Councils and Local Authorities

Over 400 councils and local authorities have declared a climate (and ecological) emergency, but many are struggling to figure out how they enact that declaration.  That’s because it’s complex and it takes many different players to help enact it, but it’s also an enormous opportunity for the council to find new revenue sources, whilst tackling some of the biggest issues.  

We provide a means for you to turn this headache into a stimulus.  Our approach will help revive an area to be one of the most thriving and forward-looking constituencies, which provides more jobs, enables a better community and is financially stable.  We’ll do this by bringing the right people into the room to tackle your problem for you, and will help create new businesses that help to serve the public need whilst providing profits to the council.

The way we deliver our work is in three stages.

Determining Scope and Stakeholders

The council’s declarations often don’t consider the scope of being ‘carbon neutral’ by 2030.  Is this the entire council area and its inhabitants or the councils own buildings and fleet, does it include the contractors and supply chain?  These questions need to be considered before you get started and be within the plan of works.

The other area councils often don’t consider is who are the stakeholders who can help this emergency be delivered.  They put the ownership on themselves and feel the mountain is too high and steep to climb.  What we do is consider the team involved to make it happen and how they may be incentivised by getting involved.  We provide a process of stakeholder identification and engagement.

Stakeholder Policy Delivery

We get the stakeholders into a room to consider how the council may deliver its policy and facilitate an amazing discussion that unearths opportunities for joint working and income generation.  We look at the scale of the problem and the potential solutions, with all the people in the room who can provide them.  This saves months of head-scratching and frustrating discussions, of officers sweating about the impossibility of a task, and people being employed into positions that don’t function properly.

Our work in this area sets the council as the facilitator and coordinator for developing the answers.  They are no longer the owner to the problem – project teams have been created with timelines and they’ll provide papers to the team for consideration.  Imaginations across specialisms will be tapped into and exceptional ideas will be born, which will open up opportunities for investment in the area.

Change Management

Education will be critical of staff working in the council and the councillors themselves about ideas presented, as the solution to these issues are often radical.  Most of the time having an outside body to support the provision of condensed material in the form of short papers and edited videos of workshops will help make this easier.

Ideas will come in the form of; regulation, taxation, organisation creation or policy creation.  We will filter ideas to make a potential road map for internal stakeholders to consider, which will help identify the types of resources needed to push forward with the project areas.  This will include the possibility of raising money through new investment sources such as Municipal Investment Bonds, or the creation of investable organisations owned by the council such as Development Corporations.

Where necessary we will help create the new organisations, and write template policies, so that the council is left well supported at the next stage.

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