837. Evidence submitted to the Review found that, while there are many barriers to community action, often the biggest factor determining the success or failure of a community project is the presence of a 'community champion'.
838. Community projects need to navigate a complex set of systems and actors, from local planning decisions to engaging with the energy system. Having someone on a community project who understands the system and who has the motivation to get things off the ground is key, but this can result in a 'postcode lottery' when it comes to turning community ambition into positive action.
839. As described in Pillar 5, many people are unsure about how to reduce their own carbon footprint. Community-level participation, with trusted sources of information and advice, can be a key step to encouraging this individual action.
840. While there is large scale support for action on net zero and climate change, we must also be realistic and upfront about the scale of change required to meet our net zero ambitions. While central and local government must set the example, communities across the country will experience a multitude of changes - whether that be training for a job in a new green industry, cycling or using public transport more, heating their homes in new ways or reducing, reusing and recycling more to help create a circular economy. The Review has demonstrated that net zero will bring positive economic and social changes, but they will be changes to which communities and individuals will have to adjust nonetheless.
841. Pillar 5 will explore the tools that individuals need to enable them to take action, including the need for a public engagement strategy on net zero. If central government is to bring communities along on the net zero pathway - which it must do to achieve a fair, popular and successful transition - it must start now to ensure widespread community support for local net zero action.
842. To achieve this support - and to deliver the scale of change needed - government must involve communities directly in local net zero action and encourage communities across the UK to lead their own net zero and climate projects. This should include encouraging younger generations, who have shown great passion for net zero, to be involved in and lead positive local net zero action. Doing so will allow communities to see first-hand the benefits that net zero can have, while allowing for local autonomy and building community pride. Research has shown that demonstrating these co-benefits has a positive impact on levels of public support for net zero-related policies.576
CASE STUDY: Culatra 2030 The 'Culatra 2030 - Sustainable Energy Community' initiative is a demonstration project on the island of Culatra in the Algarve, Portugal. Culatra is home to around 1,000 residents, with 7,500 tourists visiting every day in peak season. The island is relatively isolated and is located within the Ria Formosa Natural Park. The project is focusing on the specific needs of the island in its green transition, as well as how to capitalise on its existing assets. The initiative has an all-encompassing strategy covering multiple aspects of green transition, including social issues such as energy poverty - a big issue on the island, where energy currently accounts for around 50% of household expenditure. The Regional Authority of Algarve, local authorities, the University of Algarve and various businesses providing technology solutions, as well as citizens gathered under the Culatra Island Residents' Association, make up the initiative's 'Island Sustainability Committee'. The central ambition of the initiative is to transform all structures on the island to become energy self-sufficient. The community will produce energy exclusively from renewable sources, use electric mobility, decarbonise its fishing industry and acquire sustainable habits and living practices. It will also manage its own energy system, recycle water for self-consumption and retrieve value from its waste. The community is succeeding in tailoring new technological solutions according to the specific needs of the island, as expressed by islanders themselves. To date, interventions have included installing solar panels and lithium storage batteries, as well as developing a solar-powered boat to make oyster farming zero carbon. Key to its success is the active participation of the island's whole community. A new governance system for participatory exploration of transition pathways has been put in place on the island. This participatory model is proving effective in improving decision-making, compared to the previous situation which was characterised by several scattered and uncoordinated initiatives. However, a major challenge for the initiative remains the establishment of a secure funding stream - funding so far has come from a scattered mix of local, regional, national and EU sources. Beyond the immediate benefits for Culatra, the initiative also aims to position the Algarve region as a centre of excellence in renewable energy research and training, exploiting its distinctive resources in the decarbonisation of its economy.577 |
843. The Review heard that organisations such as Neighbourhood Watch may provide a useful model for organising effective local action. The organisation started at grassroots level in the early 1960s and now covers more than 2.3 million household members, as well as delivering training and working with businesses to tackle crime and safety issues.
844. Government could also encourage this action by working with local authorities, communities, and business groups to establish a network of community champions - Local Net Zero Heroes - who can reach local people, inspire them and build a ground-up movement for tackling net zero at the community level. Local authorities should use their expertise and their access to the new Office for Net Zero Delivery to support their own local champions, building community capacity and capability.
845. Central and local government should encourage larger businesses in local areas which are further developed in their decarbonisation and possess more resource and expertise to share best practice with SMEs. Local government should use its convening power to set up information sharing forums and identify local businesses which might benefit most from external support.
CASE STUDY: Net Zero Champions British Business Bank The British Business Bank (BBB) established a UK Network Team to help build regional capability and provide detailed insights into regional characteristics, challenges, and priorities. Working on the ground with key organisations across the UK, the UK Network helps the BBB to understand the challenges facing smaller businesses in their access to finance journey. The UK Network spans across the whole of the UK, with field managers assigned to each region and nation of the UK. The UK Network gathers information, reports on business finance ecosystems, and raises awareness of the BBB and the services it can offer. Part of this gathering and reporting of information is focused on net zero and the opportunities and barriers in the business support ecosystem. This helps shape guidance for SMEs on how they can take advantage of local green opportunities and make their business more sustainable. In March-June 2022, the UK Network team hosted 12 roundtables with over 180 attendees including local stakeholders active in net zero and SMEs taking steps on their net zero journey to discuss BBB's research on net zero. A further two roundtables were held in July 2022 focused on generating evidence for the update to the Green Finance Strategy. In November 2022, the UK Network team hosted Business Finance Week - a week-long series of events focused on raising awareness of finance options for smaller businesses. A themed day was dedicated to Green Finance, with five events focused on net zero actions for small businesses as well as demystifying green finance. University of Manchester In June 2022 the University of Manchester launched the first version of its 'Responsible Plastics Action Plan'. The plan details a number of practical steps that the University plans to take between now and 2025, such as introducing a £20p charge for disposable cups which is reinvested in local sustainability and community projects. This avoided more than 35,000 cups going to landfill in only two months and increased reusable cup sales by 36%. Staff and student engagement is a key part of the plan. The University's '50,000 Actions' initiative is the biggest environmental sustainability initiative in the higher education sector, and challenges staff and students to take practical action in their everyday lives to reduce plastic use and live more sustainably. A Step Up & Lead Sustainability Champions scheme was also launched as part of the plan. Sustainability Champions are students who take on an additional role promoting awareness of sustainability issues amongst their peers to encourage environmental action. The University plans to develop these roles and attract more student volunteers. 578 |