iEEECO™ Community

Focused Project
Planning Tool Kit –
Focus on Basic
Services
Primer for Government Capacity Building
Training Rev 3.0

7/17/2009
Project Affiliate:
PEER Africa (Pty) Ltd./ D. Mothusi Guy
 iEEECO™ Community Focused Project Planning
Tool Kit – Focus on Basic Services

iEEECO™
Sustainable Human
Settlements
Lifecycle Review
for
BNG Government Stakeholders
This document is provided by PEER Africa for the attendees of the SI Government BNG Capacity Building
Training. There is no restriction on the use of this document provided acknowledgement is given to Sustainable
Institute and PEER Africa.

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Contents
Summary of the Tool Kit ........................................................................................................... 5

Segment 1: Additionality: iEEECO™ Project Lifecycle Compared to

Business as Usual ........................................................................................................................ 6

Preplanning: Sustainable Performance Tracking Score Card or

Dashboard..................................................................................................................................... 6

Present a Lifecycle Overview of the iEEECO™ Sustainable

Implementation 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 Development

Concept........................................................................................................................................ 29

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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

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Summary of the Tool Kit

The purpose of the iEEECO™ sustainable development tool kit is to provide a guideline and a source
of reference for government departments that are implementing or considering implementing
people driven ‘sustainable’ human settlement projects. This tool kit is linked to the Witsand
Presentation and targets community development, community partnership and enhanced basic
service 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 attempting
unnecessary complex interventions, which will be costly and not yield the intended benefits.

We present iEEECO™, integrated energy, environment, empowerment – Cost Optimisation as a

sustainable development implementation methodology that focuses on the enhanced delivery and
value added provisions of basic services for the poor as a first step. This means that government
officials should look at ways and means to improve service delivery and the level of community
participation 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 with
free 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 marketing
and promotion and as a means of improving the overall service level value1 of operation of
households and the target human settlements as a whole.

Sustainability is not just about technology, it’s about empowering people to use what we have, more
efficiently, 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 in
the process they perceive a greater value in the service provided.

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This is Just the beginning…

Cofounder PEER Africa

dlguysr@mail.ngo.za

Segment 1: Additionality: iEEECO™ Project Lifecycle

Compared to Business as Usual

Preplanning: Sustainable Performance Tracking Score Card or

Dashboard
Sustainable development is a performance oriented approach to development. This means that the
very design of the project must incorporate and embed performance as an essential component of
the project concept. So as a first step when considering sustainable interventions beyond the
development 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 avoided
ii. Deaths
iii. Injury
o. Loans Granted?
p. Workshops attended?

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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 driven
b. Embedded - in the contractors agreements
c. Independent – hired a green contractor under a separate contract
d. Other
4. What do you compare the results against (baseline)?
Sustainable development project require a baseline. If you are introducing energy efficient housing
you will compare the innovations to the housing as usual approach. This means you need to
determine the innovation and the measurement methodology as a part of the pre-project planning
process. iEEECO™ offers the fundamental building blocks for basic services oriented interventions
starting with passive solar site planning.

So the purpose of the passive solar intervention was to use free renewable resources that enhanced
basic service delivery. There is no better free resource in Southern Africa then the sun. We believe
all government sustainability projects should incorporate passive solar design and stormwater
collection and recycling as fundamental building blocks to sustainable human settlement planning
and design.

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

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a. Need to define purpose first

b. Rating systems
There are a number of green rating systems and assessments that seem to be based primarily on
carbon emissions reductions without taking the local community conditions into consideration.
iEEECO™ refocuses the government sustainability approach on service delivery and not the carbon
credit 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 never
be realised. Rating systems should be evaluated within the context of the local project requirements
for delivery and not simply because of carbon revenue.

Present a Lifecycle Overview of the iEEECO™ Sustainable Implementation

Methodology Used in Kutlwanong/Witsand iEEECO™ Human Settlement
Projects

1. Provide a comparison of the sustainable project lifecycle/project plan to the business as usual
approach
a. Point out key sustainability intervention points
b. Point out the key challenges

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2. Show sustainable development additionality relevance to the stages of development

a. Planning
b. Start-up
c. Construction Operational
d. Post Construction
e. MERVC
3. Provide an ‘iEEECO™ tool kit’ of documents used by PEER Africa as an aid in developing a
sustainable project implementation plan.

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Figure 1 12 year project design and construction lifecycle

Figure 2 PEER Africa iEEECO(TM) Project Development Timeline

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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. They
will 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 implementing
sustainable projects based on passive solar design. Retrofit projects may take less time to
implement, but will be far more costly. These frames were taken from PEER Africa’s presentation at
the SI government capacity building training in Stellenbosch (July 09).

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

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Topic#1: Purpose
iEEECO™ defines enhanced basic service delivery and community empowerment as the purpose for
Government 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 can
keep 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 as
housing and human settlement service providers?

Figure 4 iEEECO(TM) Project Team Meeting

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

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.

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Figure 5 iEEECO™ Design Features, Functions and Benefits
iEEECO™ Feature
Designed with a focus on people
valued sustainable basic services
and basic needs. Systems
approach not technical products.
Focus on self-help and listening to
the end consumer
Focus on integration within
existing systems and
methodologies as a priority over
technology only interventions
Focus on ‘on site' applied research
relating to implementation,
integration and understanding the
social economic and
environmental ‘cause and effect’
impact on negative and positive
externalities.
SI Government Training iEEECO™ Tool Kit© 2009 PEER Africa
Function
Address core poverty issues linked
to water, energy, waste water,
solid waste and shelter as part of
an integrated human settlement
design. Review systems that
impact sustainable development
from the perspective of basic
service delivery.
There will never be enough money
or experts to go to every village
and every community. The idea of
creating a people driven/valued
sustainable programme is to
transfer knowledge to the end
beneficiaries as a part of the entire
lifecycle process. Based on the
assumption that the target
audience has no additional funds
to dedicate to the intervention.
Technology driven sustainability
solutions do not address the core
issue of wasteful and dangerous
consumption driven by a lack of
awareness and ownership of the
processes and systems that hold
people in ignorance and in
poverty. Therefore our approach
is to empower communities
(including government and service
providers) by standardizing
methods and processes so that
they can be easily understood,
transferred and managed by
service providers and the
community leaders themselves.
Scale and programme can be
replicated and easily modified for
different approaches. Creates the
opportunity to retrofit ideas,
processes and procedures more
rapidly. So that when combined
the integration of two crosscutting
objectives create the most
impactful element of the
development. The impact can be
programmed in as a basic
characteristic of a broad based
sector or programme without
repeating the upfront investment.
Benefit
Focus resources on the
fundamental domestic household
issues and the systems that hold
people in poverty to enable an
incremental improvement in the
daily battle against poverty.
Knowledge transfer, community
government partnership.
Community and government
ownership is identified upfront as
part of the design and ends with
ownership of monitoring the
ongoing growth and development
of the settlement by the people
that live there.
People can more easily understand
process and procedures that lead
to a given product. This can be
easily transferred and translated.
Technology more often than not
becomes the focus of an
intervention. That is rather than
the expected benefits as part of a
system or an operational program
based on an agreed procedure to
holistically improve the wellbeing
of the community and the
household.
Leverage. Saves money due to the
fact that much of the research has
been completed. Reference
selling is available as a toll for
helping others to understand the
programme. High upfront
investments should be
recoverable.
13
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Cost Optimisation Look at practical trade offs during
planning and design that impact
implementation. Look at ways to
turn cost savings and lower
consumption into an asset. Yields
lower operational costs.
Enables of the harvesting of
additional benefits beyond the
shelter provision re green VERs,
DSM payments, Free Basic Energy
and Water Rebates and lower
health and safety risks.

Figure 6 Consider lifecycle in all planning

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

1. Organic
a. Develop your own

2. Assisted
a. Work with lead consultant

3. Acquired/Outsourced
a. Monitor and oversight

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Note:

iEEECO™ is a developmental implementation methodology targeting sustainable enhancement of

basic 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 the
stakeholders involved with the project. PEER Africa and affiliates have developed off the shelf
solutions for this segment of the government driven project market sector.

Topic#2: Sustainable Development Strategy

How do you approach the challenge?

In our view, government must start with broad based basic service delivery interventions that
address basic human needs, before embarking on high end complex and limited access projects that
target 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 who
are required to make it real and who will (hopefully) live the sustainable lifestyle assumed in the
design?

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Basically you can design it but will it be sustainable in the end. Will it help to change the lifestyles
and create an opportunity for economic empowerment in very poor communities? In iEEECO™ we
don’t want to leave this to chance. We see this as an integral component of the process of creating
sustainable 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 understanding
and developing the purpose of the basic service sustainable development initiative with the
community.
o Marketing Lifecycle Perspective – Need embedded monitoring that feeds information
throughout the life of the project and that allows you to capture the benefits at each
stage from the end beneficiary themselves2.
 The intervention should be integrated: within existing government policy and resources in order
to avoid delays if possible.
 Research and development oriented: Meaning an appropriate focus on basic service systems
that have a direct impact on the daily well being of the inhabitants and lower municipal life cycle
costs
 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

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Figure 8 PEER Africa Community Development Frustration Rating

Topic#3: Project Team Organisational Chart

Who 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 lead
sustainable development consultant. The person must be able to guide the team though the
process 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 family
o 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 offs
o Implementation based on empowerment as a theme and SME promotion
o Delivery should include performance based reward system
o Consider lifecycle cost optimisation

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Topic#5: Baseline Assessment for Targeted Focus Area

Building the case for an effective sustainable program via having a clear understanding of the
specific baseline you will assess and measure the intervention against. Take time to understand the
current scenario and how it can be improved.

 Non-consumptive
o Planning
o Concepts
o Designs
o Communication
o Claims Processing and Cash flow
o Awareness/Behaviour/Processes
o Health and Safety systems
o Jobs/SMME Development Processes
o Greening
o Policy/Guidelines/Bylaws
o Enforcement
o Contracting
o Monitoring, evaluation, reporting, verification and certification
 Consumptive Domestic use of and impact on:
o Housing
o Energy
o Water
o Waste Water
o Solid waste
o Transport
o Appliances and Fixtures
o Eco systems and Natural Resources

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

Topic#6: Sustainable Business Plan

How can a sustainable development business plan differ from the normal project plan and what are
the challenges?

What are the elements that need to be presented?

 Processing Paper work: The least visible changes the better – because officials get confused over
what they don’t know
 Dedicated project management with authority and responsibility to implement on behalf of the
Government until capacity is available
o This is the appointment of the sustainable development team
 Special designation from City Council
o This helps to get officials to do more than ‘their job as usual’.

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 Provincial and city application processes need to be researched before the project is started in
order 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 incremental
effort do change the status quo
 Cost recovery model for incremental interventions – There must be a plan to fund the normal
incremental increase in costs and the recover of the savings against those upfront additional
costs.
 Understanding the operating environment on the ground – this included political, social cultural
and other dynamics which could seriously impact the project rollout.
 Risk Assessment- Need to look at a formal risk assessment process y evaluating lessons learned
from 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

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Figure 10 Typical bridge finance requirement for normal government housing project over a range of housing delivered
per 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 and
development opportunities. Organisations like Federation of the Rural and Urban Poor (FEDUP)
have community engagement rituals and protocols which can be harnessed to assist with formalising
these relationships. Also the peoples housing process is a very good vehicle to use in this regard.

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

 Time value of money?

 Time to delivery?

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 How do you implement?

 When?
 Working without a policy or budget?

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Topic#10: MERVC
Monitoring, evaluation, reporting, verification and certification of the interventions must be
embedded from the design stage of the project. The systems will ultimately be handed over in part
to the community if not in a practical sense, but from a shared ownership perspective. The
monitoring should also be linked to the promotion and benefits of the project. This can be achieved
by 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 human
settlement project via iEEECO™

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Jul 09 - Jul 12
On Site Construction Contract/
Installation of Sustainability Features
May 09 - Jun 09
in Quarters
Tender/ Period
Jan 09 - Apr 09
Planning and Jun 09 - Jul 12
Prep Period iEEECO™ Monitoring
Evaluation, Reporting,
Verification and Certification

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

01 October 2000 31 July 2012

Walk Through of the Witsand Project Lifecycle

 Human settlement development has a long start-up and the benefits have a long tail over
many years

The Preplanning stage offers the greatest opportunity for successful sustainable development
project.

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Delays in Delivery: iEEECO™ Community Risk Factor

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Cumulative iEEECO
Year Witsands Informal Settlement Lifecycle Description Community Stress Level
Years Rating
1985 Witsand 1st Squatters Few hundred shacks: no basic services 5
1990 5 Informal settlement forming +- 500 shacks: No services 6
1995 Informal settlement growing/formalising. Limited effectiveness of local +- 1000 shacks: Limited services +- 1 dry
10 government. toilet and water tap per 100 families. No 7
formal roads.
2000 Community leader killed. In fighting amongst various factions and groups for +- 2000 shacks: Available taps and
control of community leadership. Mild protest against Gov - Munic No Go toilets under stress. Community
Area. PEER Introduced by E. Samuels Ex. Dir. Of Housing Blaauwberg. meetings held but people angry over
15 Integrated housing committee formed. WEHBSO formed. WEHBSO delays for houses. 8
recognised as certifier by Province. Water borne toilets and extra water taps
added by the City. PEER Team formed PHP proposal submitted to City and
Province. City council resolution approved in September 2002.
2nd Integrated Housing Committee formed after protests. Internal conflicts Illegal wire connections are everywhere.
mounting. Phase 1 Project approved by City, by Province Housing Board and Community stress over delays in
by Community. 400 families relocated and moved in to homes in Phase 1. government approvals. Full scale riot
Influx of shacks out of control. Phase 2 conditional Approval completed. City triggered by removal of unauthorised
moves for change to UISP and new application submitted to Province. City shacks. New factions forming. Factory
influx enforcement not effective understaffed All out riot on site in October closures increase unemployment and
2008. Lack of coordination between police Province and City. Over 2250 stress levels. Shack fires occur as usual.
subsidies completed and submitted. New town plan required by City to Winter rains and wind create higher
2005 20 accommodate higher densities, 2nd Geotechnical report required by misery index on the ground. Community 10
Province, new house models designed to manage new requirements. New angered over delays in full scale start-up
show houses started by PEER and WEHBSO on available serviced stands to as promised by the City. New political
show progress. Phase 2 tender completed not awarded due to Town planning climate and leadership. Community on
approval delays. IFC green loan withdrawn not approved due to project edge.
uncertainty and irregular cash flow forecasts. Over 2400 shack surveyed and
registered. Main road, stormwater bulk infrastructure in place, more toilets
and more water taps added. Electricity added to public areas.

Target: 75% of the infrastructure completed for +_ 1500 families and 50% of
Goal: Calmed community factions due to
2010 25 the houses 800 units completed. 5 Witsand SMME contractors fully 8
progress seen on site.
established.
All social economic and environmental amenities, business centre,
greening/food gardening and other non-residential structures in place and Goal: Thriving healthy and safe lifting
2015 30 1
creating a more holistic spirit of community well being and poverty alleviation. space for generations to follow.

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Operational – Construction and Post Construction Phases

 Payback assessments and benefits for sustainable projects are based on operational savings
over the life of the intervention.
 The most impactful decisions are made years before the project starts in Preplanning

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10 - 29

Projected iEEECO™ Sustainability Interventions

Life Cycle Period
Years

10 - 29
Community iEEECO(TM) Knowledge Transfer
and Training, Passive Solar Site Plan -Layout
Building Orientation
Ceiling -Roof and Wall Insulation

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

10 - 13
EE Lighting 10 - 20
Fixtures EE/WE Appliances

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

01 March 2009 01 February 2029

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

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What’s Next? Growth and Development in Phases

Once we have the basics in place then we look at adding specific interventions that lead to greater
levels of service and higher levels of client satisfaction. We recommend the following approach to
introducing new interventions on top of the quest for enhanced basic services.

Next Generation of Interventions: Refine the Sustainable

Development Concept
When 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 be
completed
 Sectoral focus area defined – can the intervention be replicated?
 Programmatic centralisation targets and benefits outlined – can we roll the program out on
a regional basis with a single regional service provider?
 Performance objectives and expected outcomes outlined – what does the project offer you
and your constituents?

Field Test/Cost Optimisation

All 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 Intervention
Once 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 Scale

During 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

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 Climatic
 Policy
 Other

Refine MERVC Framework

Once the pilot is found to be successful, go back and refine the monitoring and verification approach
to 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

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Practical Exercise: Crosscutting Challenges

A: Project Costing, Finance and Cash Flow

1. List the funding and challenges facing sustainable Projects
2. Brainstorm with the group about approaches to solving the problems
3. List recommendations
4. Present recommendations

B: Contracting/Supply Chain
1. List the funding and challenges facing sustainable projects with specific reference to:
a. Issues relating to project approval timelines
b. MFA requirements
c. Approaches to streamline the process
d. How do we leverage lifecycle savings?
i. Link to MERVC
2. Brainstorm with the group about approaches to solving the problems
a. Special purpose funding vehicles
b. Bridge finance
c. Link to stage claim payment structure certification of completion
3. List recommendations
4. Present recommendations

C: Monitoring Evaluation Reporting Verification and

Certification (MERVC)
1. List the challenges facing sustainable projects
a. Post construction challenges
b. Performance based measurements vs. inspections
c. Verification and certification vs. practical completion
d. Measurement of reduction in consumption
e. Link to stage claim payment system
f. Link to contracts and warranties
2. Brainstorm with the group about approaches to solving the problems
3. List recommendations

Present recommendations

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