LOCAL AUTHORITY DOMESTIC RETROFIT
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LOCAL AUTHORITY DOMESTIC RETROFIT HANDBOOK
CONTENTS
CONTENTS
BEFORE
YOU START
KEY ROLES AND
PARTNERSHIPS
DEVELOPING
PLANS AND 3 BEFORE YOU START 17 ENGAGING WITH HOUSEHOLDS AND
PATHWAYS PROPERTY OWNERS
3 Background information
DEVELOPING
4 The purpose of this handbook 18 Defining the audience: market segmentation
THE BUSINESS 5 Existing research and guidance and messaging
CASE
19 Character types and the ways to appeal to each type
6 KEY ROLES AND PARTNERSHIPS 20 One-Stop-Shops
ENGAGING WITH
HOUSEHOLDS 6 The need for strong local leadership and partnerships 21 Business models for one-stop-shops
AND PROPERTY
OWNERS 7 Key roles in setting up resilient retrofit projects
10 Partnerships with other local authorities and 22 PROCUREMENT OF DELIVERY PARTNERS
PROCUREMENT regional bodies 22 Certification
OF DELIVERY
PARTNERS 22 Local advice
11 DEVELOPING PLANS AND PATHWAYS 23 Local energy hubs
SKILLS AND 11 Retrofit “plan on a page” 24 Engaging local SMEs
ACCREDITATION
12 Gathering data
FUNDING 25 SKILLS AND ACCREDITATION
AND FINANCE 14 DEVELOPING THE BUSINESS CASE
MODELS 25 PAS 2035 and Trustmark
14 When should a retrofit intervention be regarded 26 Skills for jobs
RESOURCES as a project? 27 Key actions for local authorities
14 The “Five Case” Model
REFERENCES 15 Key components of the five case model and 28 FUNDING AND FINANCE MODELS
relevance to domestic retrofit 29 Existing and future government funding programmes
GET IN TOUCH 16 Contents checklist of the five case model 30 Green finance models and financial incentives
31 RESOURCES
32 REFERENCES
LOCAL
PARTNERSHIPS
35 GET IN TOUCH
–
LOCAL
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
2CONTENTS
BEFORE YOU START
BEFORE
YOU START
START
KEY ROLES AND
PARTNERSHIPS BACKGROUND
DEVELOPING
PLANS AND As of February 2021, over 70% of Local and Combined or private landlords. A recent parliamentary Environmental
PATHWAYS Authorities in England have declared a Climate Emergency Audit Committee Report identifies that over 10 million
and of these, over 60% (165 local authorities) have declared owner occupied homes and over three million private
DEVELOPING
THE BUSINESS a net zero carbon emissions target date of 2030 or sooner. rented homes in England will need upgrading to a minimum
CASE Many of these targets address all carbon emissions within Energy Performance Certificate (EPC) C rating by 2035 to
a local authority area, not just from each local authorities’ hit Government targets. Many of these 13 million owners
ENGAGING WITH
HOUSEHOLDS buildings and services. As the Committee on Climate are unaware that their involvement is needed and will
AND PROPERTY Change (CCC) makes clear the UK’s sixth Carbon Budget
OWNERS need financial support and advice to upgrade and retrofit
can only be achieved if Government, regional agencies
their homes.
PROCUREMENT
and local authorities work seamlessly together.
OF DELIVERY This challenge for local authorities, at a time of unprecedented
PARTNERS According to the CCC local authorities have power or
financial and staffing pressures, in the wake of the COVID-19
influence over approximately one third of greenhouse gas
pandemic is significant. Housing retrofit is a complicated and
SKILLS AND emissions in their geographic areas, the challenge for them
ACCREDITATION
is that their sphere of direct influence is limited to their risk laden challenge and it is just one of the many actions
own buildings, services and contracts. Controlling carbon required to achieve net zero carbon targets in each locality.
FUNDING
AND FINANCE emissions from existing homes will be a particular challenge; Meanwhile, net zero is just one priority of the many social
MODELS economic and environmental priorities each council is facing.
domestic properties account for 30% of energy use and
around 19% of greenhouse gas emissions in the UK, yet Yet we know that without concerted public sector intervention
RESOURCES
less than 7% of homes are owned by local authorities and to address domestic energy efficiency, legally binding national
REFERENCES
over 80% are privately owned by either owner occupiers and local net zero targets will be missed.
GET IN TOUCH
LOCAL
PARTNERSHIPS
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LOCAL
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
3CONTENTS
BEFORE
YOU START
START
KEY ROLES AND
PARTNERSHIPS THE PURPOSE OF THIS HANDBOOK
DEVELOPING
PLANS AND Local Partnerships was commissioned by the Department and training providers. 75 English local authorities (over 20%)
PATHWAYS of Business, Energy and Industrial Strategy (BEIS) via the also responded to a survey, which has helped shape the
five Regional Energy Hubs to produce this Local Authority contents of this handbook. A summary of the survey results
DEVELOPING
THE BUSINESS Housing Retrofit Handbook to provide practical advice can be found in resources. 71% of the local authorities
CASE to local authorities in England. It brings existing resources that responded to our survey have prioritised retrofit as
together in one place and gives a suggested order in which an action for achieving net zero targets but are not clear
ENGAGING WITH
HOUSEHOLDS to work through this material. how best to intervene and/or lack the resources to develop
AND PROPERTY a planned approach.
OWNERS No two local authorities have the same levels of experience
and knowledge in relation to domestic retrofit, and most, but Our research shows that cities and local authorities that form
PROCUREMENT not all, have limited staffing capacity. Whilst this handbook part of combined authorities tend to be more advanced
OF DELIVERY and have started to “scale up” projects. Even in this group
PARTNERS is targeted at local authorities at the beginning of their
however, there is still a disparity between those that have
domestic retrofit journey, it should prove useful to all local
SKILLS AND been able to respond quickly to government funding
authorities in that it signposts good practice across various
ACCREDITATION announcements and those that have found they lack the
steps in the retrofit process.
knowledge, tools and partnerships to deliver or commission
FUNDING
AND FINANCE
Our work was informed by interviews with a range of scalable retrofit projects. There is also good practice amongst
MODELS stakeholders and influencers including; city based combined districts and smaller authorities and this handbook highlights
authorities, smaller local authorities in rural areas, regional examples of good practice, from a range of types and sizes
RESOURCES agencies such as Local Energy Hubs and industry champions of local authorities.
REFERENCES
GET IN TOUCH
LOCAL
PARTNERSHIPS
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LOCAL
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
4CONTENTS
BEFORE
YOU START
START
KEY ROLES AND
PARTNERSHIPS EXISTING RESEARCH AND GUIDANCE
DEVELOPING
PLANS AND A desktop review of recent existing research and guidance relevant reports and guidance documents to the reader for
PATHWAYS on housing retrofit, targeted at local authorities found much further or more detailed information. The following recent
of it to be of high quality. Every effort has been made not reports for example provide great context on particular
DEVELOPING
THE BUSINESS to duplicate this work, but rather to summarise and signpost aspects of the retrofit process for local authorities.
CASE
ENGAGING WITH
HOUSEHOLDS
AND PROPERTY
OWNERS
PROCUREMENT
OF DELIVERY UK Green Building Construction The Green The Retrofit National Institute
PARTNERS Council (UKGBC) Leadership Finance Institute, Academy – Social for Health and
Retrofit Playbook Council – Greening Financing energy Housing Toolkit Care Excellence
SKILLS AND
ACCREDITATION our existing homes efficient buildings (NICE)
FUNDING
AND FINANCE Hover over the tabs above to view the desktop reports
MODELS
RESOURCES
REFERENCES
GET IN TOUCH
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DOMESTIC
RETROFIT
HANDBOOK
5CONTENTS
KEY ROLES AND PARTNERSHIPS
BEFORE
YOU START
KEY ROLES
ROLES AND
AND
PARTNERSHIPS
PARTNERSHIPS THE NEED FOR STRONG LOCAL LEADERSHIP AND PARTNERSHIPS
DEVELOPING
PLANS AND Retrofitting existing homes is not for the fainthearted. It is clear that:
PATHWAYS On an individual property level, it is a complex, uncertain
and costly process. Existing homes, particularly older homes This will not happen without strong leadership
DEVELOPING
that are least energy efficient, may have been subjected to and ownership at all levels of a local authority
THE BUSINESS
CASE several major renovations and adaptations over the years. This includes elected members and Senior Leadership
Each will require a unique set of insulation measures and Teams (SLT) as well as enthusiastic champions in key
ENGAGING WITH
HOUSEHOLDS other heating or ventilation upgrades which will require services such as sustainability, housing (both stock owning
AND PROPERTY careful design and skilled, quality-controlled installation and strategic housing teams), planning, building control,
OWNERS
if energy and carbon savings are to be fully realised. economic development etc.
PROCUREMENT
When this is aggregated up to tens of thousands of local
Local authorities cannot do this alone
OF DELIVERY authority owned homes, or those owned by housing
PARTNERS Developing lasting partnerships and creating a culture of
associations, the costs and risks extrapolate accordingly.
This uncertainty rises to a whole new level when local collaboration with other local authorities, regional agencies,
SKILLS AND
ACCREDITATION authorities consider how potentially hundreds of thousands social housing providers, academia, training providers, local
of owner-occupied or private rented homes within their businesses and community groups will be time consuming
FUNDING but will reap rewards over the medium term. This “coalition
AND FINANCE
areas can be upgraded, with almost as many individual
MODELS owners to influence and engage. of the willing” is different from engaging individual households
or tendering contracts for local businesses to respond. This is
RESOURCES the “up-front” collaboration required prior to, and during,
preparation of local retrofit plans.
REFERENCES
GET IN TOUCH
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PARTNERSHIPS
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LOCAL
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
6CONTENTS
BEFORE
YOU START
KEY ROLES
ROLES AND
AND
PARTNERSHIPS
PARTNERSHIPS KEY ROLES IN SETTING UP RESILIENT RETROFIT PROJECTS
DEVELOPING
PLANS AND Considered in Table 1 on the next page, is the potential role in different scalable retrofit projects, or in not intervening
PATHWAYS of each of these internal and external stakeholders, along with in the market at all.
examples of how best to engage them. There is no blueprint There is a recognition that many local authorities do not
DEVELOPING
THE BUSINESS for the order in which these stakeholders are engaged, or have sufficient staffing resources to undertake the various
CASE indeed who triggers initial discussions. It could be the leader roles required in engaging stakeholders and developing
of the Council, the Chief Executive, or a sustainability officer. a business case and retrofit plans. This should be one of
ENGAGING WITH
HOUSEHOLDS What is important is that key stakeholders and influencers the factors which informs the geographical footprint for
AND PROPERTY
OWNERS
come to understand the relationship between net zero and action; the most appropriate cluster of neighbouring local
domestic carbon emissions in their area. They must recognise authorities that provides both economies of scale and
PROCUREMENT the complexity in retrofitting the housing stock, particularly in connectivity to local community groups, training providers
OF DELIVERY
PARTNERS
private tenures, and therefore the benefits and risks involved and employers etc.
SKILLS AND
ACCREDITATION
FUNDING
AND FINANCE
MODELS
RESOURCES
REFERENCES
GET IN TOUCH
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DOMESTIC
RETROFIT
HANDBOOK
7CONTENTS
BEFORE
YOU START
KEY ROLES
ROLES AND
AND
PARTNERSHIPS
PARTNERSHIPS TABLE 1 – KEY ROLES IN SETTING UP RESILIENT RETROFIT PROJECTS
DEVELOPING
PLANS AND Typical time Click
PATHWAYS requirement Example of how for more
Key stakeholder Typical action/role at startup best to engage detail
DEVELOPING
THE BUSINESS Lead Politician Engage other Councillors, other local 1 day Invitations to meetings with
CASE authorities and community groups, liaise per week community interest groups,
with the Senior Responsible Officer (SRO) visits to retrofit show homes
ENGAGING WITH in determining governance arrangements
HOUSEHOLDS and decision-making process.
AND PROPERTY
OWNERS Help set high level ambition and strategic targets
for the area in line with wider national policies.
PROCUREMENT
OF DELIVERY Senior Appoint an SRO and Project Manager (PM), As required SLT reports, presentations,
PARTNERS
Leadership as well as governance arrangements. Strategic Business Case (SBC),
Team (SLT) external expert presentations
SKILLS AND Support lead politician to develop reasonable
ACCREDITATION high level ambitions – and begin to develop
specific actions for the SRO and PM to help
FUNDING deliver them.
AND FINANCE
MODELS
Senior Formal and informal briefing of key politicians 1-3 days Nomination by SLT, attendance
Responsible and SLT, overseeing preparation of business per week at supplier/SME meetings,
RESOURCES Officer (SRO) case, senior engagement with neighbouring conferences, webinars
councils and regional bodies.
REFERENCES
Works alongside PM to develop overall
area retrofit plan and specific projects within
GET IN TOUCH
a programme.
Project Responsible for detailed area analysis of retrofit 3-5 days Internal or external recruitment/
Manager (PM) need/demand and project development. per week secondee to fixed term post
They will lead the co-ordination of the business
case and assembling the project team.
LOCAL
PARTNERSHIPS
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LOCAL
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
8CONTENTS
BEFORE
YOU START
KEY ROLES
ROLES AND
AND
PARTNERSHIPS
PARTNERSHIPS TABLE 1 – KEY ROLES IN SETTING UP RESILIENT RETROFIT PROJECTS
DEVELOPING
PLANS AND Typical time Click
PATHWAYS requirement Example of how for more
Key stakeholder Typical action/role at startup best to engage detail
DEVELOPING
THE BUSINESS Board Governance and oversight of the strategy/ As required Nomination by
CASE project. They should ideally be a mix of Political Lead/SLT
stakeholders from different areas of local
ENGAGING WITH authorities or organisations that are able to
HOUSEHOLDS spot risks/opportunities from a strategic view.
AND PROPERTY
OWNERS
PROCUREMENT Registered
OF DELIVERY
Are often a key sector for demonstrator As required LA Support for RP projects/
PARTNERS (Housing) projects that can help build the retrofit supply funding bids
Providers (RPs) chain within an area. There may also be sector
SKILLS AND specific funding they can access.
ACCREDITATION
FUNDING
AND FINANCE
MODELS Universities, External technical and behavioural experts, As required Opportunities for academic
Colleges who can provide skills gap analysis for different research aligned to retrofit
RESOURCES and Training retrofit techniques that may be required projects, opportunity to better
Providers within an area. This is important to access understand future training
REFERENCES support from Local Enterprise Partnerships and funding opportunities
and other areas.
GET IN TOUCH
Community Are often key referral partners who work As required
Groups closely with many vulnerable households.
Examples include the Citizens Advice Bureau
(CAB), Age UK, Mind. They can also assist with
marketing campaigns or show home events.
LOCAL
PARTNERSHIPS
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LOCAL
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
9CONTENTS
BEFORE
YOU START
KEY ROLES
ROLES AND
AND
PARTNERSHIPS
PARTNERSHIPS PARTNERSHIPS WITH OTHER LOCAL AUTHORITIES AND REGIONAL BODIES
DEVELOPING
PLANS AND Housing Retrofit is resource intensive, so it is worth and health colleagues would provide a useful sounding
PATHWAYS considering collaborating with other local authorities to share board for retrofit plans across a sub-region
costs and/or build a strong sub-regional retrofit delivery
DEVELOPING it is worth also looking at the density, age, type and
THE BUSINESS unit, rather than have single or part time officers isolated in
energy performance of housing across neighbouring
CASE different local authorities. In most cases, there will be obvious
authorities. A joint approach with areas that face similar
existing clusters of authorities and geographical footprints
ENGAGING WITH challenges may make it easier to develop cross border
HOUSEHOLDS such as Combined Authorities (CA) or established county and
retrofit strategies
AND PROPERTY district council relationships. Other potential collaboration
OWNERS Local Enterprise Partnerships (LEPs) should be closely
opportunities include:
involved in the development of any planned approach
PROCUREMENT local authorities that are adjacent to CA areas, (and not
OF DELIVERY to housing retrofit. With access to growth and skills
PARTNERS in an obvious cluster already) could seek to “piggy back”
budgets and strong links to local employers, business
on the likely more resourced and advanced activity
representatives and training providers they are a vital
SKILLS AND of the CA
ACCREDITATION link between strategy and delivery and unlocking green
Local Bodies that have been set up for Superfast jobs. See for example the recent LGA report about
FUNDING broadband delivery in England provide a good example local green jobs
AND FINANCE
of how a single lead local authority (often a County Council)
MODELS Regional Energy Hubs work with local authorities
can act as the PMO and accountable body for wider
and LEPs across five regions in England supporting
RESOURCES districts (and unitary councils). Durham County Council
local energy projects, from the development stages
for example acted as Local body for 10 neighbouring
to investment readiness. They have played a key
REFERENCES Councils across Tyne and Wear and the Tees Valley
role in administrating the LAD2 funding to local
there are over 70 One Public Estate Partnerships of local authorities within each region and have set up (or are
GET IN TOUCH
authorities and other local public services in England, with also setting up) Dynamic Purchasing Systems (DPS)
effective governance usually chaired by a local authority to fast track procurement of retrofit contractors to
Chief Executive. Though focussing on property, the support LAD2 projects across all housing tenures,
involvement of housing leads, economic development see procurement of delivery partners
LOCAL
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RETROFIT
HANDBOOK
10CONTENTS
DEVELOPING PLANS AND PATHWAYS
BEFORE
YOU START
KEY ROLES AND
PARTNERSHIPS RETROFIT “PLAN ON A PAGE”
DEVELOPING
DEVELOPING
PLANS AND
AND The Construction Leadership Council (CLC) representing It should identify key priorities and projects and consider
PATHWAYS
PATHWAYS a broad cross section of the industry has called for which technologies and pathways to net zero would be
a national retrofit strategy which sets out the benefits most appropriate for the local housing stock. It should be
DEVELOPING
THE BUSINESS of retrofit, a long term policy framework and a deliverable, iterative in that it should be updated and developed over
CASE phased, plan to scale up retrofit of the UK’s homes. time, becoming a resource that can provide background
This they argue would reassure industry giving them information for future funding bids. Another useful reference
ENGAGING WITH
HOUSEHOLDS confidence to invest in the necessary skills and technologies. here is the UKGBC’s “city-led retrofit programme blueprint”
AND PROPERTY Such a national strategy would no doubt make it easier on page 10 of the Retrofit Playbook. Also, both Scaling up:
OWNERS
for local authorities to determine their own roles in relation Better Homes Yorkshire and Pathways to Healthy Net Zero
PROCUREMENT
to local growth of this market, but if anything, the absence Housing for Greater Manchester provide very thorough
OF DELIVERY of a national plan puts even more onus on local authorities examples of evidence based housing retrofit strategies
PARTNERS
to start to set out a planned approach, if local net zero and net zero pathways.
targets are to be realised.
SKILLS AND The eventual size and scope of the plan should be
ACCREDITATION
This handbook is not advocating that every local authority tailored to the scale of the opportunity and appetite for
FUNDING
spends significant upfront time and/or expense in pulling investment arising from the business case. Where a group
AND FINANCE together a comprehensive retrofit strategy. Local authorities of local authorities agree to a collaborative approach to
MODELS
should however develop a planned, iterative approach to retrofit, a sub-regional strategy supported by a series of
housing retrofit; one that is informed by available data. underpinning local authority action plans would provide
RESOURCES
We recommend starting with a “plan on a page” based on opportunities for sharing costs in relation to external
REFERENCES
a quick desktop research exercise (see example template) consultants for example. The process of developing such
and over time, pulling together existing cross-tenure data a partnership-based strategy would enable exploration
GET IN TOUCH about the age, type and energy performance of the existing of opportunities for further collaboration, for example in
housing stock, gaps in data that will need to be filled, key relation to a “one-stop-shop”, see section engaging with
stakeholders, previous known interventions and initiatives households and property owners for further information
and known funding opportunities for different tenures. on one-stop-shops.
LOCAL
PARTNERSHIPS
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LOCAL
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
11CONTENTS
BEFORE
YOU START
KEY ROLES AND
PARTNERSHIPS GATHERING DATA
DEVELOPING
DEVELOPING
PLANS AND
AND Fuel Poverty have a Display Energy Certificate (DEC) in England and
PATHWAYS
PATHWAYS Wales. The assessments are banded from A to G, where
Given that GHG LAD2 and other likely funding programmes
A is the most efficient in terms of likely fuel costs and carbon
DEVELOPING will be targeted at (or provide enhanced levels of support
THE BUSINESS dioxide emissions. Since 2008, in England almost 20 million
to) low income and fuel poor households, it will be essential
CASE EPCs have been lodged, with domestic properties accounting
for local authorities to collate information about fuel poverty
for 96% of the total. Of these domestic properties, 11% of
ENGAGING WITH down to local Lower Layer Super Output Area (LSOA) level,
HOUSEHOLDS the total covered new domestic properties (including new
so that these can be overlayed with spatial information about
AND PROPERTY builds and conversions) (MHCLG, 2020).
OWNERS energy efficiency of the housing stock. Data sources available
as follows: EPC data is available via the Government’s open data
PROCUREMENT communities website with additional guidance on how to
OF DELIVERY
fuel poverty sub-regional statistics
PARTNERS interrogate this data. EPCs for individual properties can be
local authority housing data searched at postcode and street level, useful for identifying
SKILLS AND p
rivate provider information – statistical data return EPC rating for properties across a locality. It would be time
ACCREDITATION
2018 to 2019 consuming to rely on this process to provide local authority
FUNDING
wide EPC analysis. For local authorities with access to basic
SDR 2019 – Geographic look-up tool
AND FINANCE programming skills (or are willing to pay for them) there is
MODELS pay for data is also available e.g. CACI income banding an Application Programming Interface (API) which allows
down to postcode level which can help with targeting filtering of the data at a more aggregated level. There are
RESOURCES
in areas where it has proven hard to distinguish fuel a number of companies that will help to refine raw EPC data
poor households so that it is meaningful for a retrofit strategy.
REFERENCES
BEIS “off gas grid” domestic property map GSEEH for example has undertaken simple analysis on EPCs
GET IN TOUCH to November 2020 for all its local authorities and they are
Energy Performance Certificate (EPC) data available on request for their use. In addition, mapping has
EPCs were introduced in 2007 and each certificate is also been undertaken to enable local authorities to easily
valid for 10 years. A building must have an EPC when identify hotspots for retrofit within their local authorities,
constructed, sold, or let. Larger buildings occupied by a focussed on the LAD2 scheme. Local Energy Hubs are
LOCAL public authority and frequently visited by the public must also able to signpost local authorities to companies that
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RETROFIT
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12CONTENTS
BEFORE
YOU START
KEY ROLES AND
PARTNERSHIPS
DEVELOPING
DEVELOPING
PLANS AND
AND can “clone” EPC information for properties with no EPC, national grid is decarbonised. BEIS & MHCLG have produced
PATHWAYS
PATHWAYS to build up a better understanding of domestic energy an EPC Action Plan following a Call for Evidence which sets
efficiency within a locality. out a timetable for the overhaul of EPCs by the end of 2021.
DEVELOPING
THE BUSINESS
CASE Limitations with EPCs Stock condition surveys as data sources
Whilst EPC data may be the best available data source English House Condition Survey
–
ENGAGING WITH
HOUSEHOLDS for information regarding the energy efficiency of the The English Housing Survey is a continuous national survey
AND PROPERTY
OWNERS
local housing stock, local authorities should be aware of its commissioned by the Ministry of Housing, Communities and
limitations when developing their retrofit strategy. There is Local Government (MHCLG). It collects information about
PROCUREMENT only partial coverage of properties; the latest government people’s housing circumstances and the condition and energy
OF DELIVERY
PARTNERS
EPC release indicates that approximately 19 million efficiency of housing in England. The physical survey involves
domestic EPCs have been registered in England since 2008 a sample of around 6,000 homes per year. On a national level
SKILLS AND (approximately 23 million homes in England) and it’s likely it provides a good overview of the condition of the housing
ACCREDITATION
that this will include some duplicates (two or more certificates stock and for example demonstrates breakdown of EPC
FUNDING for the same property) as early EPCs will no longer be valid. ratings by region.
AND FINANCE The Local Energy North West Hub found for example, that
MODELS Local House Condition surveys – example of specification
–
only 56% of properties had a valid EPC, once duplicates had
been removed. Secondly, EPCs that are more than three or There is a major difference between undertaking a stock
RESOURCES
four years old are likely to be out of date as improvements condition survey as a housing landlord to determine
are made to properties over time. investment strategies and one to understand the energy
REFERENCES
efficiency of the cross-tenure housing stock. Costs are
There is also criticism that EPCs headline rating measures likely to be prohibitive vis a vis EPC data if current energy
GET IN TOUCH
running costs rather than carbon emissions (energy impact) performance is the only metric a local authority is seeking
and energy efficiency, so will favour gas heating systems over to glean, but local house condition surveys which include
electric powered heating, even though the latter is likely to analysis of energy efficiency may be more cost effective
produce increasingly lower carbon emissions over time as the in area regeneration or improvement schemes.
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13CONTENTS
DEVELOPING THE BUSINESS CASE
BEFORE
YOU START
KEY ROLES AND
PARTNERSHIPS Once a local authority is confident it has in place the strong local leadership and commitment to enable the development
a long term retrofit delivery strategy, data, and intelligence from research and analysis and at least the basis of an effective
DEVELOPING delivery partnership, it will be important to develop a business case for the emerging project or wider programme. In this
PLANS AND
PATHWAYS section of the handbook, we will look at the key stages in the development of a business case for a retrofit project.
DEVELOPING
DEVELOPING
THE BUSINESS
BUSINESS WHEN SHOULD A RETROFIT INTERVENTION THE “FIVE CASE” MODEL
CASE
BE REGARDED AS A PROJECT?
ENGAGING WITH The Five Case Model is the approach for developing business
HOUSEHOLDS
AND PROPERTY
Most projects have the following characteristics: cases recommended by HM Treasury, the Welsh Government
OWNERS a defined and finite life cycle and the UK Office of Government Commerce. It has been
widely used across central government departments and
PROCUREMENT clear and measurable inputs and outputs
public sector organisations over the last 10 years.
OF DELIVERY
PARTNERS a corresponding set of activities and plans
The model forms the basis of project and programme
a defined amount of resource business case guidance created by HM Treasury and the
SKILLS AND
ACCREDITATION an organisational structure for governance and delivery Welsh Government.
FUNDING
The latest version can be found here. A business case for
AND FINANCE a retrofit project, even if it does not comply with all the
MODELS
detailed requirements in the document set out above,
should at least be developed using those principles.
RESOURCES
It should be made up of the five cases outlined in Table 2
REFERENCES
on the next page.
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14CONTENTS
BEFORE
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KEY ROLES AND
PARTNERSHIPS TABLE 2: KEY COMPONENTS OF THE FIVE CASE MODEL AND RELEVANCE TO DOMESTIC RETROFIT
DEVELOPING
PLANS AND Click
PATHWAYS for more
Case Key components (examples only) Relevance to domestic retrofit detail
DEVELOPING
DEVELOPING
THE BUSINESS
BUSINESS Strategic Strategic Context Links to regional and national strategies.
CASE Local level: links to wide range of corporate
Business strategy and aims
strategies (climate emergency, housing, fuel
ENGAGING WITH The Case for Change poverty, public health, economic growth)
HOUSEHOLDS
AND PROPERTY
OWNERS
Economic Critical Success factors Importance of quantifying and then building
PROCUREMENT
OF DELIVERY in wider social and environmental effects
Long-listed options/Shortlisted options
PARTNERS of potential interventions
(including the “Business As Usual” (BAU)
and “do minimum”)
SKILLS AND
ACCREDITATION
Commercial Procurement strategy and route Understanding of local market and potential
FUNDING
supply chain is critical here
AND FINANCE Service requirements and outputs
MODELS Role of Council as “intelligent customer”
Key contractual arrangements
RESOURCES
REFERENCES Financial Capital and revenue requirements Clear understanding of how Green Homes
Grant can best be applied if secured
See resources for example risk register
GET IN TOUCH
Management Governance arrangements Common issues across all projects
Risk management arrangements Capacity and skills particularly relevant here
Monitoring and evaluation
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15CONTENTS
BEFORE
YOU START
KEY ROLES AND
PARTNERSHIPS CONTENTS CHECKLISTS OF THE FIVE CASE MODEL
DEVELOPING
PLANS AND Strategic Case Economic Case Commercial Case Financial Case Management Case
PATHWAYS
Strategic context Critical success Procurement Capital and revenue Programme
DEVELOPING
DEVELOPING factors strategy and route requirements management
Organisational
THE BUSINESS
BUSINESS governance
CASE overview Long-listed options Service requirements Net effect on prices
arrangements (roles,
and outputs (if any)
Business strategy Preferred way forward responsibilities,
ENGAGING WITH and aims Risk allocation Impact on balance
HOUSEHOLDS Shortlisted options plans etc)
AND PROPERTY sheet
Other relevant (including “Business Charging mechanism Project management
OWNERS
strategies As Usual” (BAU) and Impact on income governance
Key contractual
“do minimum”) and expenditure arrangements
PROCUREMENT The case for change arrangements
OF DELIVERY account
Net Present Use of specialist
PARTNERS Spending objectives Personnel
Social Cost/ Overall affordability advisers
implications
Existing Net Present Social and funding
SKILLS AND Change and contract
ACCREDITATION arrangements Value findings Accountancy
Confirmation management
treatment
Business needs – Benefits appraisal of stakeholder/ arrangements
FUNDING current and future
AND FINANCE customer support
Risk assessment Benefits realisation
MODELS Potential scope and (if applicable)
Sensitivity analysis arrangements
service requirements (including plans
RESOURCES Preferred option
Main benefits and register)
and risks Risk management
REFERENCES
Constraints and arrangements
GET IN TOUCH dependencies (including plans
and register)
Post-implementation
and evaluation
arrangements
LOCAL
Contingency
PARTNERSHIPS arrangements
–
LOCAL
and plans
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
16CONTENTS
ENGAGING WITH HOUSEHOLDS AND PROPERTY OWNERS
BEFORE
YOU START
KEY ROLES AND
PARTNERSHIPS Effective engagement with households and property owners is an essential pre-requisite to maximise the benefits
of retrofit projects.
DEVELOPING
PLANS AND
PATHWAYS
DEVELOPING
THE BUSINESS
CASE
ENGAGING WITH
WITH
HOUSEHOLDS
HOUSEHOLDS
A
AUDIT
B
BRIEF
C
COMMUNITIES
D
DISSEMINATE
E
ENGAGE
AND PROPERTY
PROPERTY
OWNERS
Review details of any Brief councillors about Capitalise on the Communicate with Work with sector
PROCUREMENT
residents that have the GHG LAD scheme opportunity offered by residents about the partners to create a
OF DELIVERY been through other and encourage them the GHG LAD scheme benefits of retrofit, communications and
PARTNERS
energy efficiency to publicise the and other retrofit funds the importance of engagement plan as
SKILLS AND
programmes and, scheme through such as the Housing whole house plans, part of a longer-term
ACCREDITATION where permissible, their networks. Upgrade Grants and and the importance of strategy taking into
contact them to let the Social Housing using only accredited account differing
FUNDING them know about Decarbonisation
AND FINANCE
installers and suppliers, tenure types,
MODELS the GHG programme Scheme by providing considering differing life changes and
and how to apply. information on the motivations and trigger points and
RESOURCES programme parameters types of audience. psychologies.
and eligibility criteria See for example the
REFERENCES through community Carbon Co-op:
networks to ensure Retrofit for All Toolkit.
GET IN TOUCH
communities are aware
of the programme
and can link it
to their existing
referral pathways.
LOCAL
PARTNERSHIPS
–
LOCAL
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
17CONTENTS
BEFORE
YOU START
KEY ROLES AND
PARTNERSHIPS DEFINING THE AUDIENCE: MARKET SEGMENTATION AND MESSAGING
DEVELOPING
PLANS AND There will be different motivations and barriers for each audience, and so, within the communications and engagement
PATHWAYS plan, the key messages will need to be tailored according to factors such as:
DEVELOPING
THE BUSINESS
CASE
ENGAGING WITH
WITH
HOUSEHOLDS
HOUSEHOLDS
AND PROPERTY
PROPERTY
Tenure Life stages or Psychological
OWNERS types “trigger points” responses
PROCUREMENT social landlords, (moving home, of differing character
OF DELIVERY
PARTNERS private landlords spending more time types when there is
and homeowners at home, working at an opportunity of a
SKILLS AND (both able to pay home, retirement, or new “thing” such as
ACCREDITATION
and low income) work being carried home energy retrofit
FUNDING
out at the home)
AND FINANCE
MODELS
RESOURCES
REFERENCES
GET IN TOUCH
LOCAL
PARTNERSHIPS
–
LOCAL
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
18CONTENTS
BEFORE
YOU START
KEY ROLES AND
PARTNERSHIPS CHARACTER TYPES AND THE WAYS TO APPEAL TO EACH TYPE
DEVELOPING
PLANS AND Collectively these three groups are
Other, more sceptical groups
PATHWAYS all minded to be in favour of the new “thing”
DEVELOPING
THE BUSINESS
CASE
ENGAGING WITH
WITH
HOUSEHOLDS
HOUSEHOLDS
AND PROPERTY
PROPERTY
OWNERS 2.5% 13.5% 34% 34% 16%
PROCUREMENT
OF DELIVERY
PARTNERS INNOVATORS EARLY EARLY LATE LAGGARDS
ADOPTERS MAJORITY MAJORITY
SKILLS AND
ACCREDITATION
most willing to the most influential in more concerned will adopt an the last to adopt
FUNDING take risks to try shaping the opinion with their peers’ innovation later than an innovation (and
AND FINANCE new things of other groups view of the new the average group may often resist).
MODELS
“thing”, and would They tend to be
good access they tend to be tends to be more
be led much focused on tradition
RESOURCES to sources of well connected sceptical and risk
more by a group and are likely to be
information about and well educated averse
REFERENCES acceptance of the oldest group
new technologies and be in a good
the new “thing” may reflect not
or approaches financial position
being in a very strong
GET IN TOUCH
generally in a strong a key driver for this financial position
financial position group is being seen
to be “cool” and
ahead of the pack
LOCAL
PARTNERSHIPS
–
LOCAL
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
19CONTENTS
BEFORE
YOU START
KEY ROLES AND
PARTNERSHIPS ONE-STOP-SHOPS
DEVELOPING
PLANS AND There may be benefits in the establishment of a “one-stop- 3. Coordination of the renovation process on behalf
PATHWAYS shop” approach to provide information to residents. of the homeowner.
DEVELOPING A one-stop-shop is a virtual and/or physical place where 4. Long-term and affordable financing, especially for
THE BUSINESS residents can find all information and services they need
CASE
low- and middle-income families, elderly people and
to implement a retrofit project. other vulnerable groups who cannot access other
ENGAGING WITH
WITH In 2020, a European project, commissioned by Energy Cities financing means although the value of their energy
HOUSEHOLDS
HOUSEHOLDS savings is large enough to pay off.
AND PROPERTY
PROPERTY (the European association of cities in energy transition)
OWNERS looked at this in some detail and created the INNOVATE 5. Guaranteed results and post-work monitoring including
guide – how to set up a one-stop-shop for integrated of the quality of works and, ideally, energy savings.
PROCUREMENT
OF DELIVERY home energy renovation.
PARTNERS One-stop-shop models
Key requirements
SKILLS AND The INNOVATE guide identified three types of business
ACCREDITATION This report found that the one-stop-shop needs to cover models for one-stop-shops with increasing levels of
the following services and propose them, ideally, under responsibility for the results of the renovation works.
FUNDING one “roof”:
AND FINANCE Full checklists of issues for consideration are listed in
MODELS 1. Proactive engagement of homeowners: market the guide, and a council or combined authority should
segmentation, targeted communication and marketing conduct a full option appraisal to identify which model
RESOURCES
tools are a key to reach out to the right groups at the is the best fit for their local objectives, with available
right moment (e.g. young families, elderly people, resources.
REFERENCES
low-income households, etc.) with the right message.
Table 3 on the next page, summarises key information
GET IN TOUCH 2. Financial plan: implemented in one shot or planned from the INNOVATE One-Stop-Shop guide.
step-by-step, depending on the financial means
of each resident.
LOCAL Superhomes is a network of energy aware households where members have refurbished their old homes to the
PARTNERSHIPS
– highest standards of energy efficiency
LOCAL
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
20CONTENTS
BEFORE
YOU START
KEY ROLES AND
PARTNERSHIPS TABLE 3: BUSINESS MODELS FOR ONE-STOP-SHOPS
DEVELOPING Key features Click for benefits Click for risks
PLANS AND
Model
PATHWAYS Facilitation raises awareness on retrofit benefits
provides general information on optimal renovation works
DEVELOPING (advice on how
first advice at the “orientation stage”
THE BUSINESS to retrofit a home
CASE and provision of
a list of suppliers).
ENGAGING WITH
WITH
HOUSEHOLDS
HOUSEHOLDS
AND PROPERTY
PROPERTY
OWNERS
PROCUREMENT
OF DELIVERY
PARTNERS Coordination coordinates existing suppliers
makes sure all one-stop-shop services are offered to residents
(advice on how
SKILLS AND no responsibility for the result of retrofit works (only overlooking the whole process)
ACCREDITATION to retrofit your
no responsibility for the overall customer journey (just the first part)
home and will push
FUNDING suppliers to comply
AND FINANCE with their promises.
MODELS Suppliers remain
responsible for
RESOURCES the final result).
REFERENCES
All inclusive offers a full package to homeowners
responsible for the result of retrofit works
GET IN TOUCH (a contractor that
responsible for the overall customer journey
sells the whole
service package
and is the main
contact point in
case something
goes wrong with
LOCAL
PARTNERSHIPS suppliers).
–
LOCAL
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
21CONTENTS
PROCUREMENT OF DELIVERY PARTNERS
BEFORE
YOU START
KEY ROLES AND
PARTNERSHIPS Housing retrofit (at a scale which supports delivery of net zero targets) is one of the biggest infrastructure challenges
that the UK has seen. Local authorities and Government must fund a way to facilitate decarbonisation of 25 million homes
DEVELOPING by 2050 – a staggering 833,000 per year – at a total cost of between £400bn and £1,000bn. This provides significant
PLANS AND
PATHWAYS requirements and opportunities for the development of supply chains to deliver these works.
DEVELOPING
THE BUSINESS CERTIFICATION LOCAL ADVICE
CASE
ENGAGING WITH To install measures for government funded schemes Five local Energy Hubs are funded by the Department
HOUSEHOLDS
AND PROPERTY commencing with the Green Home Grant Local Authority for Business, Energy and Industrial Strategy (BEIS).
OWNERS Delivery Phase 2 installers must be accredited to Each Energy Hub has an operations team of energy
PAS 2030:2019 for energy efficiency measures and meet experts that provides Local Enterprise Partnerships (LEPs),
PROCUREMENT
PROCUREMENT
OF DELIVERY
DELIVERY the PAS 2035 standard and be MCS accredited for low local authorities and others, with practical support to
PARTNERS
PARTNERS carbon heating and renewable energy. All installers must develop local energy projects.
also be Trustmark accredited. From the 1st July 2021
SKILLS AND All local Energy Hubs have the overarching aim of bringing
ACCREDITATION energy efficiency measures installed under all government
investment into local energy projects and working together
schemes must also meet these requirements, although
to share best practice across the regions.
FUNDING this deadline has been extended to 1st October 2021
AND FINANCE An overview of each energy hub can be found in Appendix A
MODELS for the Green Homes Grant Local Authority Delivery Scheme
(Phase 1 only). Details of certification requirements can be of the Local Energy Guide and information specific to the
RESOURCES found in government and Trustmark guidance for different GHG-LAD2 scheme for each energy hub can be found
schemes such as How to become PAS/MCS Certified. on the next page.
REFERENCES Further information on PAS and Trustmark can be found
in skills and accreditation. Specific Trustmark guidance
GET IN TOUCH on the GHG LAD scheme is also available.
Despite the scheme being recently scrapped,
installers who are certified and registered to provide Green
Home Grant Vouchers can be found here: find an installer.
Trustmark provides an advanced search function for
LOCAL
PARTNERSHIPS trades, you can search by region, measures and standard
–
LOCAL of certification.
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
22CONTENTS
BEFORE
YOU START
KEY ROLES AND
PARTNERSHIPS LOCAL ENERGY HUBS
DEVELOPING
PLANS AND
PATHWAYS
DEVELOPING
THE BUSINESS
CASE
ENGAGING WITH Hover on the logos above for an overview of each energy hub
HOUSEHOLDS
AND PROPERTY
OWNERS
PROCUREMENT
PROCUREMENT
OF DELIVERY
DELIVERY
PARTNERS
PARTNERS
SKILLS AND
ACCREDITATION
FUNDING
AND FINANCE
MODELS
RESOURCES
REFERENCES
GET IN TOUCH
LOCAL
PARTNERSHIPS
–
LOCAL
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
23CONTENTS
BEFORE
YOU START
KEY ROLES AND
PARTNERSHIPS ENGAGING LOCAL SMES
DEVELOPING
PLANS AND As well as objectives around carbon reduction, tackling fuel schemes. These will be specific to individual SMEs/sectors,
PATHWAYS poverty, and health benefits, the economic benefits from but could realistically include, for example, access to
retrofit are typically a key objective for local partners who finance, ability to comply with procurement requirements,
DEVELOPING
THE BUSINESS look to develop and deliver retrofit interventions in their area. or ability to reach senior level contacts within organisations.
CASE By discussing and understanding these in more detail,
Local authorities should develop, from an early stage,
a plan to ensure that the benefits of their work in this area local authorities can work to address them.
ENGAGING WITH
HOUSEHOLDS are retained locally, as far as possible. Mainstreaming opportunities for SMEs within new
AND PROPERTY
OWNERS Interventions to support the development of the SME sector schemes. It is important that ensuring opportunities are
within the area will be particularly important. These should open to SMEs is built into projects from the outset, not
PROCUREMENT
PROCUREMENT as an optional afterthought once a project is ready to start.
OF DELIVERY
DELIVERY cover all aspects of the customer journey and supply chain,
PARTNERS
PARTNERS including (but not limited to) surveyors, suppliers, and SME engagement is as much about a way of thinking
installers. These should be based on local circumstances as it is about following a process.
SKILLS AND
ACCREDITATION as far as possible, but some principles will be common Brokering relationships adds real value. These will
to any coordinated approach to maximise the benefits depend on the nature of the local scheme being
FUNDING to SMEs in the area. developed, but supply chain/”meet the buyer” events which
AND FINANCE
MODELS A robust understanding of the current SME sector in
raise awareness of initiatives within the local SME market
the area. Councils should ensure that they have a good and which provide opportunities for different elements
RESOURCES of the supply chain to come together, and meet potential
picture of SMEs currently active in this area. It is likely
there will be gaps in this knowledge, which councils should purchasers – from either the public sector or the private
REFERENCES
look to address. It will be important that officers with sector – can drive real benefits for SMEs in particular.
responsibility for developing retrofit schemes liaise closely Keep procurement simple! Although, of course, public
GET IN TOUCH
with the relevant economic development/business support contract regulations should be followed at all times, local
teams, and organisations outside of the authority (such as authorities should challenge themselves to ensure their
Local Enterprise Partnerships (LEPs) and local Chambers processes are as accessible and SME friendly as possible.
of Commerce) to identify and address gaps. This may mean, for example, simplifying processes,
An understanding of barriers to entry. SMEs are likely
providing easy access to ask questions, reducing the
LOCAL
PARTNERSHIPS to face potential barriers to entry for major public sector amount of information requested.
–
LOCAL
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
24CONTENTS
SKILLS AND ACCREDITATION
BEFORE
YOU START
KEY ROLES AND
PARTNERSHIPS PAS 2035 AND TRUSTMARK
DEVELOPING
PLANS AND PAS 2035 is the new over-arching document in the New retrofit roles have also been introduced within
PATHWAYS retrofit standards framework introduced following the the PAS 2035 process, with clear responsibilities and
recommendations of the Each Home Counts review. accountabilities established to ensure individuals deliver
DEVELOPING
THE BUSINESS PAS 2035 provides a specification for the energy retrofit quality throughout.
CASE of domestic buildings, and details best practice guidance
The “Retrofit Assessor” and “Retrofit Coordinator” roles
for domestic retrofit projects.
ENGAGING WITH will help individuals to deliver quality retrofit projects in
HOUSEHOLDS PAS 2035 (PAS 2035:2019 Specification for the energy retrofit accordance with the new industry recognised standard.
AND PROPERTY
OWNERS of domestic buildings) was introduced with the backing of Retrofit Assessors and Coordinators must be certified by
industry and the government department for Business Energy an approved scheme, to deliver retrofit work in accordance
PROCUREMENT and Industrial Strategy (BEIS). with PAS 2035.
OF DELIVERY
PARTNERS Following a transitionary period, the government has TrustMark has been established as the new quality mark
proposed to make compliance with PAS 2035 mandatory within the retrofit standards framework. This TrustMark is
SKILLS AND
AND
ACCREDITATION
ACCREDITATION for all public funded projects. supported by an Industry Code of Conduct, a Consumer
PAS 2035 embraces quality retrofit work eliminating problems Charter and a framework of technical standards for retrofit.
FUNDING
AND FINANCE associated with defects, shallow retrofit, accountability, poor Users of the TrustMark Government endorsed quality scheme
MODELS design, and performance gap. PAS 2035 delivers a whole will be required to comply with PAS 2035 when undertaking
building approach to the retrofit process, considering the any domestic retrofit work. Those who hold the TrustMark
RESOURCES can demonstrate to consumers they have the skills and
home, environment, occupancy, and the householders’
improvement objectives when determining the most suitable knowledge to deliver the best practice standards and
REFERENCES
measures to install. This eliminates the issue of retrofit work trading practices in the sector.
being considered in isolation which can unintentionally
GET IN TOUCH
damage the overall building performance.
LOCAL
PARTNERSHIPS
–
LOCAL
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
25CONTENTS
BEFORE
YOU START
KEY ROLES AND
PARTNERSHIPS SKILLS FOR JOBS
DEVELOPING
PLANS AND In January 2021, the Government published its Skills for Jobs Local Skills Improvement Plans will support these objectives
PATHWAYS White Paper which sets out plans to reform further education by bringing employers, colleges and other providers,
so it supports people to get the skills the economy needs together with local stakeholders to set out the key changes
DEVELOPING
THE BUSINESS throughout their lives, wherever they live in the country. needed to make technical skills training more responsive
CASE The objectives of the White Paper are: to employers’ skills needs. These plans will improve the
putting employers at the heart of the system so that links between employers and providers and give providers
ENGAGING WITH
HOUSEHOLDS education and training leads to jobs that can improve a clear articulation of skills needs in an area.
AND PROPERTY
OWNERS productivity and fill skills gaps Providers will be empowered to shape their provision
investing in higher-level technical qualifications that to respond to skill needs. Government has indicated that
PROCUREMENT
OF DELIVERY provide a valuable alternative to a university degree it will support colleges to do this through our strategic
PARTNERS development funding.
making sure people can access training and learning
SKILLS AND
AND flexibly throughout their lives and are well-informed Local Skills Improvement Plans represent a key strategic
ACCREDITATION
ACCREDITATION about what is on offer through great careers support opportunity for local authorities to determine the shape
FUNDING reforming funding and accountability for providers to of further and higher education in their areas, including
AND FINANCE simplify how funds are allocated, give providers more the green economy. A new £2.5bn National Skills Fund
MODELS
autonomy, and ensure an effective accountability will be created to enhance the funding to support adults
RESOURCES regime which delivers value for money to upskill and reskill.
supporting excellent teaching in further education
REFERENCES
GET IN TOUCH
LOCAL
PARTNERSHIPS
–
LOCAL
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
26CONTENTS
BEFORE
YOU START
KEY ROLES AND
PARTNERSHIPS KEY ACTIONS FOR LOCAL AUTHORITIES
DEVELOPING
PLANS AND To identify and address skills gaps, and to meet the challenges and opportunities involved in major retrofit programmes,
PATHWAYS the UKGBC Playbook points to the following actions that Local Authorities should take.
DEVELOPING
THE BUSINESS
CASE
Hover over the buttons for more information
ENGAGING WITH
HOUSEHOLDS KNOW YOUR STOCK
AND PROPERTY
OWNERS
PROCUREMENT UNDERSTAND THE LOCAL SKILLS
OF DELIVERY
PARTNERS AND SUPPLY CHAIN
SKILLS AND
AND
ACCREDITATION
ACCREDITATION
MAP STOCK REQUIREMENTS
FUNDING
AND FINANCE
MODELS
RESOURCES DEVELOP STRATEGY
REFERENCES
DEVELOP RELATIONSHIPS WITH
GET IN TOUCH TRAINING PROVIDERS AND
LOCAL SUPPLY CHAIN
SUPPORT DEVELOPMENT OF
LOCAL SKILLS AND SUPPLY CHAIN
LOCAL
PARTNERSHIPS
–
LOCAL
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
27CONTENTS
FUNDING AND FINANCE MODELS
BEFORE
YOU START
KEY ROLES AND
PARTNERSHIPS Our survey of local authorities tells us that without a co-ordinate cross tenure retrofit programmes. There are signs,
sustainable policy and funding framework, specifically funding however, that more funding will become available over the
DEVELOPING that will support delivery by local authorities, it will be difficult coming years. The Government has committed over £8bn in
PLANS AND
PATHWAYS for them to justify investment in creating a team that can its 2019 manifesto to energy efficiency measures, as follows:
DEVELOPING
THE BUSINESS
CASE
ENGAGING WITH
£2.5bn
HOUSEHOLDS
AND PROPERTY
OWNERS
PROCUREMENT
OF DELIVERY
£3.8bn over five years
to 2025 for Home
£2.3bn
PARTNERS over ten years to 2030 Upgrade Grants:
for a Social Housing support for deep for Green Homes
SKILLS AND
ACCREDITATION
Decarbonisation Fund: renovation for low Grant (£1.5bn GHG
supporting the goal income households voucher scheme
FUNDING for all social housing to living in highly subsequently
AND FINANCE
FINANCE achieve EPC C by 2030 inefficient homes scrapped)
MODELS
RESOURCES
REFERENCES
GET IN TOUCH
LOCAL
PARTNERSHIPS
–
LOCAL
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
28CONTENTS
BEFORE
YOU START
KEY ROLES AND
PARTNERSHIPS EXISTING AND FUTURE GOVERNMENT FUNDING PROGRAMMES
DEVELOPING
PLANS AND
PATHWAYS Energy Company Home Upgrade Green Homes Grant Green Homes Grant Social Housing
Obligation (ECO) Grant (HUG)/ Voucher scheme Local Authority Decarbonisation
DEVELOPING Sustainable Warmth Delivery Scheme Fund
THE BUSINESS
CASE
ENGAGING WITH £1bn per year £150m/£200m £1.5bn – cancelled £0.5bn £3.8bn over
HOUSEHOLDS
AND PROPERTY (2022-2026) 10 years
OWNERS
PROCUREMENT
OF DELIVERY Hover over the options above to view the fund programmes and opportunities for local authorities
PARTNERS
SKILLS AND
ACCREDITATION
FUNDING
AND FINANCE
FINANCE
MODELS
RESOURCES
REFERENCES
GET IN TOUCH
LOCAL
PARTNERSHIPS
–
LOCAL
AUTHORITY
DOMESTIC
RETROFIT
HANDBOOK
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