Learnings

Outcomes

The project was completed in three-phases, the first two being shorter, information gathering and the third phase being the delivery and build of the tool.

Phase 1A: Understanding the needs of both LAs and WWU.

This developed a clear picture of LAs needs and opportunities, the market opportunity for local energy projects in the role of the energy transition.

Phase 1B: Developing specifications for the tool.

Building from the findings in Phase 1A, this section developed the key content and output specifications for the tool and materials, to be delivered in Phase 2.

This phase produced a minimum requirements specification and a high-level specification on the content (e.g. topics covered, wireframes of functionality), format (type of tool, how it would be hosted/shared etc ).

Phase 2: Producing new tools, material and engagement activities.

This phase was about taking an agreed high-level specification and costing of the key options at the end of Phase 1B and working this to delivery.

• Content creation - including layout, design and writing of materials, functionality review 
• Development of the tool
• Marketing plan to launch tools and materials with target groups.

Output:  A tested tool and materials that can be used by LAs to understand, plan and choose energy projects in the context of network planning 

Although testing has taken place to develop the functionality of the tool within the project team, it hasn’t been shared for external testing with our engaged trial user group of LAs; however they have contributed to the design of the product. This activity is now being carried out as part of a post-project programme, where we’ll seek their feedback and tweak the tool in readiness for wider sharing. Marketing and promotion, as appropriate, can then be planned accordingly.

Project Outcomes 

This project has led to the following outcomes: 

1. An increased understanding of the decision-making processes with LAs and the challenges they face with net zero planning. This deeper understanding can support networks in their interactions with LAs by helping them to know what support LAs and different staff within LAs may need. This will lead to better engagement between the two parties and increased collaboration to approach local energy planning.
2. A tool to equip LAs at an early stage of net zero planning with relevant information on net zero solutions and an increased understanding of the energy system. This gives LAs a starting point for net zero planning and helps to avoid common pitfalls – for example, helping to understand implications of their decisions on the wider energy system. It also shares learning between LAs through the use of case studies that enable sectoral learning. We anticipate this will improve decision-making processes to achieve net zero.
3. Increased early engagement between LAs and WWUs. WWU will provide the toolkit to LAs as appropriate, thereby creating early dialogue and engagement between the two parties. Once LAs have used the toolkit and the simplified Pathfinder model, they may decide to use the full Pathfinder tool. The outcome of this is greater collaboration and better outcomes for net zero planning on a local basis.  

Wider rollout and BAU 

The toolkit was created for specific use by LAs in WWU’s area and for WWU to engage with these LAs. A follow-on project will carry out Beta testing of the tool with a selected number of LA’s ahead of a wider launch to make LAs aware of the toolkit, its content and benefits to a LA audience. 

Whilst the toolkit was created for LAs in WWU’s area, the toolkit could be rolled out for use nationally as the content would be appropriate for all LAs. The only element that should be adapted is the case studies, to make these more locally relevant. 

In addition, we will share our Pathfinder model and make it available for wide-scale use in line with our commitments for GD2.

Lessons Learnt

Creating a tool for a LA audience 

The needs analysis part of the project identified some challenges with creating a tool for LAs:

• LAs are at very different stages of their net zero planning: some have fully formed plans with projects underway, others are focused on reducing emissions from housing stock and have not yet engaged with the local area planning.
• There is a range of knowledge levels within and between LA staff.
• There is a range of staff within LAs who need to be involved in net zero planning with varying levels of technical understanding and different roles, as well as resourcing and funding issues.
• There is already a range of tools available to LAs, although most of these are more complex.

In the design of the tool, we knew it would be impossible to create a ‘one size fits all’ toolkit to meet the needs of all staff, all LAs and at all stages of net zero planning. The toolkit was intentionally designed for LAs at an early stage of their planning and research. The toolkit’s introductory slides provide an outline to the reader who the toolkit is aimed at and its purpose. 

To account for the fact that a range of tools are already available, we designed the tool to ensure it filled a gap and did not replicate the purpose or content of other tools. We interviewed LAs to understand exactly what would be helpful for them. In recognition that other tools or resources may be useful to LAs, we provided a list of ‘other resources’ within the toolkit.

Sharing lessons 

The needs analysis part of this project can help us and others understand the needs and challenges LAs face. This will also be beneficial for better engagement between the two sectors as the needs and challenges faced by LAs can be collaboratively addressed.   Findings identified the following challenges: 

• Finance – Accessing appropriate funding mechanisms for projects that accelerate net-zero
• Resource – Utilising and scaling specialist teams whose focus can be dedicated solely to net-zero
• Collaboration – Ensuring LAs and networks coordinate with each other’s plans, avoiding duplicated effort and conflicting decisions
• Data – Accessing high quality data which has the capability to inform decision-making
• Knowledge – Bridging knowledge gaps and upskilling staff to a level of understanding energy concepts
• Planning – Many LAs have pledged to net-zero commitments, but feasible action plans need to be created, mobilised and embedded in council activities