Inclusive Growth, Net Zero and Public Health
Description: Inclusive Growth, Net Zero and Public Health Inclusive Growth Network: Workshop 29th March 2022 Louise Marix Evans, Gill Fenna Quantum Strategy Technology 14.00 Welcome Introductions 14.05 Overview Aims of workshop 14.10 Research
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slide1. Inclusive Growth, Net Zero and Public Health Inclusive Growth Network: Workshop 29th March 2022 Louise Marix Evans, Gill Fenna
Quantum Strategy & Technology<br>
slide2. 14.00 Welcome & Introductions
14.05 Overview & Aims of workshop
14.10 Research findings
14.20 Discussion – attributes of integrated strategy
14.45 Delivery
14.55 Discussion – key elements for successful integrated delivery
15.20 Summary & next steps
15.30 Ends Agenda<br>
slide3. Share the research findings
Get IGN Member input on good practice for integrated strategy development; feedback on barriers and challenges; and agree the principles for effective delivery
Receive your reflections and thoughts before we draft the report and present it to Economic Leads in May after which we’ll finalise the report. Aims<br>
slide4. Research How well Net Zero, Inclusion and Public Health are institutionally embedded into economic development strategies, funding bids and delivery programmes.
Approaches and methods used
Realised or expected outcomes and replicable examples<br>
slide5. Net Zero – legally binding target of 2050
Climate change threat to health, economy, security
UKRI/PWC 2022 – local costs less; has greater societal benefits
place agnostic £195bn investment: £444bn wider social benefits
place based £58bn investment: £825bn wider social benefits
Health equity and Net Zero – Marmot
Mainstreaming Climate/Environment at last?
Making the exceptional the mainstream Why integrate?<br>
slide6. From<br>
slide7. To<br>
slide8. Initial Findings<br>
slide9. Initial Findings Inclusive Growth – strongest feature across 12 members
Net Zero – stronger in recent strategies and where there’s been consistent focus on climate change over the years
Climate resilience – weakest feature across 12 members
Public Health – mixed picture, oddly less emphasis than in older strategy documents (note chart in no particular order) (Caveat: published documents)<br>
slide10. Initial Comments The Covid factor: openness to change
Integration: depends on the authority’s focus or starting point
Strength of strategies & language: positive action, recognition of challenges, bravery
Acknowledgement that investment has been unequal
High levels of localism and understanding the local area, strengths and weaknesses
Cascading through into other strategies and operating plans
Strong high level support essential, but many still in the organisation persuasion stage: culture change starting but a way to go
Limited assessment of risk of BAU alternatives<br>
slide11. Integrating Net Zero Strong Strategies: state the endpoint even if the means is uncertain “will do” not “will investigate the feasibility of”
Some Climate Strategies still separate
Message should be clear on co-benefits delivered ie jobs, health, innovation, new companies etc
Transport (except airports), green infrastructure and renewable energy have become the “easier” options (knowing what to do about it?)
Built environment is now the difficult area:
Planning: still reticent, very little on the “being built now/soon” area
Able to pay homes retrofit opportunity largely missing
Local expertise, long time in the game…integration reflects experience
Investment – some plans talk generally about investment, and some seek to engage with investors more actively to shape it.<br>
slide12. Development, High Growth Sectors and Green Jobs Embedding – is it a separate section or running through the economic development strategy?
Learning from past industrial decline & need manage to transition
Recognition of need for new skills and local provision
High carbon sector jobs and skills usually acknowledged
Green jobs: mainly attracting low carbon industries
Sometimes greening everyday jobs
What about the construction sector?
Urgent implications of poor skills
Carbon footprint of development itself rarely addressed
Aligning High Growth Sectors with Net Zero eg Space
Competitiveness: No-one tackles how to stop investing in higher carbon development – this is a clear message to investors<br>
slide13. Integrating Climate Adaptation Rarely covered explicitly except in relation to flooding
Green space and tree planting is mentioned for amenity value / health benefits – mainly in light of inclusion – missing cooling, nature recovery and jobs
Job opportunities from adapting places typically missing
Adaptation and resilience to future climate impacts are getting a bit lost in the long grass
Some terminology
Climate resilience for some areas means reducing CO2
Resilience referring to economic resilience without referencing climate risks<br>
slide14. Integrating Public Health Public health was incorporated strongly in older strategies
Oddly in post-covid recovery and new place strategies, public health integration of public health is patchy with some integrating it fully
Public Health gives economic access and economic activity leads to better health and wellbeing – seems to be an established ‘fact’ in strategies - supporting people into work and at work (Good Work charters)
Mental health including that of young people is talked about<br>
slide15. Integrating Inclusive Growth Inclusive Growth is the main concern of the network and clearly visible in most strategies
Typically a key pillar
Language change: development for the people, not at any cost
Areas where Inclusion and NZ come into conflict:
Risks of job losses in higher carbon industries generally acknowledged
Any jobs better than green jobs
Affordable housing and fuel poverty more visible than tackling higher carbon able-to-pay homes<br>
slide16. Questions? What are the characteristics of a fully integrated strategy?
What are the barriers to creating a fully integrated strategy?<br>
slide17. Delivering Integrated Strategies Leadership & communications
Supporting structures & resources
Accountability & enforcement
Delivery is still exceptional rather than typical
How can this be speeded up?<br>
slide18. Leadership & Communications Mayor or Leader and CEO commitment and communication
Over-communication – keep repeating the message - consistency
Internal and external collaboration must run through it
Senior leaders understand and support consistently – champion and don’t compromise/undermine it
Willingness to take difficult decisions and back their teams
Confidence in working with uncertainty
Permission to get on with it<br>
slide19. Supporting Structures & Resources Training/workshops – understanding, buy in
Service areas develop their own action plans - ownership
Developing a common language “speaking planner”
Integrated structures/embedded experts/groups
Dedicated assistance & access to specialists – use of local external expertise and networks
Tools: doughnut, SDGs, co-benefits calculator
Finance – Finance Director & team/ Inward investment teams<br>
slide20. Accountability & Enforcement Mandates/action plans (will vary between LA and CA)
Indicators (quantitative and qualitative)
Material and complete (standards?)
Approvals / scrutiny systems (internal)
External accountability
Minimum expectations (red lines, what do we say NO to?)
Monitoring, evaluation (and feedback to improve supporting structures and resources)
Reporting – dashboards<br>
slide21. Questions? Discussion: what are the key elements needed to effectively integrate everything into all delivery?
What have we missed?
What are the barriers and challenges to effective delivery?<br>
slide22. Summary and Next Steps Summary
Next steps – we write the report
We will check any quotes/case study examples we want to use with you
This is not a ‘climate or integration scorecard exercise’ but a learning report
Wider policy recommendations eg the policy context that holds delivery back (BEIS are interested in the results)
We will report into the Economic Leads meeting on 2 May
Final report May 2022
Contact us with ideas/reflections louise@quantumst.co.uk and gill.fenna@quantumst.co.uk<br>
Quantum Strategy & Technology<br>
slide2. 14.00 Welcome & Introductions
14.05 Overview & Aims of workshop
14.10 Research findings
14.20 Discussion – attributes of integrated strategy
14.45 Delivery
14.55 Discussion – key elements for successful integrated delivery
15.20 Summary & next steps
15.30 Ends Agenda<br>
slide3. Share the research findings
Get IGN Member input on good practice for integrated strategy development; feedback on barriers and challenges; and agree the principles for effective delivery
Receive your reflections and thoughts before we draft the report and present it to Economic Leads in May after which we’ll finalise the report. Aims<br>
slide4. Research How well Net Zero, Inclusion and Public Health are institutionally embedded into economic development strategies, funding bids and delivery programmes.
Approaches and methods used
Realised or expected outcomes and replicable examples<br>
slide5. Net Zero – legally binding target of 2050
Climate change threat to health, economy, security
UKRI/PWC 2022 – local costs less; has greater societal benefits
place agnostic £195bn investment: £444bn wider social benefits
place based £58bn investment: £825bn wider social benefits
Health equity and Net Zero – Marmot
Mainstreaming Climate/Environment at last?
Making the exceptional the mainstream Why integrate?<br>
slide6. From<br>
slide7. To<br>
slide8. Initial Findings<br>
slide9. Initial Findings Inclusive Growth – strongest feature across 12 members
Net Zero – stronger in recent strategies and where there’s been consistent focus on climate change over the years
Climate resilience – weakest feature across 12 members
Public Health – mixed picture, oddly less emphasis than in older strategy documents (note chart in no particular order) (Caveat: published documents)<br>
slide10. Initial Comments The Covid factor: openness to change
Integration: depends on the authority’s focus or starting point
Strength of strategies & language: positive action, recognition of challenges, bravery
Acknowledgement that investment has been unequal
High levels of localism and understanding the local area, strengths and weaknesses
Cascading through into other strategies and operating plans
Strong high level support essential, but many still in the organisation persuasion stage: culture change starting but a way to go
Limited assessment of risk of BAU alternatives<br>
slide11. Integrating Net Zero Strong Strategies: state the endpoint even if the means is uncertain “will do” not “will investigate the feasibility of”
Some Climate Strategies still separate
Message should be clear on co-benefits delivered ie jobs, health, innovation, new companies etc
Transport (except airports), green infrastructure and renewable energy have become the “easier” options (knowing what to do about it?)
Built environment is now the difficult area:
Planning: still reticent, very little on the “being built now/soon” area
Able to pay homes retrofit opportunity largely missing
Local expertise, long time in the game…integration reflects experience
Investment – some plans talk generally about investment, and some seek to engage with investors more actively to shape it.<br>
slide12. Development, High Growth Sectors and Green Jobs Embedding – is it a separate section or running through the economic development strategy?
Learning from past industrial decline & need manage to transition
Recognition of need for new skills and local provision
High carbon sector jobs and skills usually acknowledged
Green jobs: mainly attracting low carbon industries
Sometimes greening everyday jobs
What about the construction sector?
Urgent implications of poor skills
Carbon footprint of development itself rarely addressed
Aligning High Growth Sectors with Net Zero eg Space
Competitiveness: No-one tackles how to stop investing in higher carbon development – this is a clear message to investors<br>
slide13. Integrating Climate Adaptation Rarely covered explicitly except in relation to flooding
Green space and tree planting is mentioned for amenity value / health benefits – mainly in light of inclusion – missing cooling, nature recovery and jobs
Job opportunities from adapting places typically missing
Adaptation and resilience to future climate impacts are getting a bit lost in the long grass
Some terminology
Climate resilience for some areas means reducing CO2
Resilience referring to economic resilience without referencing climate risks<br>
slide14. Integrating Public Health Public health was incorporated strongly in older strategies
Oddly in post-covid recovery and new place strategies, public health integration of public health is patchy with some integrating it fully
Public Health gives economic access and economic activity leads to better health and wellbeing – seems to be an established ‘fact’ in strategies - supporting people into work and at work (Good Work charters)
Mental health including that of young people is talked about<br>
slide15. Integrating Inclusive Growth Inclusive Growth is the main concern of the network and clearly visible in most strategies
Typically a key pillar
Language change: development for the people, not at any cost
Areas where Inclusion and NZ come into conflict:
Risks of job losses in higher carbon industries generally acknowledged
Any jobs better than green jobs
Affordable housing and fuel poverty more visible than tackling higher carbon able-to-pay homes<br>
slide16. Questions? What are the characteristics of a fully integrated strategy?
What are the barriers to creating a fully integrated strategy?<br>
slide17. Delivering Integrated Strategies Leadership & communications
Supporting structures & resources
Accountability & enforcement
Delivery is still exceptional rather than typical
How can this be speeded up?<br>
slide18. Leadership & Communications Mayor or Leader and CEO commitment and communication
Over-communication – keep repeating the message - consistency
Internal and external collaboration must run through it
Senior leaders understand and support consistently – champion and don’t compromise/undermine it
Willingness to take difficult decisions and back their teams
Confidence in working with uncertainty
Permission to get on with it<br>
slide19. Supporting Structures & Resources Training/workshops – understanding, buy in
Service areas develop their own action plans - ownership
Developing a common language “speaking planner”
Integrated structures/embedded experts/groups
Dedicated assistance & access to specialists – use of local external expertise and networks
Tools: doughnut, SDGs, co-benefits calculator
Finance – Finance Director & team/ Inward investment teams<br>
slide20. Accountability & Enforcement Mandates/action plans (will vary between LA and CA)
Indicators (quantitative and qualitative)
Material and complete (standards?)
Approvals / scrutiny systems (internal)
External accountability
Minimum expectations (red lines, what do we say NO to?)
Monitoring, evaluation (and feedback to improve supporting structures and resources)
Reporting – dashboards<br>
slide21. Questions? Discussion: what are the key elements needed to effectively integrate everything into all delivery?
What have we missed?
What are the barriers and challenges to effective delivery?<br>
slide22. Summary and Next Steps Summary
Next steps – we write the report
We will check any quotes/case study examples we want to use with you
This is not a ‘climate or integration scorecard exercise’ but a learning report
Wider policy recommendations eg the policy context that holds delivery back (BEIS are interested in the results)
We will report into the Economic Leads meeting on 2 May
Final report May 2022
Contact us with ideas/reflections louise@quantumst.co.uk and gill.fenna@quantumst.co.uk<br>