without
taking into account aspects of energy conservation.
An energy action plan, on the other hand, is the
result of a careful planning process, reflecting
Allocate money in the budget
While investments in energy conservation may be
highly economical, they are investments and require
the allocation of money in the budget. Obviously, in
order to determine the amount of money necessary
and the purpose of spending a clear picture of the
energy management process and the necessary
activities is required. In the first phase, money
may be required for personnel, equipment and
external consultancy services. While the need for
investment on energy conservation will arise later,
a declaration of intent to allocate money for such
purposes in future budget is helpful.
Commission energy consultants
Even for large municipalities it neither makes sense
10
political targets and economic considerations
and explaining the required or suitable measures
including their technical and economical priority.
Implementation of such an action plan needs
finances beyond the regular amount allocated to
building maintenance and hence, may strain the
already scarce resources. Nevertheless, these
expenses cannot be avoided in the medium run and
offer huge benefits as explained in Chp. 2. Often
an energy action plan pays for more than itself by
huge energy savings.
Establish a long term process
Energy management is not a one time task. It
is long term process which requires continuous
efforts. Even after implementing the first energy
action plan, the necessity remains to monitor
impacts of measures, to control new developments
in energy consumption and costs and to design and
implement further measures.
8 steps to energy management
1. Collect information from our project website
and other sources
2. Ensure political support from City Council and
Administration
3. Form an energy management unit and allocate
personnel
4. Develop an energy management process and
define a schedule
5. Allocate money in the budget for consultancy
services and first measures
6. Commission professional energy consultants
7. Compile an energy action plan and start
implementing measures
8. Establish a long term energy management
process
6 Energy management tools
All energy management tools presented here are
explained in detail in our training courses.
Monitoring
Consumption data are at the very heart of an energy
management. Without such data no monitoring is
possible and planning of measures will be arbitrary.
Getting consumption data requires metering. Still
not all public buildings are equipped with meters.
For residential buildings the situation is even worse.
One meter per facility for heat or gas, electricity,
cold water and, if applicable, hot water and sewage
is the absolute minimum required. Facilities with
several buildings should preferably be equipped
with meters per building. For larger buildings or
buildings that house several facilities even more
meters are useful.
In some buildings automatic meters with continuous
metering and data transfer via modem are applied.
Their usage eliminates mistakes by manual reading
and allows for a more detailed evaluation, at the
expense of higher investment costs.
Meters should be read at least once a month at
a fixed time. Responsibilities for reading meters
should be clearly defined and execution be
controlled.
Consumption data as well as energy costs and
essential building parameters such as the surface
area or volume have to be recorded and evaluated.
Paper files are not suitable. Many municipalities
use EXCEL-sheets for this purpose. Sometimes such
programs are amazingly complex and are used for
handling over hundred buildings.
But EXCEL-sheets soon become confusing the more
data are handled and their poor user friendliness
and limited functionality are essential drawbacks.
Furthermore they can be used and are generally
understood by only one or very few experts in the
administration. The alternative is a professional
energy management software which includes a
database for any number of data and buildings.
The costs of such a software quickly pays off for a
stock of more than 30 buildings.
Evaluation
A main method for evaluating energy consumption
data is benchmarking. Benchmarks are used to
assess the energy efficiency of buildings. For such
purpose energy performance indicators are applied.
According to Ukrainian norms such indicators
are formed by relating the energy consumption
of a building to its space volume. Other building
parameters such as the surface area or the number
of people in the building can be used also. The
energy performance indicator of X kWh/m3 is a
characteristic value for any building.
From a list of energy indicators for a certain
type of buildings, e.g. schools, those with poor
or good energy efficiency can easily be identified.
Benchmarks compare these indicators with certain
standards. National standards are set by the State
Building Norm SBN B. 2.6-31:2006 and Order No.
91 of the State Committee on Energy Conservation
from 25.10.1999. A relevant benchmark for the
local level would be the average of the energy
indicators of all schools, hospitals etc. of the
municipality. Information on the energy efficiency of
the own building stock can be gained by comparing
11
Середньорічне питоме споживання теплової енергії на 1 куб.м. опалю вального об'єму
по загальноосвітніх навчальних закладах м.Чернігова за період 2006-2008рр.
0,100
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0,080
0,060
0,040
0,020
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Figure 2: Specific heat consumption per m³ of the heated volumina in the schools of
Chernihiv between 2006 and 2008.
the municipal benchmark with one valid for the
municipalities in Ukraine as a whole. Currently
such national benchmarks do not exist, but our
GIZ project intends to initiate investigations in this
subject.
Time series analyses are another method of evaluation
(see Figure 2). They are used to investigate the
development of energy consumption and cost in
time of one single or a group of buildings. A time
series analysis can highlight the influence of certain
parameters such as the outside temperature on the
heat consumption in the course of a year, reveal
hidden defects such as the breakage of a water
pipe or the malfunction of valves and serve as a
projection tool for long-term developments.
While comparing annual consumptions of electricity
and water is easy, a comparison of the heat
consumption of several years has to take into
account weather conditions. A sudden increase or
drop of heat consumption from one year to another
may not indicate a technical improvement or failure
but just a more severe or moderate winter. The
effect of varying weather conditions is eliminated
by a temperature correction of heat consumption
figures. Consumption figures are converted so
that they reflect mean weather conditions. The
parameter applied for correction is called “heating
degree days”. For a long-term comparison of heat
consumptions only corrected figures should be
applied.
Benchmarks and time series analyses serve to
assess a building stock as a whole and to select
individual buildings for further investigation. A
12
closer look at a building is done by an energy audit.
An energy audit includes a detailed investigation of
the building envelope, the technical installations e.g.
the heating and lighting systems and other relevant
factors such as operating hours and user behavior.
An audit requires a solid knowledge of building and
energy technologies and has to be carried out in
close cooperation with the users in the building.
A main result of an energy audit is a prioritized
list of measures for energy conservation and
refurbishment specifying technical requirements,
estimated costs, expected energy and cost savings
and the cost effectiveness. See Audit report for
school No. 7 on page 13.
Reporting
Energy reports are a management tool prepared
by the energy management unit for the mayor
and city authorities concerned. They may be used
also to present the state of energy efficiency of
the public buildings stock and of related activities
of the administration to the public. Energy reports
illustrate energy consumption, CO2-emissions and
energy costs of the reporting period and analyze
changes to former years. They explain relevant
factors influencing the current figures and their
long-term development and present activities
undertaken in the last period and their effectiveness
to improve energy efficiency. Energy reports are
generally prepared on an annual basis.
Audit report (for school No. 7 in Chernihiv, excerpt on measures)
I Building envelope
1.
Repair of the roof – 747 m2
2.
Repair of the parapet – 73 m
3.
Replacement of windows: main building– 0.9*1.9 – 6 units, 2.2 *1.9 – 60 units …
II Heat supply system
1.
Restoration of thermal insulation on heat supply pipelines - 26 m
2.
Washing (cleaning) of the school heat supply system
3.
Installation of an automatic system to control heat consumption
III Electricity system
1.
Replacement of incandescent lamps for fluorescent
Replacement of the unipolar circuit breakers – 11 units
2.
3.
Installation of outside lightning automatic control system
IV Water
1.
Replacement of shutoff valves: d=50 – 2 pieces
2.
Installation of the flushing tap with 10 second action in toilets – 18 units
3.
Installation of a solenoid valve on the dish washer line to manage water consumption
V Organizational measures
1.
After repairs the heating system should be immediately filled with heat energy agent
2.
Correct allocation of the heat energy agent at the beginning of the heating season
3.
Functionality of valves should be checked twice a month by closing and opening
Essential Energy Management Tools
• Meters for measuring energy consumption
• Software for monitoring and controlling of data
• Benchmarking for comparing efficiency of
buildings
• Time series of consumption for building
analyses
• Temperature correcting for eliminating weather
effects
• Energy audits for detailed building analyses
• Energy reports for periodical presentations
7 Energy consultants
Most cities, in particular, smaller ones neither
have the know-how nor the personnel to cover
all aspects of energy management adequately. In
particular energy audits require a specific expertise
which is not available in most city administrations
and its affiliated organizations. Since energy audits
are not a continuous task but will be of relevance
in intervals only, it makes little sense to qualify
own personnel conducting energy audits except for
larger cities.
Energy management software is another field
for external services. While EXCEL-tools may be
developed or have been developed already by the
administration, developing professional software
should be left to energy consultants and specialized
organizations.
A useful approach which has been successfully
tested in several cities comprises a package of
services being provided by an external consultant
company in support of a city administration with
the objective to build up an energy management
process. This package may include a first inventory
of buildings, collection of consumption and costs
data, analysis of the current energy consumption,
introduction of energy management software,
organizational support to the administration,
training of personnel, energy audits and a proposal
for an energy action plan with measures for energy
conservation and refurbishment. These services
can also be provided by different consultants or in
several phases of a long-term process.
Depending on the range and quality of services
offered, the consultant fee may vary considerably.
As a rough indicator a sum of 2,000 to 5,000 UAH
per building can be calculated.
Energy efficiency is already a subject of top priority
and its importance is quickly growing in Ukraine.
Accordingly, the number and services of energy
consultants are increasing. In a rapidly expanding
market, the expertise and quality of these
consultants is inevitably varying widely. Therefore
consultants should be selected carefully. Particular
attention should be paid to their claimed reference.
13
8 Showcase project: energy management in
with the consultant company included:
chernihiv
• Inventory of buildings – collection of operational,
technical and physical data
• Energy resources survey – collection of
consumption and cost data per building
• Analytic energy report – analysis of energy
consumption and costs and its development
in time, calculation of energy performance
indicators, benchmarks and saving potentials,
identification of most energy inefficient
buildings
• Energy management software – installation of
software, user training and data input
• Energy audits – on site checks of all buildings,
investigation of the building envelope, technical
installations and organizational aspects,
identification of defects and inefficiencies,
Chernihiv is one of four pilot cities in Ukraine in
the framework of the GIZ project „Energy Efficiency
In Buildings“. Supported by GIZ, Chernihiv is
developing a Municipal Energy Plan. An essential
part of the Energy Plan is the implementation of an
energy management process in the city. In order to
limit the initial amount of work and finances and to
focus on a limited sector, the buildings under the
responsibility of the educational department were
selected for the first phase. These are 96 schools
and preschools of different size and age.
The process profited from former activities. A small
energy management unit was in place already
for about 2 years. In close cooperation between
the city administration and GIZ a working plan
and a schedule were developed and internal
responsibilities were defined. Due to the limited
expertise within the city and in order to quicken
the introductory process a decision was taken to
outsource an important part of the activities to an
external energy consultant.
After a selection process a qualified consultant
company was selected. Within two months time
the scope of work and services to be delivered by
the consultant were negotiated between the three
parties and remuneration was agreed. By decision
of the City Council the city administration was
authorized to conclude a contract and to allocate
the money in the budget. The terms of references
Ressource
Heat
Gas
Electricity
Cold Water & Sewage
Hot Water
Total savings
Table 1: Expected savings
14
Unit
Expected Savings
2010
2011
2012
2013
2014
Total
Tsd. Gcal
-
4.8
9.5
13.2
14.7
14.7
Tsd. UAH
-
2938.0
5674.6
7491.0
8236.1
24339.7
Tsd. m³
-
-
-
-
31.5
31.5
Tsd. UAH
-
-
-
-
83.6
83.6
Tsd. kWh
-
191.0
337.6
449.3
481.9
1459,8
Tsd. UAH
-
147.0
259.9
345.9
371.0
1132.8
Tsd. m³
166.1
166.1
166.1
166.1
166.1
830.5
Tsd. UAH
717.3
717.3
717.3
717.3
717.3
3586.5
Tsd. m³
13.2
13.2
13.2
13.2
13.2
66
Tsd. UAH
356.8
356.8
356.8
356.8
356.8
1784.0
Tsd. UAH
1074.1
4159,1
7008.6
8911.0
9764.8
30917.6
report per building with a list of energy
conservation and refurbishment measures
• Energy conservation program – development
of program on energy conservation and
refurbishment including recommendations
on monitoring, operational and maintenance
aspects, estimate of costs, budget savings and
cost effectiveness
The program was designed to be implemented in
a period up to 2014. The proposed measures will
require an overall investment of 32.5 Mio UAH. The
expected savings are presented in table 1.
The savings will pay for the necessary investments
in 2014. From 2015 on the investments will create
an annual monetary profit in the range of 10 Mio
UAH. Further increases of energy tariffs that will
generate even higher savings are not considered in
the calculation.
The project was supervised by a German expert on
energy management from the GIZ project Energy
Efficiency in Buildings. First discussions on the
project started in May 2009. Already one year
later the introductory process was finished by
the approval of the proposed program by the City
Council and by providing money from the budget for
implementation.
9 Information and support
For
further information and advice you
may contact:
• Our Pilot Cities:
Chernihiv
www.chernigiv-rada.gov.ua/
Ivano-Frankivsk
www.mvk.if.ua/
Myrhorod
www.mirgorod.osp-ua.info/
Novohrad-Volynski
www.novograd.osp-ua.info/
• Energy Efficient Cities in Ukraine
www.enefcities.org.ua
• National Technical University of Ukraine “Kiev
Polytechnic Institute” / IEE – Institute for
Energy Saving and Energy Management
www.kpi.ua/index.php?q=kpi_iee
The knowledge platform at www.eeib.org.ua
provides particular data on:
• publications on introducing municipal energy
management
• expert reports and presentations
• practical experiences from Ukrainian cities
• training materials of the course „Energy
Management in Municipalities“
• up-coming events, newsletter
Besides this brochure, the GIZ project „Energy
Efficiency in Buildings“ is offering more extensive
documents on municipal energy management
in Ukrainian and German, training materials for
municipal energy managers and presentations on
various related topics held at our seminars in
English and Ukrainian. Those materials and more can
be downloaded from the project website www.eeib.
org.ua. Participation at our seminars and training
courses is available on request (training schedule
and application sheets can be downloaded).
Municipalities intending to implement an energy
management program as described in this brochure
can get further advice from the GIZ project and its
partner cities. As a base for taking action, interested
municipalities should manifest their political
willingness by providing personnel and financial
resources for the administration, preparation and
implementation of measures.
15
16
About GIZ
Broad-based expertise for sustainable development under one roof
Working efficiently, effectively and in a spirit of
partnership, we support people and societies in
developing, transition and industrialised countries
in shaping their own futures and improving living
conditions. This is what the Deutsche Gesellschaft
für Internationale Zusammenarbeit (GIZ) GmbH is all
about. Established on 1 January 2011, it brings together
under one roof the long-standing expertise of the
Deutscher Entwicklungsdienst (DED) gGmbH (German
Development Service), the Deutsche Gesellschaft für
Technische Zusammenarbeit (GTZ) GmbH (German
technical cooperation) and Inwent – Capacity Building
International, Germany. As a federally owned enterprise,
we support the German Government in achieving its
objectives in the field of international cooperation
for sustainable development. We are also engaged in
international education work around the globe.
Making development effective
Our partners want to take responsibility for achieving
their own long-term development goals. We support
them by offering demand-driven, tailor-made and
effective services for sustainable development. We
apply a holistic and value-based approach to ensure
the participation of all stakeholders. In doing so,
we are always guided by our concept of sustainable
development. We take account of political, economic,
social and ecological dimensions as we support our
partners at local, regional, national and international
level in negotiating solutions in the broader social
context. This is how we make development effective.
GIZ operates in many fields, including economic
development and employment; governance and
democracy; security, reconstruction, peace building
and civil conflict transformation; food security, health
and basic education; and environmental protection,
resource conservation and climate change mitigation.
We also provide management and logistical services to
support our partners in performing their development
tasks. In crises we carry out refugee and emergency aid
programmes. As part of our services, we also second
development workers to partner countries.
benefit from the contacts they have made. We also give
young people a chance to gain professional experience
around the world – exchange programmes for young
professionals lay the foundations for successful careers
in national and international markets.
Who we work for
Most of our activities are commissioned by the
German Federal Ministry for Economic Cooperation
and Development (BMZ). GIZ also operates on behalf
of other German ministries – in particular the Federal
Foreign Office, the Federal Environment Ministry and the
Federal Ministry of Education and Research – as well
as German federal states and municipalities, and public
and private sector clients both in Germany and abroad.
These include the governments of other countries, the
European Commission, the United Nations and the
World Bank. We work closely with the private sector
and promote results-oriented interaction between the
development and foreign trade sectors. Our considerable
experience with alliances in partner countries and in
Germany is a key factor for successful international
cooperation, not only in the business, academic and
cultural spheres but also in civil society.
The company at a glance
GIZ operates in more than 130 countries worldwide.
In Germany we maintain a presence in nearly all the
federal states. Our registered offices are in Bonn and
Eschborn. GIZ employs approximately 17,000 staff
members worldwide, more than 60 % of whom are local
personnel. In addition, there are 1,135 development
workers, 750 integrated and 324 returning experts,
700 local experts in partner organisations and 850
‘weltwärts’ volunteers. With an estimated turnover of
EUR 1.9 billion as at December 2010, GIZ can look to
the future with confidence.
We advise our commissioning parties and partners
on drawing up plans and strategies, place integrated
experts and returning experts in partner countries, and
promote networking and dialogue among international
cooperation actors. Capacity building for partner-country
experts is a key component of our services, and we offer
our programme participants diverse opportunities to
17
Deutsche Gesellschaft für
Internationale Zusammenarbeit (GIZ) GmbH
GIZ-Projekt Energieeffizienz in Gebäuden
15, Khreschatyk Street, office 69
01001 Kyiv, Ukraine
T +380 44 279 1726
F +380 44 279 1729
I www.eeib.org.ua