As the team embarked on the project it did a full case review of other LED programmes and discussed concepts with the Energy Saving Trust. The team utilised its collaborative working network within SCOTS to compare current thinking and best practise. Discussions took place on the various funding models and on state of the art equipment.
The fundamentals of the project were to develop a replacement programme which maximised CO2 savings, minimised financial outlay, reduced risk in terms of borrowing, and avoided a situation of a future replacement headache.
The council’s aim was to prioritise the heaviest usage lanterns from the outset based on remaining operational life, giving us a maximum return on investment. Existing parts of the lighting units were retained and not thrown away allowing cost to be reduced. Anticipating a reduction in unit price we phased the ordering of the new LED lanterns.
The service worked with the council’s energy manager and Finance Service from the start to ensure that the final business model was robust.
To ensure outcomes are met, energy consumption and costs are monitored on a monthly basis. Project costs were monitored throughout the programme period.