tool kit ieeeco

iEEECO™ CommunityFocused ProjectPlanning Tool Kit –Focus on BasicServicesPrimer for Government Capacity BuildingTraining Rev 3.0

7/17/2009Project Affiliate:PEER Africa (Pty) Ltd./ D. Mothusi Guy

iEEECO™ Community Focused Project PlanningTool Kit – Focus on Basic Services

SI Government Training iEEECO™ Tool Kit© 2009 PEER Africa 2

iEEECO™Sustainable Human

SettlementsLifecycle Review

forBNG Government Stakeholders

This document is provided by PEER Africa for the attendees of the SI Government BNG Capacity BuildingTraining. There is no restriction on the use of this document provided acknowledgement is given to Sustainable

Institute and PEER Africa.



ContentsSummary of the Tool Kit ........................................................................................................... 5

Segment 1: Additionality: iEEECO™ Project Lifecycle Compared toBusiness as Usual ........................................................................................................................ 6

Preplanning: Sustainable Performance Tracking Score Card orDashboard..................................................................................................................................... 6

Present a Lifecycle Overview of the iEEECO™ SustainableImplementation Methodology Used in Kutlwanong/Witsand iEEECO™Human Settlement Projects............................................................................................ 8

Presentation Notes:................................................................................................................... 11

Topic#1: Purpose ........................................................................................................................ 12

Preplanning: Approach/Methodology................................................................................ 14

1. Organic ............................................................................................................................. 14

2. Assisted ........................................................................................................................... 14

3. Acquired/Outsourced ................................................................................................ 14

Topic#2: Sustainable Development Strategy .............................................................. 15

Topic#3: Project Team Organisational Chart .............................................................. 17

Topic#4: Sorting Out the Requirements Over Time ................................................. 17

Topic#5: Baseline Assessment for Targeted Focus Area ................................. 18

Topic#6: Sustainable Business Plan ........................................................................ 19

Topic#7: Finance and Budgeting .................................................................................... 20

Topic#8: Promotion/Awareness/Capacity Building/Training................................ 21

Topic#9: Implementation.................................................................................................... 21

Topic#10: MERVC ....................................................................................................................... 23

Walk Through of the Witsand Project Lifecycle ......................................................... 24

Delays in Delivery: iEEECO™ Community Risk Factor ............................................ 25

Operational – Construction and Post Construction Phases ................................. 27

What’s Next? Growth and Development in Phases .................................................. 29

Next Generation of Interventions: Refine the Sustainable DevelopmentConcept........................................................................................................................................ 29



Field Test/Cost Optimisation ............................................................................................ 29

Pilot Intervention .................................................................................................................... 29

Test Conditions That are Required to Achieve Scale ......................................... 29

Refine MERVC Framework................................................................................................. 30

Practical Exercise: Crosscutting Challenges............................................................. 31

A: Project Costing, Finance and Cash Flow ............................................................. 31

B: Contracting/Supply Chain ............................................................................................. 31

C: Monitoring Evaluation Reporting Verification and Certification(MERVC) ....................................................................................................................................... 31



Summary of the Tool KitThe purpose of the iEEECO™ sustainable development tool kit is to provide a guideline and a sourceof reference for government departments that are implementing or considering implementingpeople driven ‘sustainable’ human settlement projects. This tool kit is linked to the WitsandPresentation and targets community development, community partnership and enhanced basicservice delivery as the fundamental building blocks to the approach.

[See Introduction in the Presentation Notes]

The aim is to bring attention to the need to focus on getting the basics right before attemptingunnecessary complex interventions, which will be costly and not yield the intended benefits.

We present iEEECO™, integrated energy, environment, empowerment – Cost Optimisation as asustainable development implementation methodology that focuses on the enhanced delivery andvalue added provisions of basic services for the poor as a first step. This means that governmentofficials should look at ways and means to improve service delivery and the level of communityparticipation and ownership of the problem and the challenge as a matter of urgent priority.

We recommend a phased approach to integrated human settlement development starting first withfree basic service concepts that:

1. harness the self help ideas of the community and

2. harvest renewable natural resources on behalf of poverty alleviation.

We propose different ways of looking at cost and cost savings as an asset to be used in marketingand promotion and as a means of improving the overall service level value1 of operation ofhouseholds and the target human settlements as a whole.

Sustainability is not just about technology, it’s about empowering people to use what we have, moreefficiently, and to take ownership of a sustainable lifestyle vs. ‘the life style as usual’.

1 Service level value is what is perceived by the beneficiary. We believe that when communities are involved inthe process they perceive a greater value in the service provided.



This is Just the beginning…

Cofounder PEER Africa

[email protected]

Segment 1: Additionality: iEEECO™ Project LifecycleCompared to Business as Usual

Preplanning: Sustainable Performance Tracking Score Card orDashboardSustainable development is a performance oriented approach to development. This means that thevery design of the project must incorporate and embed performance as an essential component ofthe project concept. So as a first step when considering sustainable interventions beyond thedevelopment planning as usual think of the following:

1. How will you measure the sustainable intervention project success?a. Profit?b. Time?c. Beneficiaries serviced?d. Health and safety?e. Kilolitres of water saved?f. MWs of energy saved/generated?g. % of green ground cover?h. KMs to and from work?i. Cost of energy services offered?j. Jobs created?k. SMMES developed?l. Bridge and project finance raised?m. Green house gas avoided?n. Externality costs avoided?

i. Social unrest avoidedii. Deaths

iii. Injuryo. Loans Granted?p. Workshops attended?

mailto:[email protected]



q. Forms completed?r. Houses constructed/Area/Time period?s. Municipal services costs?

2. When will the intervention be introduced?a. Before - Construction of houses, infrastructure?b. During – as an integral component of the construction process?c. After – as a retrofit

3. How will it be done?a. Self-help – community drivenb. Embedded - in the contractors agreementsc. Independent – hired a green contractor under a separate contractd. Other

4. What do you compare the results against (baseline)?Sustainable development project require a baseline. If you are introducing energy efficient housingyou will compare the innovations to the housing as usual approach. This means you need todetermine the innovation and the measurement methodology as a part of the pre-project planningprocess. iEEECO™ offers the fundamental building blocks for basic services oriented interventionsstarting with passive solar site planning.

So the purpose of the passive solar intervention was to use free renewable resources that enhancedbasic service delivery. There is no better free resource in Southern Africa then the sun. We believeall government sustainability projects should incorporate passive solar design and stormwatercollection and recycling as fundamental building blocks to sustainable human settlement planningand design.

Of course as stated earlier, this is secondary to the capacitation and training of the communityleadership and the transfer of knowledge and opportunity for economic benefits to the communities.



a. Need to define purpose firstb. Rating systems

There are a number of green rating systems and assessments that seem to be based primarily oncarbon emissions reductions without taking the local community conditions into consideration.iEEECO™ refocuses the government sustainability approach on service delivery and not the carboncredit as the focus. Carbon credits are a bi-product of a well rounded and delivered iEEECO™project. But if the residents are not satisfied with the pace of delivery the green aspects will neverbe realised. Rating systems should be evaluated within the context of the local project requirementsfor delivery and not simply because of carbon revenue.

Present a Lifecycle Overview of the iEEECO™ Sustainable ImplementationMethodology Used in Kutlwanong/Witsand iEEECO™ Human SettlementProjects

1. Provide a comparison of the sustainable project lifecycle/project plan to the business as usualapproach

a. Point out key sustainability intervention pointsb. Point out the key challenges



2. Show sustainable development additionality relevance to the stages of developmenta. Planningb. Start-upc. Construction Operationald. Post Constructione. MERVC

3. Provide an ‘iEEECO™ tool kit’ of documents used by PEER Africa as an aid in developing asustainable project implementation plan.



Figure 1 12 year project design and construction lifecycle

Figure 2 PEER Africa iEEECO(TM) Project Development Timeline



Figure 3 Lifecycle projected benefits by intervention

Expected Outcomes:

Participants will have a better understanding of the additional efforts required in the planning,design, start-up, marketing, rollout and monitoring of a sustainable development project plan. Theywill also have a template from which to compare and contrast their current work efforts.

The above 3 charts provide a practical look at the timeframes for developing and implementingsustainable projects based on passive solar design. Retrofit projects may take less time toimplement, but will be far more costly. These frames were taken from PEER Africa’s presentation atthe SI government capacity building training in Stellenbosch (July 09).

Presentation Notes:“The purpose of solving problems and accomplishinglegitimate dreams isn’t to remove them but to givemeaning and direction to the struggle. Purposes directthe search for solutions in positive ways.” (Nadler,Hibino, 1998)



Topic#1: PurposeiEEECO™ defines enhanced basic service delivery and community empowerment as the purpose forGovernment driven iEEECO™ sustainable development interventions.

If you wish to look at another purpose we suggest the following process:

1. Defining purpose is usually the most effective starting point; generally the facilitator cankeep a diverse group away from conflict by starting the discussion by defining the purpose.

2. Define what the problems, dreams are and goal the project team is trying to solve ashousing and human settlement service providers?

Figure 4 iEEECO(TM) Project Team Meeting

Should you choose iEEECO™ as the implementation methodology the following material wouldapply.

1. How does the need for enhanced basic services link to iEEECO™?

2. What are the basic features, functions and benefits of the iEEECO™ methodology?

The table below provides a quick reference matrix to features and functions of an iEEECO™ Project.



Figure 5 iEEECO™ Design Features, Functions and Benefits

iEEECO™ Feature Function BenefitDesigned with a focus on peoplevalued sustainable basic servicesand basic needs. Systemsapproach not technical products.

Address core poverty issues linkedto water, energy, waste water,solid waste and shelter as part ofan integrated human settlementdesign. Review systems thatimpact sustainable developmentfrom the perspective of basicservice delivery.

Focus resources on thefundamental domestic householdissues and the systems that holdpeople in poverty to enable anincremental improvement in thedaily battle against poverty.Knowledge transfer, communitygovernment partnership.

Focus on self-help and listening tothe end consumer

There will never be enough moneyor experts to go to every villageand every community. The idea ofcreating a people driven/valuedsustainable programme is totransfer knowledge to the endbeneficiaries as a part of the entirelifecycle process. Based on theassumption that the targetaudience has no additional fundsto dedicate to the intervention.

Community and governmentownership is identified upfront aspart of the design and ends withownership of monitoring theongoing growth and developmentof the settlement by the peoplethat live there.

Focus on integration withinexisting systems andmethodologies as a priority overtechnology only interventions

Technology driven sustainabilitysolutions do not address the coreissue of wasteful and dangerousconsumption driven by a lack ofawareness and ownership of theprocesses and systems that holdpeople in ignorance and inpoverty. Therefore our approachis to empower communities(including government and serviceproviders) by standardizingmethods and processes so thatthey can be easily understood,transferred and managed byservice providers and thecommunity leaders themselves.

People can more easily understandprocess and procedures that leadto a given product. This can beeasily transferred and translated.Technology more often than notbecomes the focus of anintervention. That is rather thanthe expected benefits as part of asystem or an operational programbased on an agreed procedure toholistically improve the wellbeingof the community and thehousehold.

Focus on ‘on site' applied researchrelating to implementation,integration and understanding thesocial economic andenvironmental ‘cause and effect’impact on negative and positiveexternalities.

Scale and programme can bereplicated and easily modified fordifferent approaches. Creates theopportunity to retrofit ideas,processes and procedures morerapidly. So that when combinedthe integration of two crosscuttingobjectives create the mostimpactful element of thedevelopment. The impact can beprogrammed in as a basiccharacteristic of a broad basedsector or programme withoutrepeating the upfront investment.

Leverage. Saves money due to thefact that much of the research hasbeen completed. Referenceselling is available as a toll forhelping others to understand theprogramme. High upfrontinvestments should berecoverable.



Cost Optimisation Look at practical trade offs duringplanning and design that impactimplementation. Look at ways toturn cost savings and lowerconsumption into an asset. Yieldslower operational costs.

Enables of the harvesting ofadditional benefits beyond theshelter provision re green VERs,DSM payments, Free Basic Energyand Water Rebates and lowerhealth and safety risks.

Figure 6 Consider lifecycle in all planning

Preplanning: Approach/MethodologyWhat approach will you use to develop, manage, complete and monitor the project?

1. Organica. Develop your own

2. Assisteda. Work with lead consultant

3. Acquired/Outsourceda. Monitor and oversight



Note:

iEEECO™ is a developmental implementation methodology targeting sustainable enhancement ofbasic services systems required by the poor in a manner that enables optimised lifecycle cost savings,lower or avoided negative externalities and the harvesting of generated green assets for thestakeholders involved with the project. PEER Africa and affiliates have developed off the shelfsolutions for this segment of the government driven project market sector.

Topic#2: Sustainable Development StrategyHow do you approach the challenge?

In our view, government must start with broad based basic service delivery interventions thataddress basic human needs, before embarking on high end complex and limited access projects thattarget a few.

Figure 7 Positioning of iEEECO(TM) Relative to Agenda 21

How do you design a sustainable development project targeting the poor without the people whoare required to make it real and who will (hopefully) live the sustainable lifestyle assumed in thedesign?



Basically you can design it but will it be sustainable in the end. Will it help to change the lifestylesand create an opportunity for economic empowerment in very poor communities? In iEEECO™ wedon’t want to leave this to chance. We see this as an integral component of the process of creatingsustainable communities.

How do you do it?

Need champion in authority

It takes a leader or champion to organise the group or project team.

The project team needs to be clear on what it can deliver per time period?

Within subsidy?o Is the project going to require additional funds? If so where will it come from?o Community members need to know how the funds are being allocated outside of the

subsidy for houses

The project team can only be effective after there is a clearly defined approach to understandingand developing the purpose of the basic service sustainable development initiative with thecommunity.

o Marketing Lifecycle Perspective – Need embedded monitoring that feeds informationthroughout the life of the project and that allows you to capture the benefits at eachstage from the end beneficiary themselves2.

The intervention should be integrated: within existing government policy and resources in orderto avoid delays if possible.

Research and development oriented: Meaning an appropriate focus on basic service systemsthat have a direct impact on the daily well being of the inhabitants and lower municipal life cyclecosts

The poor can’t wait on more research must be integrated and tested now

2 iEEECO™ was designed around the low income government assisted household



Figure 8 PEER Africa Community Development Frustration Rating

Topic#3: Project Team Organisational ChartWho is needed on the team and what is their role and responsibility?

The project team formulation will change as the project is rolled out. The core resource is the leadsustainable development consultant. The person must be able to guide the team though theprocess and identify relevant, affordable, appropriate and accessible options for government.

Present example of project management structure

Note tradeoffs and conflicts

Architects, Engineers, Town Planners, Traffic Assessors, health and Safety, Inspectors,Community leaders, Suppliers, Products Manufacturers, Project Managers, Certifiers,Funders, Facilitators and Contractors.

Topic#4: Sorting Out the Requirements Over Time Separate basic requirements, needs, wants and desires from implementation methodology

o Implementation must be appropriate, affordable, accessible (Prof D. Holms 1996)

Separate Purpose (reason, rationale) from Strategy (Plan, approach, plan of attack)o Poverty alleviation and uplift of the familyo Focus on incremental sustainable basic service delivery for the many

Separate Strategy from Implementation (Carrying out) and Delivery (Completion, outcome)o Need partnerships with shared risk and trade offso Implementation based on empowerment as a theme and SME promotiono Delivery should include performance based reward systemo Consider lifecycle cost optimisation



Topic#5: Baseline Assessment for Targeted Focus AreaBuilding the case for an effective sustainable program via having a clear understanding of thespecific baseline you will assess and measure the intervention against. Take time to understand thecurrent scenario and how it can be improved.

Non-consumptiveo Planningo Conceptso Designso Communicationo Claims Processing and Cash flowo Awareness/Behaviour/Processeso Health and Safety systemso Jobs/SMME Development Processeso Greeningo Policy/Guidelines/Bylawso Enforcemento Contractingo Monitoring, evaluation, reporting, verification and certification

Consumptive Domestic use of and impact on:o Housingo Energyo Watero Waste Watero Solid wasteo Transporto Appliances and Fixtureso Eco systems and Natural Resources



Figure 9 Negative externality cost to government due to defective housing and electricity systems

Topic#6: Sustainable Business PlanHow can a sustainable development business plan differ from the normal project plan and what arethe challenges?

What are the elements that need to be presented?

Processing Paper work: The least visible changes the better – because officials get confused overwhat they don’t know

Dedicated project management with authority and responsibility to implement on behalf of theGovernment until capacity is available

o This is the appointment of the sustainable development team

Special designation from City Councilo This helps to get officials to do more than ‘their job as usual’.



Provincial and city application processes need to be researched before the project is started inorder to save time and understand who has to buy in on the project.

Additionality – In order to claim green assets for ‘greenhouse gas reduction’ the incrementaleffort do change the status quo

Cost recovery model for incremental interventions – There must be a plan to fund the normalincremental increase in costs and the recover of the savings against those upfront additionalcosts.

Understanding the operating environment on the ground – this included political, social culturaland other dynamics which could seriously impact the project rollout.

Risk Assessment- Need to look at a formal risk assessment process y evaluating lessons learnedfrom previously projects.

Contingency – Need to have plan for contingency and delays

Topic#7: Finance and Budgeting Incremental Budgets/Financing

Integration with other departments to lower overhead costs

Lifecycle costing concept (Be careful not to oversell to wrong audience)

In kind contributions

Others



Figure 10 Typical bridge finance requirement for normal government housing project over a range of housing deliveredper month

Topic#8: Promotion/Awareness/Capacity Building/Training Can never do too much facilitation and training but it must be focused on the challenges

How do we create buy-in?

What is the process of engaging low income communities?

What do we show and what do we tell?

The community leadership is the most capable people at communicating the program anddevelopment opportunities. Organisations like Federation of the Rural and Urban Poor (FEDUP)have community engagement rituals and protocols which can be harnessed to assist with formalisingthese relationships. Also the peoples housing process is a very good vehicle to use in this regard.

Topic#9: ImplementationAt the end of the day, the project is about performance based delivery. The implementation planmust be tracked against performance and non-performance based milestones.

Time value of money?

Time to delivery?



How do you implement?

When?

Working without a policy or budget?



Topic#10: MERVCMonitoring, evaluation, reporting, verification and certification of the interventions must beembedded from the design stage of the project. The systems will ultimately be handed over in partto the community if not in a practical sense, but from a shared ownership perspective. Themonitoring should also be linked to the promotion and benefits of the project. This can be achievedby showing the before and after performance metrics in the form of a scorecard.

How will the project be monitored?

Evaluated?

Reported?

Verified?

Certified?

Training tool:

Reference the above timeline or lifecycle chart of the steps taken to achieve a sustainable humansettlement project via iEEECO™



Walk Through of the Witsand Project Lifecycle

Human settlement development has a long start-up and the benefits have a long tail overmany years

The Preplanning stage offers the greatest opportunity for successful sustainable developmentproject.

01 October 2000 31 July 2012

Jan 01 Jan 02 Jan 03 Jan 04 Jan 05 Jan 06 Jan 07 Jan 08 Jan 09 Jan 10 Jan 11 Jan 12

Jan 09 - Apr 09Planning andPrep Period

May 09 - Jun 09Tender/ Period

Jul 09 - Jul 12On Site Construction Contract/

Installation of Sustainability Featuresin Quarters

Jun 09 - Jul 12 iEEECO™ MonitoringEvaluation, Reporting,

Verification and Certification



Delays in Delivery: iEEECO™ Community Risk Factor



Year CumulativeYears Witsands Informal Settlement Lifecycle Description Community Stress Level iEEECO

Rating1985 Witsand 1st Squatters Few hundred shacks: no basic services 51990 5 Informal settlement forming +- 500 shacks: No services 61995

10Informal settlement growing/formalising. Limited effectiveness of localgovernment.

+- 1000 shacks: Limited services +- 1 drytoilet and water tap per 100 families. Noformal roads.

7

2000

15

Community leader killed. In fighting amongst various factions and groups forcontrol of community leadership. Mild protest against Gov - Munic No GoArea. PEER Introduced by E. Samuels Ex. Dir. Of Housing Blaauwberg.Integrated housing committee formed. WEHBSO formed. WEHBSOrecognised as certifier by Province. Water borne toilets and extra water tapsadded by the City. PEER Team formed PHP proposal submitted to City andProvince. City council resolution approved in September 2002.

+- 2000 shacks: Available taps andtoilets under stress. Communitymeetings held but people angry overdelays for houses. 8

2005 20

2nd Integrated Housing Committee formed after protests. Internal conflictsmounting. Phase 1 Project approved by City, by Province Housing Board andby Community. 400 families relocated and moved in to homes in Phase 1.Influx of shacks out of control. Phase 2 conditional Approval completed. Citymoves for change to UISP and new application submitted to Province. Cityinflux enforcement not effective understaffed All out riot on site in October2008. Lack of coordination between police Province and City. Over 2250subsidies completed and submitted. New town plan required by City toaccommodate higher densities, 2nd Geotechnical report required byProvince, new house models designed to manage new requirements. Newshow houses started by PEER and WEHBSO on available serviced stands toshow progress. Phase 2 tender completed not awarded due to Town planningapproval delays. IFC green loan withdrawn not approved due to projectuncertainty and irregular cash flow forecasts. Over 2400 shack surveyed andregistered. Main road, stormwater bulk infrastructure in place, more toiletsand more water taps added. Electricity added to public areas.

Illegal wire connections are everywhere.Community stress over delays ingovernment approvals. Full scale riottriggered by removal of unauthorisedshacks. New factions forming. Factoryclosures increase unemployment andstress levels. Shack fires occur as usual.Winter rains and wind create highermisery index on the ground. Communityangered over delays in full scale start-upas promised by the City. New politicalclimate and leadership. Community onedge.

10

2010 25Target: 75% of the infrastructure completed for +_ 1500 families and 50% ofthe houses 800 units completed. 5 Witsand SMME contractors fullyestablished.

Goal: Calmed community factions due toprogress seen on site. 8

2015 30

All social economic and environmental amenities, business centre,greening/food gardening and other non-residential structures in place andcreating a more holistic spirit of community well being and poverty alleviation.

Goal: Thriving healthy and safe liftingspace for generations to follow.

1



Operational – Construction and Post Construction Phases

Payback assessments and benefits for sustainable projects are based on operational savingsover the life of the intervention.

The most impactful decisions are made years before the project starts in Preplanning



01 March 2009 01 February 2029

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29

10 - 29

Projected iEEECO™ Sustainability InterventionsLife Cycle Period

Years

10 - 13EE Lighting

Fixtures

10 - 29

Community iEEECO(TM) Knowledge Transferand Training, Passive Solar Site Plan -Layout

Building OrientationCeiling -Roof and Wall Insulation

10 - 24Solar Water Heaters/Home Panel Systems andStorm Water Recycling System Life Cycles

10 - 20EE/WE Appliances

Use Witsand and other iEEECO™ projects as a case study.



What’s Next? Growth and Development in PhasesOnce we have the basics in place then we look at adding specific interventions that lead to greaterlevels of service and higher levels of client satisfaction. We recommend the following approach tointroducing new interventions on top of the quest for enhanced basic services.

Next Generation of Interventions: Refine the SustainableDevelopment ConceptWhen considering new interventions think about the following:

Proof of concept for new interventions – look for ways to prove the concept

Prototype design of new intervention – look for ways to test the concept first

MERVC for new intervention – think about how the monitoring and verification will becompleted

Sectoral focus area defined – can the intervention be replicated?

Programmatic centralisation targets and benefits outlined – can we roll the program out ona regional basis with a single regional service provider?

Performance objectives and expected outcomes outlined – what does the project offer youand your constituents?

Field Test/Cost OptimisationAll new concepts and programs should be field tested after completing the prototyping exercise.

Modification of concept to address local tradeoffs

Modification of concept to address scale and rollout to other areas

Pilot InterventionOnce the decision is made to field test then a pilot project should be designed.

[See Witsand iEEECO™ Village Project Phase 1]

Assessment of outcomes

Modification of implementation systems as required

Test Conditions That are Required to Achieve ScaleDuring the pilot design stage define the key focus areas that are relevant to achieve scale.

Breakeven assessment

Sustainable

Empowerment

Community buy in

Technical certification and verification

Financial



Climatic

Policy

Other

Refine MERVC FrameworkOnce the pilot is found to be successful, go back and refine the monitoring and verification approachto incorporate the new intervention in the overall MERV framework of the project.

Embed new processes and procedures

Who wants what information? Why?

Promote embedded self monitoring!

Incorporate automation and technology based collection and sensing if available



Practical Exercise: Crosscutting Challenges

A: Project Costing, Finance and Cash Flow1. List the funding and challenges facing sustainable Projects2. Brainstorm with the group about approaches to solving the problems3. List recommendations4. Present recommendations

B: Contracting/Supply Chain1. List the funding and challenges facing sustainable projects with specific reference to:

a. Issues relating to project approval timelinesb. MFA requirementsc. Approaches to streamline the processd. How do we leverage lifecycle savings?

i. Link to MERVC2. Brainstorm with the group about approaches to solving the problems

a. Special purpose funding vehiclesb. Bridge financec. Link to stage claim payment structure certification of completion

3. List recommendations4. Present recommendations

C: Monitoring Evaluation Reporting Verification andCertification (MERVC)1. List the challenges facing sustainable projects

a. Post construction challengesb. Performance based measurements vs. inspectionsc. Verification and certification vs. practical completiond. Measurement of reduction in consumptione. Link to stage claim payment systemf. Link to contracts and warranties

2. Brainstorm with the group about approaches to solving the problems3. List recommendations

Present recommendations

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