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etrofits play a smaller role in bigger refurbishments, the use of the target facility may be reorganised causing a more energy-intensive use of it (e.g. more public visitors due to increased attractiveness of the facility) and consequently an increase in energy consumption – although the energy saving measure is operating properly. In such a case, the performance of the energy saving measure cannot be monitored without taking into account the change in usage. A proper evaluation might result in an unexpectedly higher specific energy efficiency (e.g. heat demand per visitor in a public pool). Hence, the required type and number of meters to monitor energy savings has to be determined for each project individually. If a project ends up with energy performance that is significantly different than expected, an evaluation needs to be made of whether the particular energy consumer behaviour has changed, for instance due to a different use of the facility. 3.4/ Implementing and managing an internal revolving fund in a nutshell Prerequisites for the introduction of Internal Contracting – Ability to assess energy consumption and to investigate saving measures and potentials – Initial funding needed to start investing in energy saving projects and create returns Purpose of a revolving fund: – Avoiding annual budgeting discussions – Earmarking financial resources for energy saving purposes Operational aspects and investment criteria: – When selecting initial energy saving measures, focus on short payback periods and ensure that low hanging fruit is targeted first – To avoid misuse of the revolving fund, it is important to ensure that it is not used for other purposes than saving energy costs – Consult potential client departments on their project pipeline. Identify energy saving measures which could be added. – The payback time of the measure must be shorter than the lifetime of its technical parts – Investment and pay back flows have to be appropriate to the size of the revolving fund: If projects with a 5-year payback time are targeted, the budget allowance for the revolving fund should be at least 3 times larger than total annual expenses – Lower expenses and shorten payback time by including other funding opportunities – Stay on the safe side by calculating economic efficiency without energy price rises – Payback-rates of Internal Contracting investments should not be rigidly linked to monetary cost savings on energy bills, but rather determined using a holistic assessment of all energy-related factors – The more successful a fund is, the faster the low-hanging fruit is targeted. Consequently, the revolving fund should be continuously extended. Infinite Solutions Guidebook – Internal Contracting
4/ Internal Contracting in practice – Case studies The concept of contracting was first adapted and internally implemented by the City of Stuttgart as a financing tool. Here Internal Contracting proved highly successful at reducing energy and water costs, which prompted other cities and institutions to adopt this financing model. Internal Contracting has been copied several times under different names, but it is not yet an extensively used instrument for financing public building renovation. Currently, the non-exhaustive list of authorities operating Internal Contracting schemes includes: Lörrach, Frankfurt, Bonn, the Federal State of Baden-Württemberg, Cork County, Litoměřice, and recently Infinite Solutions partners, the cities of Águeda, Almada, Koprivnica and Udine. Each organisation has adapted the idea of Internal Contracting including a revolving fund to its own context. These special features are highlighted in the following case studies presenting the individual Internal Contracting solutions of several public authorities, mainly municipalities.
Page 1 and 2: Infinite Solutions Guidebook Financ
Page 3: Table of Contents 1/ Introduction 2
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Page 12 and 13: 2.2/ Benefits of internal over exte
Page 14 and 15: energy prices is lowered. This is c
Page 18 and 19: This Internal Contracting developme
Page 20 and 21: energy cost budget energy cost of p
Page 22 and 23: annual allowance energy cost budget
Page 24 and 25: In order to use the fund as efficie
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Page 36 and 37: Executive Y Berlin 4.1.6/ Measures
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Page 44 and 45: GERMANY CITY GENERAL BUDGET approve
Page 48 and 49: 4.4.2/ Management of the fund Like
Page 52 and 53: 4.5.2/ Almada’s Climate Fund (r)e
Page 54 and 55: 4.5.4/ Legal Organisation and fund
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Page 66 and 67: This financing scheme includes the
Page 68 and 69: Project cost-efficiency is calculat
Page 70 and 71: NOTES Infinite Solutions Guidebook
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