A community, a vision and

a plan.

Index0: Making the complex, simple

1: Outline

2: Objectives

3: Operational plan & structure

4: Development plan

Appendix 1: Development models & frameworks

Appendix 2: Stakeholder engagement plan

Appendix 3: Example sector objective delivery - Housing

Appendix 4: Example sector roadmap - Transport

Appendix 5: Example project outline - Retrofit

Appendix 6: Development plan, 5.1 Year 1 outline, 5.2 Q1 detail

With thanks to:Our core team who have got us this far with the resilience, open-mindedness and humour we all need for the journey ahead along with our friends and families for putting up with us.

Our members who have been supportive and patient as we find our feet in this crazy world.

Otley Town Council, our founding partner for their leadership in recognising the local role we all can and must play in ‘taking back control’ of our futures.

The teams at Leeds City Council and Leeds Climate Commission for their generosity of time and knowledge despite their limited resources.

The people and organisations named and unnamed in this document for sharing our spirit of hope, openness and collaboration as the only way we’ll create a better world.

0: Making the complex, simpleOtley 2030 – A community creating a better world

A decade of bold action, bringing the town together and connecting with others to create climate friendly and sustainable communities that are resilient, healthy, happy and fair.

Undoubtedly no mean feat given where we are at and it doesn’t take long to dig into the issues to recognise that there is certainly plenty to do.

The good news is we are in very good company and can break it down into bite size chunks.

Despite an apparent lack of attention from national governments…. communities, businesses, investors and cities all over the world are mobilising at a breath-taking rate to tackle the climate and ecological crises in a way that will provide significant social and economic benefits.

In many cases the answers are already out there and huge investment is going into filling the gaps.

It would easy to get lost in the complexity of the situation and this plan is the start of a blueprint for how a community can learn with others and follow 3 simple steps to create a better world:

Bring people together : Decide what to do : Make it happen

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A community : A vision : A plan

1: OutlineOtley 2030 – A community creating a better worldA decade of bold action, bringing the town together and connecting with others to create climate friendly and sustainable communities that are resilient, healthy, happy and fair. With 3 elements.

A COMMUNITY A VISION A PLAN

Developed over 3 stages.

Bring people together Decide what to do Make it happen

Following the international C40 Cities framework (App 1.1).

Commitment & Collaboration Challenges & Opportunities Acceleration & Implementation

Aligned to Kotters 8 steps for change (App 1.2).

Step 1: Create urgencyStep 2: Form a powerful coalition

Step 3: Create a vision for changeStep 4: Communicate the visionStep 5: Remove obstacles

Step 6: Create short-term winsStep 7: Build on the changeStep 8: Anchor the changes in culture

Using proven engagement and development strategies to reach, involve and maintain supporters.

Marketing channels – How we reach people

Providing thought leadership, content, data and conversation starters through:

- Website- Social media- Community networks- Community Champions- Events- Stalls- The Hub

Design process – How we involve people

Based on Design Thinking methodologies (Section 3) to understand where people are at, define the challenges they face and involve them in developing the solutions.

This will require a powerful mix of creative ways of collectively painting the picture of a better world and measuring the impact (App 1.4) we plan to have.

Delivery – How people drive the change

To achieve the balance between longer term planning and immediate action, utilising Road Maps (App 2) as well as Design:Lean:Agile Development methodologies (App 1.5).

Local Business Models (App 1.6) will be developed and supported that encourage the community to move away from simply consuming, to designing, supplying, marketing, volunteering and investing.

Built on a supporter journey (App 1.7) that makes it easy and enjoyable for people to make a difference.

Awareness

of Otley 2030 and the wider agenda.

Contemplation

of getting involved and taking action.

Acquisition

Signing up and simple action.

Service

Involvement in design and increasing participation.

Loyalty

Building on personal and collective change.

2: ObjectivesA community creating a better world

Vision – A decade of bold action, bringing the town together and connecting with others to create climate friendly and sustainable communities that are resilient, healthy, happy and fair.

Objectives

We are bringing the community together with key stakeholders within and beyond Otley in order to achieve the following measurable objectives by 2030:

Engagement: To support a conversation with all sections of the community and collaborate within and beyond the town to understand everyone’s priorities and help them make more informed decisions to fully participate in creating our better future together.

Wellbeing: To enhance overall wellbeing in Otley, and use it as a key measure of success, by creating a more balanced, active and connected life for all generations with community at the heart of a resilient, healthy, happy and fair town.

Climate action: To reduce the town’s greenhouse gas emissions to net zero meaning any residual emissions will be fully offset by carbon capture such as tree planting, taking into account the impact of the things we consume and international travel despite these being currently excluded from the global budgets, recognising our full responsibility in the movement to avoid the worst potential impacts of the climate crisis.

Climate resilience: To build resilience in our own food systems, infrastructure, property and community and support the most vulnerable in the world, as we all learn to address and adapt to the unfolding consequences of climate change and the impacts on the planet.

Nature: To create a wildlife friendly town as part of a network of connected habitats, supporting rewilding where practical and understanding how best to use our natural assets to improve biodiversity, wellbeing, carbon capture, natural flood management and economic benefit and to ensure that land, water, and air quality are kept at the highest possible levels.

Economy: To promote alternative measures of success than what we own and consume, and encourage positive lifestyles and the development of a diverse and socially-responsible circular economy where plastic and waste are minimised, operating from environmentally-friendly buildings, that will provide opportunities for local businesses and create meaningful employment within Otley and the surrounding area.

Housing: To ensure our homes provide affordable, low carbon comfort no matter what the weather, our gardens conserve water, reduce flooding and promote wildlife and that new developments and renovations prioritise community led, affordable and environmentally friendly homes that achieve both reduced car use and greater connections.

Food: To empower people to grow and share organic food locally, through community growing spaces and educational resources and create direct links between local producers, businesses and consumers, addressing food waste and with full transparency on how food is produced, its journey to the plate and the overall environmental and health impacts of the choices we make.

Transport: To create a healthier, safer, more affordable and integrated transport system for Otley and our connections with other communities, supporting reduced overall travel, active travel, efficient public transport, low-emission technology and alternatives to car ownership and aviation.

Energy: To power-down the use of energy with smarter behaviour and energy efficiency measures and power-up the development and provision of clean local energy and other sustainable technology.

These objectives will form the core of our development as we involve the community in building the plans to make them happen.

We will be organised into Working Groups that will drive the projects that will achieve these objectives (section 3).

3 Operational plan & structure How we achieve behaviour change and system change

This note provides a little more detail about what exactly we will be doing as we follow our 3 step plan of

- Bring people together - Community- Decide what to do - Vision- Make it happen - Plan

3.1 Design thinking

Our key operational methodology which will run through everything we do is design thinking.

Born out of ‘user experience’ design it is now used by organisations such as the NHS and in community development to not only improve patient experience, also patient behaviour and the system.

So for Otley 2030 it is about our supporter journey/experience which is covered in that guide and as the basis for understanding, designing and implementing:

- Behaviour change and- Systems change.

Stage Step Design thinking definition Otley 2030 approach

Understand Empathise Conduct research to develop an understanding of your users.

Research national frameworks and engage with all stakeholders and importantly the community to understand the challenges and opportunities with current systems and behaviour.

Define Combine all your research and observe where your users’ problems exist.

Develop a vision for what a better world would be like if we tackled these challenges and opportunities and measurable

objectives for what we want to achieve.

Explore Ideate Generate a range of crazy, creative ideas.

Identify the projects and business models that will combine to achieve our vision, the ‘readiness’ of the ideas and an outline roadmap of the logical order to approach them.

Prototype Build real, tactile representations for a range of your ideas

Research, analyse, combine and demonstrate existing and emerging case studies of the projects and business models identified.

Materialise Test Return to your users for feedback

Engage with relevant stakeholders to test demand and support for the projects by signing people up.

Implement Put the vision into effect Launch the projects with a full ecosystem of support.

This approach ensures that the decade of bold action will come from a place of collective understanding of the challenges and opportunities that we face and therefore that together we will design and build the right solutions.

It is focused on a deeper level of community participation and aimed at identifying the projects and community business models that will help us achieve our ambitios goals.

3.2 Structure

Central to this approach is that we are structuring ourselves to support 3 types of groups:

The exact role of Otley 2030 will vary and evolve across each of these with consideration of whether we are:

- enabling- supporting or- delivering.

Our aim is to bring people together and create an ecosystem of enabling and supporting of others rather than duplicating effort or unrealistically attempting to deliver projects without the necessary resource.

Otley 2030

Working Groups

Project Teams

Community Forums

Gaps in projects to deliver on O2030 objectives will be identified and filled in the most appropriate way.

3.2.1 Working Groups:

We are creating a Working Group for each of our 10 objectives (appendix) which cover the following sectors:

Engagement, wellbeing, climate action, climate resilience, nature, economy, housing, food, transport, energy.

The Working Groups will require roles for

- communication,

- coordination and

- technical content

and be developed with a series of meetings following the design thinking process and specifically establishing:

- Objectives: Confirming an initial presentation of the objectives.

- Stakeholders: Researching, recording and engaging with key local, regional and national stakeholders. (Appendix 2 – note of plan)

- Frameworks: Establishing key climate and sustainability frameworks for understanding the challenges and opportunities as well as planning and measurement. (Appendix 1 – sample of frameworks being adopted)

- Project identification: Researching and developing a list of potential projects to meet the objectives (Appendix 3 – Housing example), an outline 2030 roadmap (Appendix 4 – Transport example) and initial assessment of available and emerging models.

- Project development: Enabling, supporting, delivering project and business model development in collaboration with other stakeholders (Appendix 5 – Retrofit example).

- Engagement: Liaising with engagement group to provide support and content including opportunities for campaigns and events.

3.2.2 Community Forums

We are engaging with the whole community within and beyond the town bringing stakeholders together to establish their individual and shared visions for a better world and encouraging them to work together on common goals.

These Forums include the MP & Town & City Councils, public sector organisations, charities, businesses, community groups and citizens.

They will be overlayed across the Working Groups to ensure the maximum joined up approach with everyone working on everything over the coming decade.

3.2.3 Project teams

These are intended to emerge from the Working Groups and Community Forums hopefully as a result with a significant amount of crossover in all areas.

Otley 2030 will be supporting rapid cycles of research, analysis and development with an emphasis on adopting existing models will be key.

3 Capacity building

We will develop an ecosystem of overlapping support for these 3 groups, equipping them with the knowledge, skills and resources to succeed including but not restricted to:

- design thinking- systems thinking- network building

- research- effective team building- project management- agile development- project and business model development- fundraising

At every opportunity working groups, community forums and project teams will collaborate, share resource and cross pollenate ideas ensuring that systems thinking capacity continues to develop as a key strength of the project.

4 Quick wins

A series of quick(ish) wins have been identified that are at the implementation stage and provide high profile positive stories for the community to engage with:

- Engagement:- Solar on public buildings: - Retrofit of homes: - Tree planting: - Supporting the Wildlife Friendly Otley Pledge campaign:

4 Development planThe following represent the key components for the development of the project in 2020 with a focus on capacity building. An outline delivery schedule for the year and a detailed delivery schedule for Q1 are included at Appendix 5.

Otley 2030 development plan OutputsEngagement plan

A central function of Otley 2030, engaging the whole community in the development of the vision and plans and involving them as participators and investors in their future using online and community based networks.

- Engagement plan in place and functioning

- Champion network and trained and functioning

- Mailing list of 3-500Board and management team

Established with the strength and depth of knowledge and skills necessary to liaise with all key stakeholders, develop the plans. implement them and monitor and learn from progress.

- Interim board in place- Board structure and skills matrix- Recruitment plan- Interim management team in place- Management team structure and

skills matrix- Recruitment and funding plan

Working groups Working on individual elements of climate and sustainability with other local and regional organisations including engagement, energy, mobility, food, land & nature, resilience, waste, health & wellbeing and inequality. Importantly these will operate within a structure that identifies and joins up overlapping challenges and opportunities.

- Working groups for all areas in place and functioning

2030 Forum With representatives from all sectors of the community including the Town and City Councils, other public sector organisations, the business community, schools and churches, community groups and citizens the Commission will provide independent governance and support for the development of the plans.

- Stakeholder map and stakeholder engagement plan

- Recruited commission with January inaugural meeting date

Hub Establishing an initial ‘pop-up’ high profile presence in the town centre to engage with the community, raise awareness, gather ideas, provide information and involve them in participation in Otley 2030, Otley Energy and other associated community groups.

- Proposals for a pop-up hub to open in early 2020

Climate and sustainability plan

Following strategic planning, change programme and sector specific frameworks to develop social impact measurement approaches aligned to the global carbon budgets and the UN Sustainable Development Goals supporting a deeper understanding of the interacting issues and roadmaps for the creation of our own.

- Engagement and alignment with key climate and sustainability stakeholders and frameworks

- Proposals for alignment and impact measurement within key frameworks

Project development

Partnership working will be a key focus of the development of Otley 2030 with existing examples including supporting the Town Council’s ambitious Street Vision 2030 project, energy projects and developing wildlife corridors as part of the Billams Hill flood alleviation scheme and across the town.

- Outline 2030 annual plan in place - Outline 2020 monthly plan in place- Projects in place and functioning (see

below)- Managed in line with stakeholder

and systems mappingFunding Developing the ideas in the recent ‘Financing for

Society’ reporti from Leeds University, supported by Leeds City Council to identify the multiple positive impacts of a Climate and Sustainability Plan for health, wellbeing and economic development to secure a blended approach of investment from the public, private and third sectors as well as the community.

- Outline of funding opportunities- Active funding applications- National Lottery Bid

Appendix 1: Development models & frameworks1.1 C40 Cities

1.2 Kotters 8 steps to change

1.3 Design thinking

1.4 Impact measurement

1.4.1 UN Sustainable Development Goals

1.4.2 Six Capitals

1.5 Design:Lean:Agile Development

1.6 Business Model Canvas

1.7 Customer journey

Appendix 2: Stakeholder engagement planWe are commencing a 1st phase mapping of key stakeholders that demonstrates the level of effort and progress that is being made with developing our network and wider community.

For each stakeholder group we are developing an engagement strategy that incorporates:

- Alignment: Reviewing and aligning ourselves with the visions and plans of key stakeholders to maximise the resources available to us, embed a best practice foundation for the approaches we are adopting and build the strength of our network.

- Connections and champions: Establishing either a direct or indirect personal connection with key stakeholders to deepen the benefits of the association and where appropriate recruiting a champion to develop the relationship and maintain an up to date understanding of their work.

- Active engagement: Developing a productive 2 way relationship where we are supporting and being supported by our network through active involvement in initiatives and partnering on projects.

The mapping will demonstrate that the network is being developed in a way that deliberately connects our community with other communities.

The following is an indication of how the engagement plan will be managed for each working group.

Status key:

Aligned with a connection or champion and actively engaged.

Aligning, establishing a connection or champion and developing active engagement.

Pending alignment, requiring a connection or champion and active engagement.

Group: International organisations & frameworksApproach:Stakeholders, projects & status:C40 Cities: IPPC UN Sustainable

Development GoalsWorld Economic Forum New cities

Group: National organisations & frameworksApproach:Stakeholders & status:Committee on Climate Change

Centre for Alternative Technology

Group: Regional organisations & frameworksApproach:Stakeholders & status:Leeds Climate Commission

Leeds City Council West Yorkshire Combined Authority

Our Future Leeds Zero Carbon Yorkshire Other communities (15)

University of Leeds Leeds Beckett University Yorkshire WaterYorkshire Dales River Trust

Group: Local organisations & frameworksApproach:Stakeholders & status:Otley Town Council Family of schools Family of churchesHealth providers Otley Bid & Chamber of

CommerceSupermarkets

Nature based community groups

Sports clubs Public sector organisations

Town centre retailers Other major employers

Note of key reference documents:

Organisation

Web Reference documents and frameworks

C40 Cities

https://www.c40.org/

https://cdn.locomotive.works/sites/5ab410c8a2f42204838f797e/pages/5ae2f92374c4837e195d0e00/files/CAP_Framework_20180608.pdf?1541752298

Appendix 3: Example Sector Objective Delivery - Housing

HousingObjectives:

To ensure our homes provide affordable, low carbon comfort no matter what the weather, our gardens conserve water, reduce flooding and promote wildlife and that new developments and renovations prioritise community led, affordable and environmentally friendly homes that achieve both reduced car use and greater connections.

Elements: Developing projects:Affordable, low carbon comfort no matter what the weather.

- Town wide retrofit: Working with Green Buildings Council and national coalition to develop business and finance models to accelerate home retrofits and support behaviour change. Appendix 4.

Gardens conserve water, reduce flooding and promote wildlife.

- Wildlife Friendly Gardens: Collaboration with local and national wildlife groups and businesses to promote and provide resources to promote biodiversity

- Sustainable Urban Drainage: Work with Environment Agency, Yorkshire Water and other stakeholders to promote household ‘slow the flow’ measures.

New developments and renovations prioritise community led, affordable and environmentally friendly homes that achieve both reduced car use and greater connections.

- Community housing strategy: Working with the Otley Community Land Trust and organisations like Leeds Community Homes and Ecology Building Society to develop a strategy for renovations and newbuild.

- Good places: Developing coalition in Leeds that shares the same objectives as Otley 2030.

- Empty Homes Doctor: Work with Social Business Brokers and Leeds City Council to identify empty homes and work with owners to bring them back into occupancy.

- East of Otley coalition: A group to engage with Leeds City Council, the landowners and Persimmon to promote alternatives to the likely default approach and provide constructive scrutiny to the developments.

Appendix 4: Example Sector Roadmap – TransportThis is a representation of an Action Area roadmap that will be developed by the Working Groups in collaboration with ournetwork of sector specialists.

It includes immediate action and consideration of the longer term timeframes that will develop over time.

Year 1 Year 2 Year 3 Year 4-10Q1 Q2 Q3 Q4

Transport

Street VisionConsultationQuick winsInfrastructure

Active travelStakeholder engagementExisting/quick wins safer cycling routesCampaign developmentCampaigns

Local travel inc flexible workingStakeholder engagementCampaign developmentCampaigns

Travel hubHub designHub open and development

Public transportBehavioural consultationCross community/Sector engagementCommunity hopper bus: Plan, finance, startInitial link services improvementsRail stock investmentBus priority and service improvementsMajor infrastructure mass transit system

Appendix 5: Example project outline - RetrofitLeeds city-wide retrofit programme

A city-wide energy efficiency programme developing behavioural and retrofit opportunities through a partnership between the local authority, community and key players in the sector.

Why

27% of Leeds’s greenhouse gas emissions come from housingii and yet only 3% of conversations about the climate crisis across all media refer to energy efficiencyiii.

It is the elephant in the room.

Initial consideration of the Leeds Climate Commissioniv ‘Climate Readiness Index’ would suggest that whilst positive and consistent government policy would provide a significant boost to the sector, the technology is largely ready, providing immediate opportunities for the generation of demand through the development of the necessary business and financial models alongside community engagement.

The Green Building Council are developing the Retrofit Acceleratorv, a detailed action plan and resource base to address the challenges and unlock the opportunities which provides a powerful framework and network to scale the project.

What

A city-wide energy efficiency programme developing behavioural and retrofit opportunities through a partnership between the local authority, community and key players in the sector.

A partnership approach will bring together the necessary knowledge, skills, resource and importantly co-benefits providing support from multiple stakeholders and ensuring a whole system approach.

Who

The project will be driven by knowledge sharing between existing foundational projects and institutions including detailed assessment of the current barriers, opportunities, existing and emerging business models.

The following organisations and projects have been approached to participate in the programme:

Organisation ProgrammeLeeds Climate Commission

‘Climate Readiness Index’: Establishing the technical, investment, policy, social and institutional readiness of the elements of the city’s zero carbon roadmap, starting with retrofit and convening a city wide cross sector network including the business community to address barriers and develop the business and financial models: Contact: Andy Gouldson & Andy Boyle, LCC

Green Building Council

Accelerator Cities: Consultation on addressing the barriers to city wide deep retrofit programmes, including a national role facilitating collaboration between local authorities. Contact: Jo Wheeler, GBC

Leeds City Council ‘Deep’: BEIS funded network development funding focused on decarbonising heat including the role of retrofit. Taking the mini-stern baselines and establishing the project development necessary for the practical interventions. Working as part of 4 pilot cities. Deliverables by April. Contact: George Munson, LCC

Leeds Sustainability Institute

Retrofit research: Government funded £2.7m retrofit project conducting 29 retrofits and reviewing 100 historic retrofits. Contact: David Glew, Leeds Beckett University

Housing Associations

Connect Housing: Working with other Housing Associations on a collaborative retrofit project. Contact: Martyn Broadest, CH

University of Leeds Net zero: As part of their 2030 net zero target reviewing all of their terraced housing stock for retrofit opportunities. Opportunity for working with private student landlords also. Contact: James Dixon-Gough, UoL

University of Leeds, Abundance & Leeds

Financing for Society: Research and subsequent project development around the role of community social impact investment including the development of a Municipal

City Council Bond providing low interest rates and 30 year finance. Contact: Mark Davis, UoL & Karl Harder, Abundance

Tyndall Centre, University of Manchester

Financing Community Energy: Research into established and developing business and financial models in the Community Energy Sector including the role of retrofit. Contact: Tim Braunholtz-Speight

UoL, Grantham Institute & Green Finance Initiative

Just Transition: Workshop in Leeds exploring the role of banks in decarbonising the UK housing stock including financing retrofit programmes. Contact: Andy Gouldson, UoL, Ian Rigarlsford, Ecology

Smart Energy GB Smart Meter roll out: National programme promoting the role out of smart meters, energy efficiency and behaviour change. Contact: TBC

How

Business and financial Models

Approaches will be required for all archetypes including housing type and ownership including privately owned and rented sector business and financial models and these will benefit from being developed alongside Local Authority and Housing Association projects which will provide the scale and knowledgebase.

The following business models are being assessed with a view to developing a pilot for a community based ‘one stop shop’ to raise awareness, undertake assessments and designs, arrange contractors and organise finance.

Retrofit Works Manchester Carbon Coop Bristol CheeseWarm Works Green Doctor Better Homes YorkshireEuroPACE Green Deal Finance Company Change WorksEasy ESCO BHESCo GBC PAYS

An initial community supported pilot project in two representative communities will:

- carry out a street by street assessment of housing types, - develop the associated technical and financial models and- work within the community to develop awareness, behaviour change and demand.

Local Energy Service Company (LESCO)

Research will include but isn’t restricted to the role of a LESCO in addressing the economic challenges to retrofit.

This could take the following form:

-          LESCO invests in homes delivering year-round comfort, health and low carbon benefits at a guaranteed lower cost.-          As the LESCO makes the investment there is no up-front costs to the household removing key buying and socio—economic barriers.-          The LESCO and the household enter into a long-term Energy Performance Contract (EPCon) which guarantees lower energy for the duration of the contract.-          The contract attaches to the home, addressing issues around tenure on the basis that it delivers renovation and guaranteed lower energy bills for the occupier and enhances the value of the property for the owner.-          Contract is separate to the existing energy tariff allowing switching, although there is potential for enhanced export tariffs if the energy services are linked to tariffs.-          Funding is provided through low interest, long term bonds such as Municipal Bonds proposed in the Financing for Society report above, addressing the inherent challenges with pay back periods.

On the basis of these characteristics this could form the foundation for a tailored business model across all of the public/social housing, privately owned and privately rented sectors.

It would provide the foundation for large scale grant free retrofit programme.

Now

Next steps:

Dec Jan FebProject outline: Establish development plan based on GBC Accelerator City proposalsAnchor partners: Confirm interest from existing contributors.Business model development: Conduct outline research of individual business models and develop outline for One Stop ShopSeed funding: Raise development capital to establish the project team to create the initial development plan and manage communication and coordination.Project team: Recruit through the Commission’s mailing list and partners initial volunteer/pro bono support for the project team including sector and technical leads.Hold initial project meeting.Network:Establish wider group of contributors. Organise initial co-creation event.

i https://baumaninstitute.leeds.ac.uk/research/financing-for-society/ii Scope 1 & 2 emissions from [Leeds mini stern]iii https://www.smartenergygb.org/en/resources/press-centre/press-releases-folder/missing-pieceiv https://www.leedsclimate.org.uk/v https://www.ukgbc.org/ukgbc-work/accelerator-cities-pathfinder/