1. Measuring Outcome
What
to
measure
and
its
ra@onale
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2. Public Private Partnership
Par@cipatory
approaches
in
environmental
economics
Business-centric approach
Knowledge ensures market participation Leverage local
repository for and fit-for-purpose projects as a market
carbon abatement, enabler activity to
adaptation and foster private sector
mitigation participation
Generate value for
Economic market participants
development but in the form of
with socio- environmental
environmental Specifically tailored to finance
competencies the local culture and
Measuring
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3. Green Economy for Sustainable Development
A
low
carbon
development
Think
Tank
Vision
Support
DCCE was launched on on Jan. 18th 2011 during WFES
“Private sector market enabler”
by HH the Prime Minister and HE Ban Ki Moon
Measuring
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4. Multi-Industry Approach
Private
sector
lead
and
focused
–
UAE
case
study
Energy
Cluster
created
Private-­‐Sector-­‐lead,
to
foster
Green
supported
by
key
Economic
Growth
leaders
in
u@li@es,
amongst
the
smelter
and
refinery
stakeholders
Structured
to
maximize
Close
coordina@on
with
economic
benefits
Interna7onal
through
Porter’s
Organiza7on
and
Economic
Clusters
especially
UNDP
Model
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5. Green House Gas Inventories
Managing
the
Dubai
GHG
inventory
and
now
conduc@ng
a
UAE-­‐wide
Inventory
> Methodologies
M
R
V
• GHG
Inventory
• Mapping
and
• Strategy
and
Analysis
Targets
.
Total greenhouse gas emissions,
Mt CO2e
Forestry
▪ Establish
Buildings (Direct emissions)
▪ Build picture of
 
Waste
Agriculture
2011 emissions
☐
Transport “business as
usual” (BAU) bottom-up,
Power and water
emissions forecast of key
Industry (Direct emissions)
2005 2010 2015 2020 2025 2030 baseline drivers through
2030, and
assessment of
Abatement cost
€ per tCO2e
60
• Cost per tonne
potential scenarios
▪ Define
50
40
30
20
of abatement,
requirement for relative to BAU
10
0
5 10 15 20 25 30 35 38
-10
•
-20
cost curve and Tonnes of
-30
-40
-50
link to potential
-60
-70
-80
-90
abatement that
global this lever could
-100
measures offer
▪
Ease
of
c apture
(in
near-­‐term)
Readily achievable More challenging Difficult
Decide where
▪
Cost
today
Assess
Negative ▪ Appliances and electronics ▪ Geothermal, small hydro ▪ LED lighting
energy efficiency ▪ Engine efficiency, LDVs1 ▪ Tillage and residue mgmt
▪ New build lighting controls ▪ Energy efficiency packages, ▪ Chemical process
focused policy in
▪ Cropland nutrient mgmt commercial new build optimization
▪ Energy efficiency, oil & gas ▪ Retrofit lighting controls
▪ Methane leakage prevention, ▪ Solid waste (excl. landfill
implementation
oil & gas gas flaring)
▪ Fuel shift, industry ▪ Cogeneration, other industries
short term by
priorities
Modest ▪ Landfill gas flaring ▪ Solar & wind2; smart grids ▪ Nuclear
▪ Increased bus transport ▪ Oil to gas shift, power ▪ Biofuels – 2nd gen. domestic
▪ Reduced flaring, oil & gas ▪ Energy efficiency packages,
▪ Cogeneration, oil & gas residential new build
weighing cost of
▪ Biofuels – 1st gen. imported ▪ Reduced deforestation
▪ Solar water heaters ▪ Energy efficiency, other
industries
▪ Agronomy practices, grassland
management
▪ Soil restoration
High ▪ Afforestation/ reforestation,
forest mgmt
▪
▪
▪
Increased subway transport
Wastewater treatment
Engine efficiency, HDVs1
▪
▪
Carbon capture and storage
Livestock feed supplements
and vaccines abatement against
ease of
implementation
▪ Determine ▪ Based on
overall feasibility
Abatement
“low- assessment,
carbon” determine overall
growth path for
emissions under
2005 2010 2015 2020 2025 2030
path
the “low-carbon”
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6. UAE Aviation State Action Plan
Developing
an
integrated
low
carbon
roadmap
for
UAE
Avia@on
Development
of
CO2
plan
Monitoring
and
Repor7ng
Mi7ga7on
strategy
§ Methodology
and
criteria
§ Data
streams
op@miza@on
§ Descrip@on
of
ER
measures
§ Defini@on,
formats
and
§ Standardized
data
policy
§ Cost
and
financing
of
measures
procedures
§ Current
and
forecasted
ac@vi@es
§ Assess
CO2
reduc@on
over
cost
of
§ Baseline
emissions
§ Common
areas
of
development
ER
measures
§ Growth
and
expansion
§ Suitability
to
MBM,
NAMAs
or
§ Timing
of
measures
§ Stakeholder
mapping
Sectorial
approaches
§ Legisla@ve
outlook
ü Avia%on
Sector
GHG
Inventory
ü M&R
Dra6
Policy
ü Compendium
of
ER
measures
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7. Selected
Por]olio
Ac@vi@es
Diverse
ac@vi@es
with
emission
reduc@on
core
competencies
Dubal
GTX
Dubal
D18+
Desalina@on
Regenera@ve
Burners
• Steam
Op@miza@on
across
the
en@re
plant
• Emission
Reduc@on
in
Aluminum
• Energy
efficiency
of
desalina@on
Pumps
• Use
of
waste
gases
in
mel@ng
furnaces
in
• 350,000
tCO2
p.a.
Produc@on
based
on
new
produc@on
through
the
use
of
newer
technology
lieu
of
cold
air
burners
process
architecture
• 15,000
tCO2
p.a.
• 35,000
tCO2
p.a.
• 250,000
tCO2
p.a.
Green
Building
PoA
CFL
Solar
Farm
Waste
Heat
Recovery
• Energy
efficiency
in
Abu
Dhabi
Municipality
• Free
distribu@on
of
CFL
bulbs
to
Dubai
• Installa@on
of
a
10MW
solar
power
plant
• U@liza@on
of
waste
heat
from
kiln
• 196,000
tCO2
p.a.
residents
(includes
EK
staff
on
the
Dubai
Al
Ain
road
produc@on
to
generate
15
MW
of
accommoda@on)
• 14,000
tCO2
p.a.
renewable
power
• 60,000
tCO2
p.a.
• 75,000
tCO2
p.a.
Inlet
Coolers
Absorp@on
Chillers
Alterna@ve
Fuels
Dubai
Municipality
STP
• U@liza@on
of
pre-­‐cooling
stackable
units
in
• U@liza@on
of
heat
as
primary
mean
to
• U@liza@on
of
Refuse
Derived
Fuel
in
• Capture
CH4
and
convert
it
in
bio-­‐cng
for
power
genera@on
to
bring
inlet
to
ISO
generate
district
cooling
power
for
en@re
industrial
furnaces
as
fuel
replacement
fleet
purposes
performance
Dubal
facility
• 62,000
tCO2
p.a.
• 85,000
tCO2
p.a.
• 40,000
tCO2
• 45,000
tCO2
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8. “What
gets
measured,
gets
Done.”
“…
the
general
tendency
in
many
companies
is
to
evaluate
performance
primarily
on
the
basis
of
cost
and
efficiency.
There
are
many
more
criteria
to
judge…”
Peter Drucker (1909 – 2005)
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9. Defining the outcome
Lessons
leant
from
project
management
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10. Reasons for measuring performance
Efficiency
and
stakeholders
60
% of respondents
50
40
30
20
10
0
Primary reason for measurement
Assessing Performance Operational Efficiency
Aligning Employees Behaviours Financial Control
Strategic Decision Making External Reporting
Strategic Planning Compensation/Rewarding
Validating Strategy
Neely, A.D.; Yaghi, B. and Youell, N. (2008) “Enterprise Performance Management:
The UK State of the Art”, Oracle and Cranfield School of Management.
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11. How do countries differ?
A
compara@ve
approach
Australia China Japan UK USA
Performance Performance Aligning Employee Performance Aligning Employee
Assessment (64.37%) Assessment (77.55%) Behaviours (53.40%) Assessment (58.82%) Behaviours (36.59%)
Aligning Employee Aligning Employee Performance Improve Operational Improve Operational
Behaviours (59.77%) Behaviours (35.71%) Assessment (44.66%) Efficiency (52.94%) Efficiency (34.96%)
Improve Operational Improve Operational Improve Strategic Aligning Employee Performance
Efficiency (56.32%) Efficiency (35.71%) Decision Making Behaviours (43.44%) Assessment (34.15%)
(43.69%)
Compensation and Improve Strategic Validating Strategy Financial Control Compensation and
Reward (35.63%) Decision Making (40.78%) (39.82%) Reward (22.76%)
(31.63%)
Improve Strategic Compensation and Strategic Planning Improve Strategic Improve Strategic
Decision Making Reward (29.59%) (37.86%) Decision Making Decision Making
(33.33%) (35.91%) (21.14%)
Financial Control Strategic Planning Financial Control External Reporting Financial Control
(32.18%) (28.57%) (29.13%) (32.87%) (19.51%)
Strategic Planning Financial Control Improve Operational Strategic Planning External Reporting
(26.44%) (20.41%) Efficiency (25.24%) (30.77%) (14.63%)
External Reporting Validating Strategy External Reporting Compensation and Validating Strategy
(20.69%) (17.35%) (22.33%) Reward (24.20%) (13.82%)
Validating Strategy External Reporting Compensation and Validating Strategy Strategic Planning
(18.39%) (16.33%) Reward (22.33%) (19.00%) (13.01%)
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12. Measuring
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13. Green Economy for Sustainable Development
What
does
the
policy
wishes
to
achieve
> Pursue
a
low-­‐carbon
economy
Although
we
are
environmentalist
at
heart,
Dubai’s
core
competency
is
its
business
acumen
and
should
focus
its
efforts
towards
developing
the
synergy
between
business
sector
lead
environmental
ini@a@ves.
Whilst
all
governments
follow
the
typical
top
down
approach,
Dubai
would
follow
the
economic
development
ODA
model
(government
invest
1
dollar
to
achieve
100
dollars
of
GDP)
Develop
a
long
term
plan
to
carbon
intensity
of
GDP
through
the
pursuit
of
economy-­‐wide
measures.
Pursue
a
best
living
environment
approach
in
line
with
UAE
2021
Develop
a
set
of
measures
aimed
towards
anrac@ng
best-­‐prac@ces
and
climate
change
related
development
to
the
Emirate
of
Dubai
by
leveraging
the
Ø Sources
of
finance
Ø Technology
Ø Intellectual
Property
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14. Rationale for the Policy
Why
is
climate
change
an
issue
o Resources
are
u@lized
inefficiently,
which
means
despite
growth,
the
environmental
cost
is
hidden
and
is
not
taken
into
account
o The
environmental
cost
will
have
to
be
assessed
and
responsibili@es
assigned
to
avoid
an
event
whereas
a
global
agreement
is
counterproduc@ve
to
Dubai’s
economy
o The
global
communi@es
are
converging
o Global
environmental
concerns
can
have
drama@c
effects
on
the
local
economy,
star@ng
form
the
loss
of
valuable
land,
resources
and
infrastructures
o The
pursuit
of
energy
leadership
is
a
key
opportunity
seeking
complementarity
form
the
business
sector
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15. Comparability
Which
project
is
best
for
the
Environment?
Renewables
Demand
Side
Management
Case
study
10
MW
PV
Solar
Park
Case
study
1
million
free
CFL
bulbs
Investment:
USD
20m
Investment:
USD
2.5m
Emissions
Reduc@ons:
12,000
tCO2
per
annum
Emission
Reduc@ons:
60,000
tCO2
per
annum
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16. Context of measurement
• Performance
Management
is
a
Performance
Measurement
is
a
process
by
which
a
systemic
link
between
company
business
unit
objec7vely
assesses
and
evaluates
the
strategy,
Investments,
and
extent
to
which
it
is
accomplishing
a
specific
objec7ve,
processes.
Performance
goal,
or
mission.
Performance
measurement
alone
is
Management
is
a
comprehensive
incomplete.
management
process
Measuring
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17. Outcome objectives
What
is
the
ul@mate
success
factor
by
stakeholder
Dis@nguish
Enables
decision
Promote
Manage
by
results
between
program
making
accountability
success
and
failure
Allow
for
Provide
means
of
organiza@onal
Jus@fy
budget
Op@mize
performance
learning
and
requests
Investments
comparison
improvement
Establish
catalysts
Raise
early
Fulfill
mandates
And
so
on…
for
change
warnings
Measuring
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18. Common Denominator
Why
do
we
use
CO2e
GWP
GWP
Chemical
Emission (IPCC
2nd
Assessment
(IPCC
4th
Assessment
Sources
Formula
Report)
Report)
Carbon
dioxide CO2 1 1 Combus@on
Processes
Landfills,
coal
mining,
waste
Methane CH4 21 25 water
treatment,
biomass
combus@on
Agricultural
soils
and
nitric
Nitrous
oxide N2O 310 298
acid
produc@on
Subs@tutes
for
ozone
Hydrofluorocarbons HFCs
11,700
14,800 deple@ng
substance,
semi-­‐
conductor
manufacturing
Electrical
transmission
and
Sulphur
hexaflouride SF6 23,900 22,800
distribu@on,
Subs@tutes
for
ozone
Perfluorocarbons PFCs
6,500
-­‐
9,200
7,390
-­‐
12,200 deple@ng
substance,
semi-­‐
conductor
manufacturing
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19. Carbon Budget
How
much
have
we
spent?
(in
Gt
CO2e)
Budget
Emission
Per
Emissions
to
Balance
to
(21st
century)
year
Dec.
31st
2012
Dec.
31st
2099
CO2
1,456
14.6
175
1,281
Receivables
CO2
Payable
1,456
30
360
1096
Difference
206%
25%
75%
Only 40% of human CO2
emissions are being absorbed,
mostly by vegetation and the
oceans. The rest remains in the
atmosphere. A natural change
of 100ppm normally takes 5,000
to 20.000 years. The recent
increase of 100ppm has taken
just 120 years.
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20. PRISM approach
Value
chain
analysis
Processes
• (What
capabili@es
do
we
need
to
operate
and
enhance
these
processes?)
Strategies
Capabili@es
• (What
cri@cal
processes
do
• (What
contribu@ons
do
we
we
require
if
we
are
to
require
from
our
execute
these
strategies?)
stakeholders
if
we
are
to
maintain
and
develop
these
capabili@es?)
Stakeholder
Stakeholder
Sa@sfac@on
Contribu@on
•
(Who
are
the
key
stakeholders
and
what
do
they
want
and
need?)
PRISM
• (What
strategies
do
we
have
to
put
in
place
to
sa@sfy
the
wants
and
needs
of
these
key
stakeholders?)
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21. Stakeholder perspectives
Think
of
a
u@li@es
provider…
Stakeholder
Sa7sfac7on
Stakeholder
Contribu7on
(Stakeholder
Wants
&
Needs)
Stakeholders
(Organiza%on
Wants
&
Needs)
Customers
&
• Fast, Right, Cheap & Easy •
Trust,
Loyalty,
Profit
&
Growth
Intermediaries
• Purpose, Care, Skills & Pay Employees
•
Hands,
Hearts,
Minds
&
Voices
• Trust, Loyalty, Profit & Growth Suppliers
•
Fast,
Right,
Cheap
&
Easy
• Legal, Fair, Safe & True Regulators
&
•
Rules,
Reason,
Clarity
&
Advice
Communi7es
• Return, Reward, Figures & Faith Investors
•
Capital,
Credit,
Risk
&
Support
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22. Setting Indicators
Mission:
Protect people and property
Strategic Goal #1:
Reduce damage caused by motor vehicle accidents
Annual performance goal 1A:
Reduce serious accidents by 20% per
100 km traveled by 2012
Measure: Number of accidents per 100 km traveled
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23. Before we can map your strategy . . .
Quan@fiable
strategic
objec@ves
Make sure
objectives Too o Improve
Costumer
have a direct vague Service
relationship to
goals and goals
have a direct
relationship to
mission and o Reduce
Costumer
values. More collec@on
@mes
by
30%
precise by
year
end
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24. BSC in a Nutshell
Green
Scorecards?
• A
framework
for
breaking
strategy
into
ac@onable
components
called,
Strategic
Objec%ves.
• An
effec@ve
Strategic
Management
System
for
aligning
day-­‐to-­‐day
work
to
an
organiza@on’s
vision
and
strategy.
• An
integrated
framework
for
informing
strategic
budge%ng,
and
allowing
the
organiza@on
to
learn
what
works
and
to
become
more
strategy
focused.
In
other
words,
the
BSC
is
an
integrated
performance-­‐based
strategic
planning
and
management
system.
It
is
not
just
a
measurement
system!
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25. Examples from Humanitarian Industry
Strategic Performance Objectives (SPOs) are
key to understanding the BSC. They represent
the building blocks of the BSC. Each one of
you should familiarize yourself with the 10
SPOs.
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26. Cascading and defining outcomes
These are examples
of activities designed by
the OPCOs to
contribute to the
corporate strategy,
based against impact,
cost, complexity and
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26
constraints

27. Dashboard
Monitor only the yellow and
red flags….
… from the OPCO
dashboard….
… Click on any
traffic light to
receive detailed info
Measuring
Performance.
April
4th
2013
DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
27

28. Planning is key
Each indicator is
explained in details in the
Indicator Sheet
The 2008 corporate
targets are included on
each indicator sheet
Click on the
“See details by
RO” link to get
an overview of
the regional
targets for the
indicator in
question
Measuring
Performance.
April
4th
2013
DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
28

29. Keep it simple
The Traffic Lights Status page gives
you the traffic lights distribution by
perspective, by region and by Strategic
Performance Objective
Traffic lights distribution status is updated
when new results are available on the BSC
site. The latest update can be seen below the
table
Measuring
Performance.
April
4th
2013
DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
29

30. Daily routines
To quickly access detailed
results by perspective or by
region use the appropriate
dropdown menu
The main BSC dashboard gives
you a general overview of UNOPS
performance at any given point in
time. Performance status for each
indicator and region are displayed
on the BSC dashboard
Measuring
Performance.
April
4th
2013
DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
30

31. Reflections
1. Don’t start with what should we measure.
2. Instead start with what questions do we want to be able to
answer.
3. The questions that matter for different organisations are
context dependent.
4. So do not look for standardised sets of measures that can be
used for CSR.
5. We can, however, look for standardised frameworks – such as
the Performance Prism – to help structure our thinking.
Measuring
Performance.
April
4th
2013
DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
31

32. GET
INSPIRED
Ivano
Iannelli
|
pril
4
2013
Measuring
Performance.
A
ivanoi@dcce.ae
|
www.dcce.ae
DCCE
Confiden@al:
Do
not
distribute
without
prior
explicit
approval
.
Slide
32
th