Access to finance

1. Financial planning and leadership commitment

1. The leadership actively includes Net Zero goals in financial planning (e.g., medium-term and annual budgets, and realistic measurements)
2. Leadership has set specific, measurable financial targets for Net Zero initiatives
3. The financial targets for Net Zero are aligned with overall business and financial goals (e.g., linked to profitability or operational efficiency)
4. There are no external pressures or competing priorities that prevent leadership from setting financial targets for Net Zero
5. The barrier to integrating Net Zero goals in financial planning is not due to a lack of leadership understanding of its long-term financial benefits

2. Investment strategy and financial mechanisms

1. Does the organisation have a formal investment strategy to finance Net Zero initiatives?
2. The investment strategy includes a mix of short-term and long-term financing mechanisms (e.g., immediate capital and future revenue models)
3. The organisation’s investment strategy includes leveraging public and private financing mechanisms (e.g., blended finance, PPPs)
4. The organisation has considered innovative financing models (e.g., impact investment funds, green bonds, energy-as-a-service)
5. The organisation has resources, expertise, and confidence in Net Zero returns, even without a formal investment strategy

3. Government and public funding

1. The organisation has accessed government grants or public funding (e.g., Net Zero Fund, LEVI, and Warm Homes Schemes)
2. The organisation has deployed grants effectively for feasibility studies or project development
3. The organisation does not rely on government funding as a primary source for Net Zero initiatives
4. The organisation is able to access government funding, not limited by government policy, a lack of available grants or other external factors.

4. Innovative financial solutions and mechanisms

1. The organisation has a track record of innovative financial solutions

5. Financial capacity and governance

1. The organisation has the internal capacity and expertise to manage and deploy Net Zero financial resources effectively
2. The finance department is actively involved in the governance of Net Zero initiatives
3. There are governance structures in place to oversee the financial performance and sustainability of Net Zero projects

6. Risk management and financial sustainability

1. The organisation has identified the level of development funding required to work up capital projects for Net Zero delivery
2. The organisation has identified commercial and third-party risks associated with Net Zero initiatives (e.g., return on investment, technological risks)
3. The organisation has a risk management framework to mitigate financial risks (e.g., risk-sharing mechanisms, insurance)
4. Net Zero projects are financially sustainable in the long term (i.e., do they generate sufficient revenue or savings to cover costs)

7. Private-sector investment and partnerships

1. The organisation has partnerships with private-sector investors to co-finance Net Zero projects
2. Public-private partnerships (PPPs) being actively pursued as part of the investment strategy
3. Track record of innovative/financial mechanisms

8. Sector-specific financial planning

1. The organisation has sector-specific cost projections for key areas like energy generation, transport, or infrastructure
2. There are long-term revenue streams identified for Net Zero initiatives (e.g., renewable energy, electric vehicle infrastructure)
3. Financial models are regularly updated to reflect changes in market conditions, policy, or technology

9. Local government and policy support

1. The organisation has benefited from financial support or policy frameworks provided by local government or devolution deals
2. There are local government policies or devolution agreements that align with the organisation’s Net Zero financial goals

10. Short-term versus long-term financial planning

1. The organisation balances short-term capital needs with long-term financial goals for Net Zero initiatives
2. There are sufficient financial reserves or contingency plans in place for long-term Net Zero projects

11. Financial readiness and expertise development

1. The organisation has conducted internal or external audits to assess financial readiness for Net Zero projects
2. Finance teams have been trained on Net Zero finance or relevant financial certifications (e.g., CIPR)
3. The organisation is actively improving financial expertise in areas like green finance or sustainability investment

Organisational capacity

1. Leadership and strategic commitment

1. There is effective leadership and strong commitment at the senior management level towards achieving Net Zero goals
2. There is longevity in the positions which can accelerate Net Zero goals
3. There are specific programmes led by leadership that have directly contributed to achieving Net Zero
4. Training, professional development, remuneration or high attention rates among C-level executives are available to improve leadership challenge
5. Leadership is not hindered by resource limitations, lack of expertise, or competing priorities from senior management. Sufficient time and attention from senior management is dedicated to the Net Zero agenda
6. There is a framework for balancing competing organisational priorities with the Net Zero agenda
7. Additional resources and advisory support are available to improve leadership’s focus on Net Zero

2. Staffing and resource capacity

1. There is a stable staffing (vacancy rates) structure in place to manage long-term Net Zero projects
2. The organisation has measures in place to retain critical staff
3. Recruitment strategies are in place to fill key management roles for Net Zero initiatives
4. Introducing additional incentives, such as higher pay or benefits, could be available to improve retention of senior staff
5. Staffing shortages are not affecting the implementation of Net Zero projects
6. This shortage cannot be a long-term problem during expansion of projects
7. There are relevant measures like hiring consultants being considered

3. Risk appetite and organisational culture

1. The organisation has a strong risk-appetite for Net Zero projects
2. There is an entrepreneurial culture fostered within the organisation
3. There are specific measures in places to mitigate these risks
4. The organisation is satisfied with the work culture and it drives them to their sustainability goals
5. The risk averse approach does not impact or delay the delivery of Net Zero goals
6. The organisation is satisfied with the work culture and does it drive them to their sustainability goals
7. The entrepreneurial culture, if introduced can speed up the Net Zero targets

4. Decision-making and organisational efficiency

1. There is a clear decision-making process that aligns with the organisation’s Net Zero goals
2. The decision-making process is efficient and timely, allowing quick responses to Net Zero challenges
3. Decision-making processes are regularly reviewed for efficiency and alignment with goals
4. Improving communication between departments could speed up decision-making
5. Barriers to effective decision-making are related to unclear roles (disagree) or departmental silos (agree)
6. Creating cross-departmental task forces could improve collaboration
7. Clearer role definitions could help improve decision-making

5. Internal skills and consultant dependency

1. The organisation only utilises consultants where there is a specific project or portfolio requirement. It is not a routine option to build a business case
2. There is a structured plan to transfer knowledge (embedding knowledge) from consultants to internal staff
3. Knowledge transfer processes are effectively building long-term internal capacity
4. There is a structured handover process in place to further enhance internal capacity.
5. The organisation has sufficient internal expertise to manage Net Zero initiatives without external consultants
6. Internal teams benefit from further training which reduces reliance on consultants
7. The organisation has the capability to overcome expertise gaps in managing Net Zero initiatives and drive progress

6. Stakeholder and business partnerships

1. The organisation has strong partnerships with stakeholders to achieve Net Zero goals
2. The organisation has strong partnerships with local businesses to achieve Net Zero goals
3. There are opportunities to expand partnerships to more local businesses
4. There is a plan in place to expand these partnerships in the near term
5. There is an alternative plan in place to facilitate the Net Zero goals
6. There are no significant challenges hindering the development of stronger partnerships with local organisations
7. There is capacity to foster better alignment of goals with local stakeholders and strengthen partnerships
8. There are plans to seek additional funding or support to improve partnerships

7. Inter-district collaboration and resource sharing

1. Your organisation collaborates effectively with other districts on Net Zero projects
2. There are opportunities to further enhance collaboration with other districts
3. Formalising inter-district partnerships (e.g., through agreements or joint initiatives) could further improve collaboration
4. There are no challenges that are affecting collaboration between districts
5. Resource limitations are not preventing effective collaboration with other districts
6. Policy differences between districts do not affect collaboration
7. Pooling resources between districts could improve collaboration on shared goals

8. Staffing and resource capacity

1. The organisation has the resources to introduce new Net Zero posts where a gap is identified
2. What is the current vacancy rate in terms of percentage in your organisation?

Place-based

1. Land and asset availability for renewable energy

1. Are you predominantly urban or rural as a local authority area?
2. Public assets (e.g., buildings, lands) are available for renewable energy projects
3. These urban assets are being fully utilised for renewable energy projects (e.g. solar, EV chargers)
4. There is no pace constraint (e.g. limited land) that might affect your ability to deploy more renewable energy technologies
5. There is land available for large-scale renewable energy projects (e.g., solar, wind farms)
6. Competing land uses, such as agriculture, do not prevent renewable energy projects from going ahead
7. The land can be used for both renewable energy projects and other purposes like agriculture at the same time
8. There is both capacity and commitment to utilise land fully for renewable energy projects

2. Funding and investment for Net Zero projects

1. The organisation has sufficient funding to deliver your Net Zero projects
2. The organisation’s funding sources are diversified (e.g., public, private, grants)
3. Private investment is a significant part of your funding structure
4. Investor interest in your projects is strong enough to secure the necessary funding
5. Funding availability is not affected by the small size of available projects
6. It is recognised that bundling smaller projects together could help secure more funding
7. There are no barriers preventing access to public funding sources (e.g., lack of eligibility, bureaucracy)
8. It is recognised that external advisory support would help navigate public funding opportunities

3. Optimal use of organisational resources

1. The organisation’s resources (land, buildings, infrastructure) are optimally used for renewable energy and energy efficiency improvements
2. The organisation has unused assets (e.g., rooftops, car parks) that could be developed for renewable energy projects
3. Lack of data or energy assessments are not a reason of preventing optimal resource use

4. Coordination between housing and climate teams

1. There is existing coordination between housing teams and climate/Net Zero teams
2. It is understood how external data support (e.g., energy audits) would help optimise your resource use
3. Despite challenges in management and coordination, measures are in place to support the effective use of resources
4. It is understood how improved coordination or resource management systems could help optimise the use of available assets

5. Grid capacity and energy infrastructure

1. Adequate grid capacity and energy infrastructure are enabling the deployment of renewable energy technologies
2. Decentralised energy (e.g., local grids, energy storage) is being considered to address grid limitations
3. There are pilot projects or early-stage systems exploring decentralised energy solutions
4. Renewable energy technologies (e.g., solar, wind, EV charging) are being deployed at scale across your region

6. Local Area Energy Plan (LAEP) and energy planning

1. The organisation has a Local Area Energy Plan (LAEP) to guide energy infrastructure and planning
2. The LAEP is supporting effective collaboration and the scaling of Net Zero projects
3. The organisation understand how the LAEP could be adjusted to better support collaboration or project scaling
4. Funding is sufficient to support the development of a Local Area Energy Plan (LAEP)
5. Coordination with stakeholders is effective and not a barrier to developing a Local Area Energy Plan (LAEP)

7. Partnerships for Net Zero projects

1. Partnerships are in place with local businesses, energy providers, or other local authorities for Net Zero projects
2. These partnerships are effectively pooling resources and knowledge to accelerate progress
3. Trust and aligned priorities are enabling effective partnerships

8. Innovative technologies and deployment

1. Innovative technologies (e.g., decentralised energy, energy storage, smart grids) are being deployed in your region
2. These technologies are being deployed at scale or only in pilot projects
3. Cost and infrastructure are not significant barriers to technology deployment

Socio-economic

1. Job creation and economic growth

1. The organisation’s Net Zero initiatives are contributing to local job creation and economic growth
2. Jobs are created by these initiatives primarily in sustainable industries (e.g., renewable energy, green technology)
3. Job opportunities are accessible to residents from lower-income areas
4. There is sufficient investment in Net Zero sectors to drive job creation

2. Smart technology accessibility and adoption

1. Smart technologies (e.g., heat pumps, solar panels) are accessible to all residents in your region
2. There is a high adoption rate of smart technologies across all income groups
3. The financial burden of adopting smart technologies is not a barrier for residents in lower-income areas
4. Consumers trust the technology and do not perceive it as overly complex, reducing resistance
5. There is public education or outreach programme in place to address mistrust and educate residents on the benefits of these technologies
6. There is financial support available to help residents with the costs of adopting these technologies

3. Fuel poverty and air quality

1. Fuel poverty reduction is an essential part of your Net Zero strategy
2. Fuel poverty rates have been reduced as a result of your Net Zero initiatives
3. There is a noticeable improvement in air quality due to your Net Zero initiatives
4. There is infrastructure in place for clean energy solutions (e.g., EV charging) to improve air quality
5. The cost of renewable energy technologies for low-income households does not hinder efforts to reduce fuel poverty

4. Social inclusion and just transition

1. The region is addressing social deprivation through Net Zero strategies, as part of the just transition
2. There are initiatives in place to build community wealth (e.g. local job creation) as part of your Net Zero strategy
3. These initiatives are inclusive of lower-income areas or socially deprived communities
4. The high cost of implementing Net Zero initiatives in deprived areas is not a significant barrier

Political and public policy

1. Political leadership and commitment

1. The political figurehead for the authority (e.g., the Mayor) has demonstrated leadership by championing Net Zero through tangible policies and public communications
2. Specific policies, programmes, or public communications have been initiated and publicly shared
3. There is visible leadership or initiatives to champion Net Zero

2. Adopted strategy and policy stability

1. There is an adopted strategy for achieving Net Zero
2. There is strong cross-party consensus within the local authority on achieving Net Zero, ensuring continuity regardless of political changes
3. Mechanisms, such as formal agreements or joint committees, exist to ensure political stability around Net Zero.
4. Net Zero commitments have been integrated into the authority’s broader strategic priorities, such as economic development, housing, and transportation plans
5. Political divisions or shifting priorities have NOT delayed or disrupted Net Zero initiatives

3. Governance and accountability

1. A clear governance structure is in place to oversee Net Zero policies, with accountability mechanisms to measure progress against defined targets
2. Regular reporting processes and oversight bodies exist to monitor Net Zero progress
3. There is commitment to improve governance structures and accountability
4. Internal and external scrutiny processes are effective in identifying gaps and ensuring Net Zero policies are progressing as planned

4. Funding and financial commitment

• Financial frameworks (budgets, funding priorities) reflect the authority’s commitment to Net Zero, including alignment with business interests and operational goals
• Devolution of powers and funding has been leveraged to implement local Net Zero initiatives, addressing region-specific challenges and opportunities
• Devolved powers have resulted in region-specific Net Zero projects with tangible progress
• Devolution has been leveraged effectively, resulting in no missed opportunities for progress

5. Legislative alignment and policy updates

1. Net Zero policies are reviewed and regularly updated to align to Local Growth Plans, Local Industrial Decarbonisation Plans and Local Area Energy Plans (where present)
2. The authority regularly reviews and updates Net Zero policies to reflect national legislative changes, emerging technologies, and local progress
3. Decision-makers have taken visible steps, such as funding projects or advocating for Net Zero
4. Net Zero policies are NOT outdated or DO NOT lack mechanisms for periodic review

6. Public communication and vision

1. There is a clearly communicated long-term vision for Net Zero that has been shared with residents and businesses, with evidence of widespread understanding and support
2. Communication campaigns have led to strong public understanding and support for Net Zero goals
3. There is a clear communication about the authority’s long-term vision for Net Zero

7. Risk mitigation and resilience

1. Policies are in place to mitigate risks to Net Zero progress caused by changes in political leadership, economic conditions, or public support
2. Contingency plans ensure Net Zero progress remains resilient to external risks

8. Regional and corporate integration

1. The appetite for Net Zero is equal across the region
2. Net Zero is incorporated into our corporate plan, borough plan, and planning frameworks
3. Scrutiny mechanisms are in place challenge groups both internal and external

9. Net Zero project implementation

1. The first Net Zero projects in the pipeline have commenced, with the local authority and/or Mayoral Combined Authority as building blocks for delivery
2. Drivers alongside Net Zero have been identified to align with Net Zero policy (such as social value)
3. Net Zero has been included in devolution plans

10. Political stability and decision-maker buy-in

1. There is stability in the authority – even if the party/policy changes projects can still progress
2. There is buy-in from key decision-makers such as local authority boards and their respective Investment Boards

11. Political barriers to implementation

1. The organisation has measures to manage political priority differences that could slow Net Zero policy development and progress
2. There is a clear political stakeholder engagement process to unify the position and coalesce around common aims and ambitions

12. Local community benefits and national policy alignment

1. Current policies highlight the benefits of Net Zero for individual local communities, along side the wider goals and community benefits for the whole authority area
2. Policies have been reviewed and developed as national policy changes
3. A refresh of Net Zero policy has been considered to show the benefits of Net Zero to individual communities

Planning and procurement

1. Strategic planning

1. There is a clear and adopted strategy for achieving Net Zero within the organisation (e.g., Routemap to Carbon Negative, LAEPs)
2. The strategic priorities and actions in the plan aligned with the region’s decarbonisation goals
3. The main barrier to strategy development is not due to a lack of resources (financial, personnel)
4. The current strategic plan (e.g., Routemap to Carbon Negative) actively being implemented through key projects and initiatives

2. Project execution and monitoring

1. The current strategic plan (e.g., Routemap to Carbon Negative) actively being implemented through key projects and initiatives
2. There is a project management and evaluation framework in place to track progress and outcomes (e.g., workplan trackers, metrics, stakeholder engagement)
3. The main barrier to implementation is not related to delays in project initiation
4. The key project outcomes (e.g., energy-efficient buildings, low-carbon mobility, green spaces) are being delivered on schedule
5. There is sufficient data and clear metrics to establish monitoring

3. Procurement process

1. The current procurement processes are streamlined and efficient for Net Zero projects
2. The process for selecting project partners (e.g., suppliers, contractors) is effective in bringing on the right partners for Net Zero delivery
3. Project teams have adequate resources and capacity (e.g., skilled personnel, financial resources) to meet procurement needs
4. Complexity and scale of the programmes do not cause delay in procurement

4. Resource and capacity

1. Project teams have adequate resources and capacity (e.g., skilled personnel, financial resources) to meet procurement needs
2. There is a strategy in place to strengthen skills and capacity for Net Zero procurement within the internal teams

5. Contract and risk management

1. There is a commercial review process involving legal, procurement, and finance teams for assessing the procurement approach and contract management
2. Contract management is being handled effectively to ensure value for money and avoid quality management issues during project delivery
3. Departmental integration (between (legal, procurement, finance) supports a robust review process between departments

6. Stakeholder collaboration

1. External procurement teams (e.g., third-party DPS or procurement frameworks) are providing effective support for the organisation’s Net Zero goals
2. Internal and external procurement teams are effectively collaborating to streamline processes and avoid delays
3. Strong coordination exists between external procurement and internal project teams

Community engagement

1. Net Zero plan accessibility

1. You have made your Net Zero routemaps (LAEP, local policies, etc.) accessible for communities to engage with
2. A community can see plans at a local (e.g., village or neighbourhood) level, through an interactive map or similar tool
3. Feedback has been gained from community groups and incorporated into the Net Zero plans
4. There are no specific barriers preventing the community’s feedback from being incorporated (e.g., lack of engagement, lack of capacity to process feedback)
5. There no significant barriers to making Net Zero information available in a community-friendly, accessible format (e.g., capacity and resources)

2. Community engagement and events

1. Community events (e.g., roadshows or awareness activities) have taken place at the localised level throughout the authority area
2. The responses were positive and the level of engagement was as expected
3. There was representation from across different types of communities (e.g., urban deprived, rural, farming communities, business community and community groups)
4. Engagement events have taken place in specific areas (either geographical or by theme)
5. There are no barriers to engaging with certain groups (e.g., hard to reach, cost, local objections, or misinformation)

3. Community leadership and trust

1. Community champions are in place to help convey the benefits of Net Zero and combat misinformation
2. The community champions are effective in engaging the community and addressing misinformation
3. There is a strong community involvement at multiple levels, with residents shaping projects and trust established
4. Trust and respect is established between community and local authority
5. There are no barriers (e.g., cost, misinformation, local objections) preventing engagement in certain communities

4. Demonstrator projects and participation

1. There are publicly accessible demonstrator projects in place to promote the benefits of Net Zero and showcase appropriate technological solutions
2. The levels of uptake and participation in the demonstrator projects are positive
3. If uptake is low, the resources for improved marketing can be provided
4. There are sufficient resources and identified sites to support the implementation of demonstrator projects

5. Community energy sector growth

1. We are able to use local organisations, e.g., NGOs to carry the Net Zero message
2. The community energy sector is active across the area
3. Successful projects have been delivered and are they able to act as exemplars for others
4. There are projects in the pipeline which are not facing any barriers that are preventing them from coming to fruition
5. Support is in place to enable community energy groups to thrive
6. Uptake in community energy groups is fueled by horizontal collaboration, not just external support
7. There is no support needed to identify the non-technical barriers preventing community energy groups to grow