Emissions Inventory Summary | 1. Introduction | 2. Statement of intent | 3. Organisational Description | 4. Persons responsible | 5. Organisational boundaries included for this report period | 6. Emissions sources inclusions | 7. Emission sources exclusions | 8. Base year selected | 9. Data collection quantification and methodologies | 10. Data collection Issues | 11. Emission reductions and removals | 12. Uncertainties | 13. Conclusions | 14. Verification of the GHG Inventory | Appendix 1 Organisational Description
The Ministry of Justice has few examples of centralised collection or management of data.
Reasons for this include the legacy of decentralised procurement (an issue currently being addressed by the Ministry) and also the previous organisational structure that saw Courts, the Office of Treaty Settlements and the Chief Electoral Office operating as essentially separate organisations.
Building related emissions is a good example where the Ministry Property Team collects and monitors energy data on all court buildings but does not cover the complete portfolio of Ministry used buildings such as national office buildings, Chief Electoral Office or Office of Treaty Settlements buildings. At the present time there is no one complete portfolio of Ministry buildings with separate portfolios operated by different teams and organisations under the Ministry umbrella. As a result of this audit, a complete list is now being compiled.
As a result of the large number of shared tenancy buildings the Ministry occupies, there is a percentage each year that change names as the building landlord changes. This makes data collection problematic as you may be collecting data for The BDS Building one year from one landlord and PPT Building the next year from a different Landlord, when in fact you’re dealing with the same building.
The collection of data on communal area energy usage was particularly problematic, with the vast majority of landlords unresponsive to request for data. Where a gross lease was in operation many were obviously reluctant to divulge what percentage of the charge related to each component.
Fleet is good example of a devolved procurement and management structure, where the Ministry operates 40 different cost centres for running a fleet of 200 vehicles. A monthly report is produced for each cost centre but no central report either monthly or annually. This is currently being addressed with a new centralised arrangement being proposed.
The area of Communications and Printing is another example of a multi service approach where the seven communication teams (each serving a different part of the Ministry) each go to tender and contract services out to different agencies The time and effort taken to collect data is therefore multiplied 5 or even 10 fold.