This project supports the staff volunteer network of Energy Coordinators

Background

Since 2006, the University of Edinburgh has maintained a network of staff volunteer Energy Coordinators. Due to the collegiate nature of the institution, having a clear staff volunteer role around this issue enables the Department for Social Responsibility & Sustainability to effectively communicate messages and engage colleagues in the Energy Programme.

Scope

This project refers to the Department for Social Responsibility & Sustainability role in delivering the Sustainable Campus Fund, which is a multi-stakeholder and cross-department initiative.

Objectives

• Support the Energy Coordinator network through the regular provision of quarterly workshops, visual engagement materials, and relevant information in a quarterly newsletter, as well as strengthening network links to encourage best practice sharing and peer to peer support
• Develop an online system to support Energy Coordinator activity through evidence based gamification and precise actions to be taken, quantified in carbon savings where possible
• Encourage Energy Coordinator participation in other SRS Programmes to maximise the impact of the network e.g. Sustainability Awards, applying to Sustainable Campus Fund

Deliverables

• Number of Energy Coordinators increase to 300 by 2020
• Quarterly workshops and newsletters on relevant themes that best enhance Energy Coordinator activity enabling balance of determined actions and flexibility for creativity in different areas
• Energy Coordinators use materials and carry out walkarounds of their areas, providing feedback to SRS to enable monitoring and evaluation
• Online system providing specific guidance on actions for Energy Coordinators informing them of relative impacts

Success Criteria

• Energy Coordinator network strong in numbers and in expertise, engaged through peer to peer support in addition to support provided by the Department for SRS
• Evidence demonstrating impact of the Energy Coordinator network

Resources, Skills and Costs

• Engagement Manager staff time for programme management and monitoring and evaluation of impact, including development of resourcing for the project
• SRS Projects Coordinator time for development and provision of training and support materials, workshops and newsletters, as well as research and development around impact of specific actions taken
• Communications team time for development and promotion of engagement materials, and construction and maintenance of online system to provide more precise guidance and monitoring of Energy Coordinator activity
• Cost of materials, in particular energy monitors, tinytags, and other tools to enable Energy Coordinators to perform their role
• Cost of catering for Energy Coordinator workshops
• Engagement and Communications teams’ time for recruitment and follow-up with new Energy Coordinators[LC1] .

Project Stakeholders

• Energy Office – Medium interest/medium influence – Require shared view of network and support for aims
• Estates – Low interest/medium influence – Require information and contacts to be passed to Energy Coordinators as necessary to support their activity
• Energy Coordinators – High interest/medium influence – Require engagement and interest from the network

Activities 2017/18