Green Strategy
Green Strategy
2013-16
January 2014
Version 1.1
Green Strategy
River Clyde Homes Vision
Our vision is to provide quality, affordable homes, in neighbourhoods we
can be proud of and tom deliver excellent services that make a real
difference for our customers.
River Clyde Homes Values
CARES
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Customer first, performance driven
Acting with integrity, being professional
Respect for each other, our partners and our environment
Embrace innovation, challenge expectations
Spend our money wisely
River Clyde Homes Objectives
1.
2.
3.
4.
5.
6.
7.
Excellent customer experience
Sustainable homes and places
Improved energy efficiency and reduced fuel poverty
Safer and better supported customers
An efficient company
A growing company
Diverse, committed & empowered workforce
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Green Strategy
Version Control
Author
Stuart
Johnstone
Stuart
Johnstone
Page 3 of 18
Version
Version
1.0
Version
1.1
Date
04 November
2013
06 January
2014
Changes made / Comments
Format of action plan amended
Green Strategy
Contents
1. Introduction .......................................................................................................... 5
2
Background ......................................................................................................... 8
3
Context ................................................................................................................ 9
4
Plan and Priority ................................................................................................ 10
5
Implementation .................................................................................................. 12
6
Action Plans ....................................................................................................... 13
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Green Strategy
1. Introduction
Purpose of this strategy
1.1
This Green Strategy sets out our approach to achieving our objectives
through reducing fuel poverty, reducing carbon footprints and becoming more energy
efficient, both as an organisation and through our customers.
1.2
In December 2012 Scotland’s Chief Statistician released key findings from the
Scottish
House
Conditions
Survey
2011
(source:
www.scotland.gov.uk/News/Releases). Nationally, around 582,000 households
(24.6% of all households) were estimated to be in fuel poverty at mid-2011, with
required energy costs exceeding 10% of their income. This was down from 658,000
or 27.9% of households in 2010. Following sharp fuel price increases in autumn
2011, estimated fuel poverty rates increased to 28.9% affecting around 684,000
households.
1.3
From the “River Clyde Homes: Customer Satisfaction Survey” carried out on
our behalf by Research Resource in summer 2013, more than 1 in 4 of our
customers answered that they are paying more than 10% of their income towards
fuel costs and are, therefore, living in fuel poverty.
1.4
Although no housing association, local authority or government can
unilaterally prevent increases in fuel prices (a major contributing factor to fuel
poverty), some increase in average household income together with improved
energy efficiency of the housing stock can offset some of the influence of the rising
energy prices on the estimated level of fuel poverty.
1.5
With its emphasis on increasing money for both tenants and the organisation
and improving energy efficiency, the Green Strategy has linkages to a number of
organisational strategies, plans and programmes with obvious examples being the
Welfare Reform Impact Strategy, the Value for Money Strategy, the Sustainable
Homes and Places Strategy and the Investment Plan / Programme.
Impact of strategy
1.6
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The full implementation of this strategy should deliver:
Increased funds for both the organisation and customers than currently
Increased awareness of ‘green agenda’ issues for both customers and staff
Behavioural changes for both customers and staff
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Green Strategy

Greater comfort levels for customers.
1.7 The Green Strategy must cut across all areas of the business if it is to be
successful and this will mean that there is an impact on financial and time resources.
This should be considered as an investment towards our objectives.
Links to our Vision, Values and Business Plan Objectives
1.8 River Clyde Homes vision is to provide quality, affordable homes, in
neighbourhoods we can be proud of and to deliver excellent services that make a
real difference for our customers. This strategy will provide the direction, capacity
and plan for the organisation to contribute to the vision by combining property
improvements and targeting actions that will put extra funds in the hands of both
customers and the organisation itself.
1.9 The Strategy reflects our values as a company captured in CARES; confirming a
culture of putting customers first, respecting our environment, embracing innovation
and ensuring value for money.
1.10 The implementation of the Green Strategy will ensure that green efficiencies
and improvements are considered and achieved within the context of the strategic
objectives, which are:Excellent customer experience
The strategy offers an opportunity to deliver on this objective through:
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Gaining information on customer requirements to allow us to tailor services
appropriately.
Increasing the scope for improving comfort levels within the homes of our
customers.
Providing information on energy efficiency.
Sustainable homes and places
The strategy offers an opportunity to deliver on this objective through:
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
Improving the thermal efficiency of our homes.
Investing in the housing stock to meet future demands.
Improved energy efficiency and reduced fuel poverty
The strategy offers an opportunity to deliver on this objective through:
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Investment in low carbon technology
Working with customers towards more efficient energy usage
Working with partners to reduce fuel poverty
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Green Strategy

Ensuring that the organisation adopts energy efficient measures within the
business
An efficient company
The strategy offers an opportunity to deliver on this objective through:
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Reviewing potential spend to save and simply save measures
Work with staff towards more efficient energy usage
Adopt energy efficient measures within the business
A growing company
The strategy offers an opportunity to deliver on this objective through:
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Maximise our customer base by improving the physical quality of homes and
widening the scope of energy efficiency services
Securing access to green agenda funds from a variety of sources
Safer and better supported customers
The strategy offers an opportunity to deliver on this objective through:



Providing homes that are affordable to heat
Signposting energy advice for customers
Working with partners to assist those struggling with their fuel costs
Diverse, committed and empowered workforce
The strategy offers an opportunity to deliver on this objective through:


Aiding staff development through training on the green agenda
Ensuring access to information for staff on green initiatives being
undertaken by the organisation
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Green Strategy
2
Background
Current Approach
2.1 Until now, River Clyde Homes has not had in place a Green Strategy. Past work
on energy efficiency, etc. has been performed on an ad hoc basis by a variety of
staff throughout the organisation as a bolt-on to their daily work. This strategy sets
about remedying this by setting out our intentions in a structured way.
Achievements
2.2 Although no formal Green Strategy existed within the business, that is not to say
that green issues have been ignored and, indeed, there have been achievements in
this arena, for example:

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Improved thermal performance of buildings as a result of our investment
programme e.g. fitting over-cladding on blocks.
High standards of energy efficiency and low, fuel running costs within our 389
new build homes
In partnership with other local associations, external funding was secured to
facilitate a Fuel Fix project allowing referrals for all housing association
tenants in Inverclyde to an energy efficiency and advice service.
Notwithstanding this, it is argued that a structured approach will deliver more and
better outcomes than have been achieved to date.
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Green Strategy
3
Context
National and Local Drivers
3.1 Current national drivers supporting the introduction of a Green Strategy include
Welfare Reform and households struggling with reduced disposable incomes in an
economic climate where price increases for outgoings are greater than wage / salary
increases. Unemployment in Inverclyde is higher than both the UK and Scottish
averages at 11% and average household incomes in Inverclyde is lower than the
Scottish and UK averages at £23k. Organisationally, there is also an increased
emphasis from the Scottish Housing Regulator on the financial well-being of
associations and the Climate Change (Scotland) Act 2009 which sets out targets to
reduce carbon emissions. Arguably the primary driver, perhaps an international
driver, is the trend of increasing fuel prices for consumers. These drivers are current
but others may join them or some of those mentioned may become less significant
through time.
3.2 In addition, there are a number of local drivers that affect the Green Strategy and
support its introduction. Outcome 2 of the Local Housing Strategy (LHS) 2011-2016
“Inverclyde residents are able to make best use of their housing” includes the issues
of domestic energy efficiency, carbon reduction and fuel poverty. Flowing from the
LHS is the Strategic Housing Investment Plan and its Strategic Local Programme
which directs resources for new build development within the local authority area.
Also important is our Investment Plan / Programme that is forward planned a number
of years in advance. It is important that the Green Strategy works with these Plans /
Programmes as opposed to conflicting with them. There are also obvious overlaps
between the Green Strategy and the organisational Value for Money Strategy.
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Green Strategy
4
Plan and Priority
4.1 This Strategy aims to achieve 4 Strategic Outcomes as follows:

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

People - Supporting our customers to reduce levels of fuel poverty
Property - Ensuring our homes are energy efficient
Business - Making RCH itself more energy efficient
Environment – Provide benefits to the wider environment
4.2 To achieve these 4 Strategic Outcomes, items that we will seek to address are
as follows:
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Awareness raising and behavioural change
Existing Domestic Properties
Existing non-domestic properties
New Developments
Transport
Procurement
Resources
Water conservation
Waste
4.3 The Strategy sets out how we will implement improvement measures to assist
our customers and the organisation itself. As the Strategy covers the period 2013 to
2016, these measures will be tackled in the short, medium or long-term. The
Strategy considers what River Clyde Homes has total control over and can be
achieved in isolation and what will require the input of other partners. The Strategy
identifies items to be targeted, target groups / areas and targets / actions.
4.4 The action plan that is incorporated in this Strategy clearly identifies target
completion dates and how the actions link back to our Business Plan Outcomes.
Items that can be delivered quickly will be but more complex matters or matters
requiring input from others are programmed for later completions.
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Green Strategy
4.5 While Green Strategy actions will undoubtedly be a more frequent occurrence in
some areas of the business than others, if the Strategy is to be successful all
employees need to be committed to playing their individual part. It is anticipated that
there will be additional, but not new, work created because of the Strategy in respect
of Communications, Performance Management, Finance and Organisational
Development.
4.6 Some actions arising under the Green Strategy Action Plan could be listed
against more than one Strategic Outcome. To avoid duplication actions will only be
listed once.
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Green Strategy
5
Implementation
5.1 The Green Strategy will be reviewed one year on from its approval. Participants
to the review process will include as a minimum internal staff sitting on a crossservice Green Strategy Working Group and a customer feedback panel.
5.2 The Strategy will be refreshed on an annual basis as part of the Business
Planning process and to ensure that the strategy reflects up to date legislation and
best practice.
5.3 The Green Strategy Working Group will monitor the action plan to ensure actions
remain on target and will report exceptions to the SMT on a quarterly basis. The
SMT will do likewise in reporting to the Board.
5.4 Lead Officer for the Green Strategy is the Head of Business Resilience although
the full managerial team has collective responsibility for delivering the strategy and
action plan.
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Green Strategy
6
Action Plans
6.1 A number of actions require further discussion with partners and priority tasks
and activities will inevitably evolve and change over time.
6.2 Customer influence over the Strategy will also develop through time, particularly
through the customer led scrutiny arrangements as these embed and begin to
influence decision making. This will have an effect on action plans and priorities but
the attached plan serves as a useful starting point from which to begin.
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Green Strategy
Strategy Outcome
Actions and Tasks
Lead
Date by
Links to Business
Plan Outcome(s)
1,2,3,4,5,6,7
Support customers to
reduce fuel poverty
Establish a cross-service
working group (CSWG) to
provide a focus for all green
strategy actions to flow through.
Appoint energy champions and
provide training so energy can
be saved in homes and offices
and climate change is
considered within the delivery of
services. Front line staff should
be given extra training so they
can provide energy advice.
Establish a database of services
available from external
organisations that would assist
implementation of the strategy.
Provide information to tenants
through welcome packs,
workshops and tenant groups.
Support Inverclyde Council to
deliver its Big Lottery funded
project, “Fuel Poverty Fix
Inverclyde.” – renaming to follow
Work with external partners
Head of Business
Resilience
February
2014
CSWG
April 2014
1,2,3,4,6,7
CSWG
April 2014
1,2,3,4,6,7
CSWG /
Communications
Manager
Neighbourhood
Planning and
Development Manager
June 2014
1,3,6
March 2015
1,3,6
Property Care
Start January
1,3,6
Green Strategy
Ensure energy
efficient homes
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(Scottish Water, Home Log
Book and Energy Savings Trust)
on their water usage audit and
energy advice project for exiting
stock
Using data from the above audit
encourage customers to use
less water and produce
information about how to save
water
Work with other social housing
providers to reach a wider
audience with energy efficiency
awareness campaigns.
Establish current energy usage
within existing housing and set
reduction targets
Integrate energy efficiency into
the organisational investment
programme
Ensure all bidders (consultants
and / or contractors) are aware
of the need to deliver energy
efficient new build housing
through clear briefs and
inclusion of the RCH
Sustainable Development Policy
in the documentation.
Work with other social housing
providers to bring down the cost
of energy efficiency measures.
Operations Manager
2014 / End
December
2014
Communications
Manager
January 2015
1,3,6
Communications
Manager
October 2014
1,2,3,4,6
Head of Business
Resilience
September
2014
2,3,6
Investment, Planning
and Delivery Manager
January 2014
and on-going
1,2,3,6
Neighbourhood
Planning and
Development Manager
January 2014
and on-going
1,2,3,6
Head of Business
Resilience
January 2015
2,3,4,
Green Strategy
Ensure energy
efficient business
Benefit the wider
environment
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Set aside staff time for actions
that reduce carbon dioxide
emissions
Ring-fence funding and re-invest
savings from energy efficiency
measures into further work on
sustainable energy
Attract external funding sources
to maximise results
Chief Executive
January 2014
1,2,3,4,5,6,7
Finance Manager
April 2014
2,3,4,5,6
Head of Business
Resilience
1,2,3,4,5,6
Audit energy usage within each
office to set a baseline
Specialist Services
Manager and Finance
Manager
Specialist Services
Manager and CSWG
Start January
2014
onwards
January 2015
January 2015
3,4,5,7
Specialist Services
Manager
Specialist Services
Manager
January 2015
3,4,5
January 2015
3,4,5
Specialist Services
Manager
October 2014
4,5,7
CSWG
October 2014
1,2,5,7
Establish how energy used in
the offices can be reduced and
set targets for improving energy
efficiency
Audit water usage within each
office to set a baseline
Adopt a systematic approach to
water reduction in offices which
should result in a fall in water
consumption between 20 to
50%
Ensure that the recycling
facilities meet the needs of the
organisation and promote these
to staff
Provide the local community
(individuals, organisations and
businesses) with information.
3,4,5
Green Strategy
Work with Inverclyde Council
Education Services to ensure
future generations can make
informed choices relating to
environmental management and
resource use by incorporating
activities on emission reduction
into lesson plans.
Ensure new developments have
adequate access to public and
active transport links.
Minimise emissions from waste
during building works, and in the
case of new build, postoccupancy.
Use green procurement to
reduce the impact of climate
change, improve energy
efficiency such as purchasing
only A-rated appliances, setting
environmental criteria to be met
by contractors, etc.
Establish how to reduce
emissions from the
organisation’s fleet and
implement. Could involve, for
example, ensuring all new
vehicles are efficient, advice to
staff about economical driving
techniques, etc.
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CSWG
August 2014
2,3,5,7
Neighbourhood
Planning and
Development Manager
Neighbourhood
Planning and
Development Manager /
Investment Planning
and Delivery Manager
Business Planning and
Performance Manager
January 2014
and on-going
1,2,5,6
January 2014
onwards
1,2,3,4,6
January 2015
3,4,5
Head of Business
Resilience
January 2015
3,4,5
Green Strategy
Establish methods and policies
to encourage reducing
emissions for all staff travel.
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Organisational
Development Manager
January 2015
3,4,5,7