EIF2 Low Carbon Challenge Programme
Long Term Sustainability Statement,
Transition Plan and Business Case
Support Paper
Prepared by Skyblue Research Ltd
April 2014
1|Page
SECTION 1: SUSTAINABILITY STATEMENT
2|Page
EIF2 Low Carbon Challenge Programme
Long Term Sustainability Statement to March 2017
Our vision for (EIF2) Sustainability: “A comprehensive approach to decarbonising in existing
buildings in the UK, realised through a robust skills and training infrastructure. Thereby assisting the
delivery of climate change targets and assisting UK Government to meet its energy efficiency
aspirations through Green Deal, ECO and other policies.”
Introduction
The EIF2 Low Carbon Challenge Programme was successfully transitioned from a predecessor EIF1
Programme so that work funded to develop the Green Deal Competency Framework could
successfully continue, consolidate and expand between April 2012 and March 2014. During the EIF2
Programme period a partnership of Sector Skills Councils (under the banner of the ‘Green Skills
Alliance’) have been able to resource a series of related activities designed to help better prepare
the workforces of CITB, SummitSkills and Asset Skills for business contracts and opportunities
expected to come as a result of stimuli to the energy efficiency market – with one catalyst being the
government’s flagship initiative, Green Deal.
This Statement seeks to express an ambition to continue to work together, under the governance
of the Green Skills Alliance, actively responding to and meeting needs of employers within the
following vision parameters:
Green Skills Alliance: Vision Statement
Our vision is to support low carbon transition by influencing skills policy and ensuring an effective
response by built environment sectors to new practices and technologies requiring new skills and
the application of current expertise in new ways.
We will do this by:









Working with employers to serve as a collective, representative voice on skills and training
issues
Developing a programme-led approach to addressing emerging low carbon skills needs in
the built environment through projects like Build Up Skills, Low Carbon Challenge and BEST
Engaging with key Industry-Government strategic partners such as the Green Construction
Board and Industrial Strategy Delivery Group
Building the evidence base on the new skills required to support new practices and green
construction technologies
Raising awareness of the importance of skills development and competence in the
implementation of built environment policy, such as the Green Deal
Working closely with government departments across the UK to support delivery of relevant
policy initiatives
Developing comprehensive training and accreditation pathways for the existing workforce,
apprentices and new entrants
Assessing and developing responses to changes in skills policy
Supporting our sectors to respond appropriately to emerging skills needs resulting from the
low carbon transition.
31st March 2014
3|Page
Lifetime of the Long Term Sustainability Statement
The Statement is deemed valid until March 2017 but is of course subject to change as governed by
the Green Skills Alliance.1 There is a real commitment from GSA partners to the ‘green agenda’ with
special emphasis on understanding how buildings are constructed with energy efficiency in mind,
how they are used and how they behave driven in part by this focus by the Green Construction
Board.
Strategic Intentions
As a result of EIF2, and wider strategic connections made during its lifetime, it is the intention that
some of the activities that have been funded between 2012 and 2014 will continue (‘be sustained’),
and in some cases, are already embedded to the degree that they have a shelf life of at least 5 years
beyond EIF2. Whilst not all activities will be sustained, it is intended that between April 2014 and
March 2017 more companies (especially SMEs and the supply chain) interested in competing for
‘green energy efficient’ business will have the opportunity to access relevant insight in order to
make practical decisions about what, when and how to invest in appropriate training for themselves
and their workforce. This ambition is captured in three over-arching strategic intentions based on
what employers involved in the EIF2 Programme have asked for; and will be invited to actively
champion with the GSA during the lifetime of this Sustainability Statement.
•The Green Skills Alliance
will continue its work and
provide a sustainable
vision and governance to
which EIF2 legacy activity
can align and add value for
at least the next three
years
SUSTAINED VISION
& GOVERNANCE
•In order to meet the
needs of industry and
remain responsive, the
Green Deal Competency
Framework needs to be
maintained and
resourced; allied to the
opportunity for ensuring
the standards and
qualifications landscape
for ‘Green Deal’ (and
wider energy efficiency
markets) are up to date
and accessible
RESPONSIVE
FRAMEWORK AND
CURRICULUM
•A legacy of useful
information, knowledge,
skills and learning from
‘early adopter’ (installers
and assessors) will be
shared more widely so
that barriers are removed
more quickly, and
business performance
more likely to be impacted
positively as a result for
firms
PROACTIVE
COMMUNICATION
The successful achievement of these strategic intentions will rely on the ability of the GSA to
position activities and interventions effectively within an emerging energy efficiency policy
landscape. The GSA will continue to monitor this external policy environment on behalf of, and with
the active engagement of, employers in order to best navigate risks and opportunities to the
appropriate investment in green skills and training in future. Policy within devolved nations will also
be achieved by virtue of the UK coverage of Alliance members.
1
Rationale for 2017 Statement Lifetime agreed by the GSA 11th February 2014: The Construction Leadership Council has set interim
targets: 30% reduction emissions 2017; 40% reduction by 2020 based on 1990 levels; and 50% reduction by 2025
4|Page
Macro Environment and Future Timeline
External drivers that could impact (positively or negatively) on the ability for EIF2 enabled
infrastructure to encourage investment in skills and training by the industry in ‘green skills’ including:
Impact Factors Expected 2014-2015 (Transition Plan Period)
April 2014 – March 2015
'New ECO / Green
Deal' Consultation
Energy Performance of
Buildings Directive
Energy Management
(Energy Performance
Contracting)
Wholesale
Apprenticeship and
Qualifications Review
Change in Energy
Policies for the
General Election
Construction Industrial
Strategy
(Implementation)
Any changes to Feedin Tariffs
BIS Employer
Ownership
Any changes to
Microgeneration
Certificate Scheme
Review of the Big 6
Low Energy Company
Schemes
Energy Savings
Opportunity Scheme
(ESOS)
Horizon 2020
(European Fund)
Scottish Referendum
Sector Skills Council
Re-organisation
Major Infrastructure
Project Impacts
Smart Meter Roll Out
Programme
Renewable Heat
Incentive Introduction
Core Cities
(Regional/Local Plans
& Priorities)
Green Deal Advisors –
training and CPD
consultation
Impact Factors Expected Post March 2015
2015
2016
2017
Beyond 2017
General Election
Changes to Green
Deal
Interim low carbon
targets
EPC Legislation (2018)
Energy Policy Defined
Legislation e.g. no gas
boilers in new builds;
tenant legislation
Energy Management
(Energy Performance
Contracting)
Construction
Industrial Strategy
Lifetime Targets
(2025)
Energy Mix & Security
Allowable Solutions
Small ECO market
EU 2030 emission
targets
5|Page
Strategic Relations to Achieve Sustainability
The sustainability of EIF2 is predicated on the desire to continue with a number of relationships with:




The industry (employers) across the Green Skills Alliance sectors
Government(s): especially the Department of Energy and Climate Change, Department for
Business, Innovation & Skills and Department for Communities and Local Government
The Green Construction Board (especially its Skills and Knowledge Group where influence
and co-ordination of action plans and interventions for the future will be most important2)
Green Deal Oversight Registration Body (ORB), its Strategic Group and its Installer and
Assessor fora (where the GSA has a standing ‘slot’ for the next two years)
Dependencies
The scale of transition and sustainability will to some degree depend on continuing policy needs. A
continued UK commitment to improving energy efficiency within the built environment is a
precondition required to enable effective sustainability of this work. Should this (policy) need
become secondary then the market demand would diminish affecting any intervention relating to
workforce development. Optimistically, as a direct result of EIF2 pathways now exist that will enable
a holistic response to future skills barriers and gaps with employers, government and skills bodies all
working much closer together.
Risks and Opportunities to Achieving the Ambitions of this Sustainability Statement










Sector Skills Council restructuring which also affects lead times in order to develop (then
identify and confirm or otherwise resourcing for) business cases to transition EIF2 activity
The outcome of the Government’s consultation of ‘New’ ECO and Green Deal and the impact
this has on industry (supply chain) reaction, attitudes and behaviours (i.e. will they see it as a
sufficiently profitable market opportunity to invest in whilst still in its early stages of
formation or not)
Consumer demand for energy efficiency (to drive the market or not)
Changes to energy efficiency policy that impact the pace / priority of skills related
investment
The lack of resources to keep the energy efficiency curriculum up to date and responsive
The lack of influence the GSA can bring to bear on the quality of training infrastructure to
offer training experiences that employers will (consistently) value and invest in
The behaviours of Awarding Organisations who won’t offer the qualifications if they don’t
see a sustained demand for them
The willingness of SMEs to invest (not just the larger contractors)
BIS/Skills Policy debate around role of intermediaries in general; thrust towards increased
employer ownership; influence of trade associations (many across the CBE)
Wholesale Apprenticeship and Qualifications Review
This Sustainability Statement is supported by a Transition Plan for the period 1 st April 2014 – 31st
March 2015 which is also under the governance of the Green Skills Alliance.
2
Key themes of research to underpin a new action plan are expected to include: Defining business case for low carbon and low energy and
using it to drive training: Promoting sustainability across school to adult education; Developing training resources; Embedding low carbon
across professional standards and training (like BUS)
6|Page
SECTION 2: TRANSITION PLAN
7|Page
EIF2 Low Carbon Challenge Programme
Transition Plan 1st April 2014 – 31st March 2015
Through an agreed process of consultation and collation of information, EIF2 ‘end of Programme’
action plans, (draft) Project Lead recommendations and latest insight between January and March
2014, this paper sets out a proposed Transition Plan for the EIF2 Low Carbon Challenge Programme
to the 31st of March 2015. The main processes that have led to its formation were:



A structured workshop with EIF2 Project Leads on the 5th of March where every single EIF2
contract deliverable was considered in terms of its effectiveness, scalability and resourcing
implications for the future
Face to face and telephone interviews with SSC Leads and GSA members to fill gaps of
information regards organisational resources and intentions for the 2014-2015 period
Oversight by the EIF2 Programme Manager in order to make as many connections as
possible that would assist in the positioning of the Transition Plan
The re-organisation of each Sector Skills Council, and factors affecting their ability to predict with
confidence the internal and external resources they may be able to leverage in order to transition
activities has been a limitation of the work, but this is why the first quarter of the proposed
Transition Plan is dedicated to developing businesses cases and sharing those with the appropriate
structures (e.g. industry committees and trade associations) in order that prioritisation of key
activities and their resourcing can be agreed. As such, whilst this Plan seeks to be as tangible as
possible it is subject to change as each business case is developed and confirmed or otherwise.
Resourcing
Opportunities
Identified
EAG drives agenda
for technical activity
Communications
Plan activated
Communications
Plan continues
Strategic Links
Achieved (devolved
nations and Europe)
Horizon 2020
outcome
EAG and Exemplars
evolution
Q4
Business Cases
Developed and/or
Agreed
Commissioned
activity implemented
Q3
Coordination
Q2
Q1
The Transition Plan can be divided into four quarters with corresponding thematic actions
between 1st April 2014 and 31st March 2015.
Case Studies and
Good Practice
Celebrated
Prepare 2015-2017
Action Plan (GSA)
UKCES Metrics
Updated
Investor Relations
1st April to 30th June
2014
1st July – 30th
September 2014
1st October – 31st
December 2014
1st January – 31st
March 2015
8|Page
Summary
Not all EIF2 funded activities will continue, partly because the task originally funded has now been
successfully completed; and partly because there will not be a readily identifiable resource (in terms
of officer time nor cash) to sustain certain interventions enabled through EIF2.
Where infrastructure paid for with EIF2 co-investment is now ‘low-maintenance’ but aligns with the
strategic vision, it is more likely to be successfully transitioned. A number of business cases are being
made and resourcing opportunities being actively pursued in order to increase the likelihood of ‘high
value’ or ‘effective’ activities to continue and evolve as they were able to during the EIF2 lifetime.
A separate document (Business Case Information) has been prepared that outlines some of the
information that could inform the development of businesses cases to be compiled (by SSC officers)
between April and June 2014. In summary Business Cases may be required / have been suggested
during the EIF2 transition planning process for:
1. Co-ordinator resource to ensure the Transition Plan is implemented effectively;
communication plan activated; support provided for SSC officers needing to compile
business cases in Q1; and to support new opportunities to leverage in resources towards
sustainable goals as and when they arise
2. Evolution of the Exemplar Network (cash and officer time required)
3. Implementation of the GDCF Action Plan Recommendations (includes a variety of technical
and communication activities for the 2014-15 period)
4. Communications Plan and its implementation – digital, events and public relations
5. The evolution of the Expert Advisory Group with revised Terms of Reference into an
‘Employer Ambition Group’ (with possible employer chairmanship) but with Coordinator
Secretariat support) and ‘best’ Exemplars at its heart (funded to be there)
6. Light touch monitoring, evaluation and insight activity
Resourcing
Transition will be dependent on the ability to leverage from a number of identified resource
channels (nb. not always cash; could be expertise or tapping in to officer time that supports the
Transition Plan activities). A list of 25 possible resourcing channels3 have so far been identified as
part of this process and are included in the separate ‘Business Case Information’ Paper.
The scope, scale and alignment with each of these resource channels is as yet unknown, which is
why as part of the Transition Plan it is important to continue the Programme Management
(coordination role); and for suitable business cases to be developed aligned to the appropriate
resources identified as part of the Transition Planning process.
In some cases recent decisions have been granted that confirms some ‘business as usual’ or
additional resources to continue specific EIF2 activity e.g. in Scotland (CITB Training Committee,
March 2014); but for most areas any SSC internal resourcing decisions have yet to be confirmed
other than the over-arching agreement to continue with the GSA and the officer time that
governance structure attracts.
3
Please see Appendix 3
9|Page
Transition Plan: Q1: April-June 2014
Q1:
April to June 2014
1: Programme
Coordination Continued
(2 days per week) and
Resourcing Plan
What
Rationale
Resourcing
GSA to agree continued
need for ‘Programme
Manager’ for the Transition
Plan period
GSA internal resources
2: EAG Group Evolution
(Chair and coordinator
roles required)
Refresh Terms of
Reference4; and combine
with Exemplar Good
Practice Network
recommendation from EIF2
Workstream 1
Without this, activities are unlikely
to transition at the pace required
and whilst SSCs reorganise Q1
actions may be delayed or deprioritised
The EAG members voted at their last
EIF2 meeting to continue the forum,
and the follow up survey supports
this request but with re-purposed
Terms of Reference to meet future
needs. The EAG is seen as an
important employer feedback loop
for SSCs and DECC to keep activity
industry relevant. The SME voice is
especially vital in any refreshed EAG
for future
Completion of the contract attracts
a variety of formal tasks; as well as
opportunities to contribute to
showcasing activity (e.g. end April
2014) and case study development
Without prompting and support
(from the Programme Manager role)
these business cases may not be
developed (at all or at a pace to
achieve their potential). Cases
should be constructed and shared
with the GSA initially so
coordination is achieved; though it is
expected that some cases will then
be shared to different groups e.g.
trade associations or CITB
committees
GSA internal resources
(Programme Manager;
Financial Officer(s) SRO)
3: Investor Relations
(UKCES)
The EIF2 Programme will
need final sign off in April
and possible actions to
complete the contract
4: Business Case
Development to
transition EIF2
Workstream
Recommendations and
Proposed Action Plan
Each EIF2 Project Lead has
created reports and / or
action plans or options for
transition but many of
these need a costed
proposal to be written and /
or confirmed by another
group or committee
5:
Communication Plan
The PRASEG event at the
House of Commons and
Showcasing Event (end
April) are just two examples
of what needs to be a wider
agreed Communication Plan
for the EIF2 Programme
As part of this Plan seek
clarity about which aspects
of (cross-SSC) web
architecture will transition
Owner
GSA internal resources
(venues, secretariat,
communication between
meetings, employer
expenses)
Employer chair leadership
idea has been suggested
as has Exemplar
involvement (would need
to be paid)
The infrastructure has been created
but it now needs to penetrate the
industry to ensure its potential is
fully exploited. A Plan to coordinate
the diverse GSA communications
channels should support this
ambition for 2014-15 e.g ECO FM
showcase event series (AssetSkills)
This will vary depending
on the nature of the
activity and business case
Workstream 1: see action
6
Workstream 2: see action
7
Workstream 3: see action
5
Workstream 4: see action
7
Workstream 5: see actions
1 and 2
Resource (officer time) is
required to prepare for,
deliver and follow up on
the named events; but
also to develop the EIF2
Workstream 3 output into
a ‘new’ agreed
Communication Plan for
2014 onwards
Need to ensure content is industry
relevant e.g. GD&Y, CTC, Green Info
Hub (each owned by different SSCs)
Individual SSCs to confirm
budgets for maintenance /
migration / developments
4
EAG role is to continually address this question: “Where should GSA be focussing its efforts and resource for
industry in relation to the energy efficiency agenda?”
10 | P a g e
Transition Plan: Q1: April-June 2014
Q1:
April to June 2014
6: Exemplar
Relations
What
Rationale
Resourcing
See Appendices for detail:
Develop business case for a
Scenario 2 that will see
current Network sustained;
and up to 3 new Exemplars
attracted to the Network
Evaluators have suggested
that AssetSkills perhaps
seek to take leadership on
this (in terms of officer
time) next phase of the
Exemplar development
(given its links to
communication activity in
particular); and to link in
with work in Scotland
7: GDCF and
Technical
Workstream
Transition
(Business Case)
See Appendices for detail:
Business case to be
developed (c£50,000£100,000) to fully
implement
recommendations from
GDCF Impact Analysis
Report and Action Plan
8: Scottish EIF2
Activity Transition
(scaled up)
Energy Efficiency
Qualifications Scoping
Project and Green Deal and
Energy Efficiency Project
business case approved
March 2014
9: Horizon 2020
Bid Development
As part of the cross-SSC
Plan and legacy of
BUSUK Pillar 2
collaboration submit a
Horizon 2020 bid (up to
1.7m euros)
DECC DBIS DCLG (Joint
Meeting as suggested by
EIF2 SRO in January 2014)
DECC Insight Relationship
Independent evaluation suggests
high value and additionality
created as a result of (some)
Exemplar activities; and
opportunity to propagate good
practice not yet realised; this
good practice network should be
at the heart of any new, revised
EAG (8 Exemplars
contributing/benefiting by March
2015)
The Framework needs to remain
live and responsive to industry
needs, new measures that
demand technical work in order
for it to remain fit for purpose.
The Impact report includes
actions that have been
considered by the Project Lead
and is developing into a Cross SSC
Plan that requires resourcing
from each partner
Ultimately to build on previous
activity including EIF2 and to
develop a common curriculum
for blue collar workers in the CBE
sector; increased stakeholder
engagement; opportunity to
increase SME engagement in
essential training including
SWI/EWI
Evidence of continued cross-SSC
collaboration; builds on BUSUK
thinking but with slightly
repurposed criteria; good focus
on energy efficiency curriculum
and communication
PRASEG event follow-up
required; opportunity for GSA to
leverage 3 departments at the
same time; and firm relationships
with DECC’s research and
evaluation programme
Energy Policy expected to be
quite partisan and ‘turbulent’ in
all devolved nations over the next
12 months (independence
vote/election)
10: Government
Relations
11: GSA Continued
Horizon Scanning
& Policy
Navigation
Watching brief on, and
influence of, energy
efficiency policy where GSA
remit is most relevant; and
identification of strategic
linkages e.g. EEIP, devolved
nations
Owner
This is a cross-SSC Plan and
as such requires financial
and officer input from each
member
Resource has already been
secured for technical
(energy efficiency
curriculum activity) in
Scotland during transition5
GSA has agreed to
resource this through
officer time and expertise
GSA officer time
Programme Manager time
(for post PRASEG event
follow up) and to help
coordinate meeting(s)
GSA Officer time e.g.
attending standing slot (for
next 2 years) on Green
Deal ORB industry fora
5
£113,000 including some match funding for the energy efficiency qualifications scoping project; and a further £157,000 for green deal and energy efficiency
activities themed around training for SMEs, career progression and supply chain research
11 | P a g e
Transition Plan: Q2: July-September 2014
Q2:
July-September 2014
1: Resourcing Plan
feeds business cases as
required
What
Rationale
Resourcing
Programme Coordinator in
place with ‘Resourcing Plan’ to
help SSCs develop / refine
business cases as required
GSA internal
resources
2: Commissioned
activity commences
(for successful business
cases)
Subject to outcome of each
individual business case in Q1;
implementation of activity will
start to be delivered as part of
the cross-SSC Plan
The Resourcing Plan is a list of
possible internal / external
resources6, contacts & channels of
funding / decision making units that
could be leveraged to support this
Transition Plan and longer term
sustainability
Workstream activity transitioned
where business cases have been
successful and / or where ‘business as
usual’ resources have been
confirmed. This could be for any / all
of the Workstream (see appendices)
3: Strategic
Connections made to
ensure ‘join up’ and no
missed opportunities
As a result of continued
GSA/EAG/Government dialogue
ensure any opportunities for
leveraging support for this Plan
are identified and a response
provided
4: Horizon 2020 Bid
Submitted
The bid is due for submission by
6th June
e.g. GCB Skills
and Knowledge
Working Group
Action Plan
synergies
e.g. EEIP linkages
as work starts to
be implemented
European Union
5: Communication Plan
activated
Resources for events, PR and
digital mix channels should be
confirmed in Q1 across the GSA
partners
e.g. Attend Institute of
Domestic Energy Assessors
(Sept 2014)
8: Scottish EIF2 Activity
Transition
Energy Efficiency Qualifications
Scoping Project and Green Deal
and Energy Efficiency Project
6 monthly completion of (post
EIF2) monitoring / metrics
Significant changes and
announcements are expected by this
time around energy policy and it will
be important that the GSA can
capture and respond; insight should
be shared with industry too via CTC
and Green Info Hub as part of the
Communication Plan
The GSA is overseeing the submission
process with employer leadership at
the heart of
As at March 2014, the end of
Workstream 3 Report suggests a
number of channels are being
considered for transition. Q1 should
see the formulation of a plan with
resources agreed; Q2 should see
activation of the Plan. Event
mentioned (left) is being attended by
AssetSkills under GSA banner
Implementation Activity as per
Project Plan
UKCES have asked each investee to
provide 6 monthly metrics against
some core areas only e.g. employer
engagement
GSA internal
resources
(Programme
Manager;
Financial
Officer(s))
GSA research
team officer time
(where it exists)
7: Investor Relations
8: DECC Insight Activity
Linkages
6
GSA ‘researchers’ linked in with
DECC’s GD/ECO Evaluation
Team
Chance to feed in / influence / benefit
from GD/ECO evaluation focus on
supply chain needs
Owner
E.g. Universal
Services/NOS
review for
technical work to
keep GDCF up to
date
To be confirmed
Q1 (CITB,
SummitSkills and
AssetSkills) –
other resources
to be leveraged
too (DECC, BIS,
Trade
Associations)
CITB (agreed)
Please see draft list in the Long Term Sustainability Statement Paper April 2014
12 | P a g e
Transition Plan: Q3: October-December 2014
Q3:
OctoberDecember 2014
1: EAG/Exemplar
Meeting (Industry
Insight, Good
Practice and
Insight for GSA)
What
Rationale
Resourcing
Meeting of the ‘EAG’
(refreshed / with Exemplars at
its heart (for efficiency)
If the EAG is continued; and if
Exemplars (growing network) is
sustained a meeting at this
juncture seems likely (every 6
months)
Subject to business case
/ BAU)
Venue/travel costs
2: Commissioned
activity (continued
implementation)
Workstream activity
continues as per agreed
outcome of business case
where relevant
Various sources as per
business case (mix of
internal SSC financing
and external e.g. DECC,
Universal Services)
3: Communication
Plan (continued
implementation)
GD&Y and CTC site content
ready for migration;
AssetSkills to maintain Green
Info Hub; communication
activity to increase take up of
units on the GDCF
It is anticipated that the cross-SSC
Plan will require GDCF technical
refresh by Q3; the Exemplar
Network evolution should be
happening; and any work taken
forward
The digital content infrastructure
will be undergoing some
transition at this phase of the
Plan; including migration in the
case of CITB content; and
continued refresh in the case of
AssetSkills and SummitSkills
Detailed plan already in place
with a variety of technical and
practical interventions, notably
SME training workshops
GSA will have been developing
scenarios to prepare for the
outcome of this decision
(preparing resourcing/staffing
structures for delivery should the
bid be successful)
To identify connections;
influence; leverage on a
continuous basis; identify
opportunities
CITB (agreed)
4: Scottish Energy
Efficiency Project
work(continued
implementation)
5: Horizon 2020
decision
6: Strategic
connections
continuing to be
made –
government,
industry and
investor relations
Event: Environmental
Management Expo (Excel
November – Asset Skills)
Delivery of agreed Project
Plan – includes training for
SMEs
Decision expected November
2014
GSA watching brief as per
vision to ensure ‘skills
response’ to industry need
and low carbon/energy policy
Owner
Internal SSC (BAU)
resource
GSA officer time
European Union
GSA officer time
13 | P a g e
Transition Plan: Q4: January-March 2015
Q4:
January-March 2015
1: Commissioned activity
(continued
implementation)
What
Rationale
Resourcing
Workstream activity
continues from Q2
Implementation of activity continues
and works towards further transition
as appropriate for the next period
(2015-2017) as governed by the GSA
2: Communication Plan
(continued
implementation)
New content in light of
announcements to keep
industry informed of skills,
qualification, training needs
and opportunities
3: Scottish Energy
Efficiency Project work
(continued
implementation) –
planning for 2015-17
4: Horizon 2020 decision
Delivery of agreed Project
Plan (final quarter)
The requirement to increase the
impact and use of the GDCF and
associated qualifications is part of
the communication activity; new
announcements or events or
roadshows or training content is also
worth promoting to the industry via
digital infrastructure
Detailed plan already in place with a
variety of technical and practical
interventions – scoping report and
final outputs due this quarter
Mix of internal
SSC financing
and external e.g.
DECC, Universal
Services
Internal SSC
(BAU) resource
tbc
5: Strategic connections
continuing to be made –
government, industry and
investor relations
GSA watching brief as per
vision to ensure ‘skills
response’ to industry need
and low carbon/energy policy
6: Prepare 2015-2017 Plan
(to update this Transition
Plan)
Refresh of this Plan with all
latest insight, intelligence and
resourcing decisions
If successful, the Horizon
2020 work will need planning
in for 2015-2017 by the GSA
partners
Owner
CITB (agreed)
This will be a significant project to
deliver in during the ‘Long Term
Sustainability Statement’ period to
2017 allowing for energy efficiency
developments in line with GSA
ambitions
To identify connections; influence;
leverage on a continuous basis;
identify opportunities
GSA officer time
European Union
Significant change is expected in the
next 12 months; by January 2015 it
will be appropriate to plan a further
24 months’ activity under the
oversight of the GSA
GSA officer time
GSA officer time
Draft 3, 7th April 2014
Subject to Amendment before 30th April 2014
Alan Graver, Skyblue Research Ltd
alan@skyblue.org.uk
T: 01904 340942
14 | P a g e
SECTION 3: INFORMATION TO SUPPORT THE
DEVELOPMENT OF BUSINESS CASES IN Q1 OF
THE TRANSITION PLAN
APRIL TO JUNE 2014
Please Read in Conjunction with Transition Plan
15 | P a g e
Purpose of this Paper
1. To outline a list of decision making criteria that could be used by the GSA to appraise any
business cases made for resourcing EIF2 transition plan activities from April 2014-March
2015
2. Information provided by EIF2 Project Leads that should help shape any new business cases
to be developed for appraisal by the GSA (this should be viewed as example information
only and is subject to change in light of any new operational information relevant to
businesses cases when compiled)
Criteria for Transitioning Decisions
As part of the process to underpin this Long Term Sustainability Statement and Transition Plan for
the EIF2 Low Carbon Challenge Programme a number of criteria have been suggested to help the
GSA determine what can or should be sustained from April 2014:
1
2
3
4
5
6
7
8
9
10
Industry Value: How relevant the activities / products / services are to the sector
Industry Buy-in: Active demand and support from trade associations, federations, members
Policy Contribution: Extent to which activity links to government energy efficiency policy
Self Sustaining: Ability to enable industry to adopt solutions for themselves
Resources: Availability of internal and external resources to transition activities
Impact: Opportunity to focus on activities that appear to have most impact on stakeholders
Business as Usual: Where activities transition ‘naturally’ without additional expense
SME Focus: prioritisation of activity that enables more SMEs to engage with the agenda
Income: Identification of commercial opportunities for GSA partners
Strategic Alignment: Must align to GSA vision and individual GSA partner strategies
In summary Business Cases may be required / have been suggested during the EIF2 transition
planning process for:
1. Co-ordinator resource to ensure the Transition Plan is implemented effectively;
communication plan activated; support provided for SSC officers needing to compile
business cases in Q1; and to support new opportunities to leverage in resources towards
sustainable goals as and when they arise
2. Evolution of the Exemplar Network (cash and officer time required)
3. Implementation of the GDCF Action Plan Recommendations (includes a variety of technical
and communication activities for the 2014-15 period)
4. Communications Plan and its implementation – digital, events and public relations
5. The evolution of the Expert Advisory Group with revised Terms of Reference, employers
leading the Group) possibly chairing but with Coordinator Secretariat support), ‘best’
Exemplars at its heart (funded to be there)
6. Light touch monitoring, evaluation and insight activity
16 | P a g e
EFFECTIVENESS
Workstream 1: Exemplars
Most effective aspects
of Exemplars
Workstream?
Evidence?
What things worked
really well that should
continue?
INFRASTRUCTURE
No need for
continuation
What infrastructure
has been created?
Who owns it?
Who maintains it?
Future maintenance?
SCALE
What was the 'reach'
of your activity during
EIF2?
Demand from April
2014?
Geography?
Scalability?
Resources during EIF2
RESOURCES
Future Scenario 1
Future Scenario 2
Future Scenario 3
Business Case status?
Learning gained from working with variety of different sized organisations in GD.
New models and practices e.g. how can we go about embedding employment and skills
and training in scope of procurement for GD activities e.g. Parity model
Exemplar feedback; independent evaluation; Project Lead final report
Long term study of working with these organisations.
Should we embark on another round of Exemplars? (18 applicants originally)
Federations - might want to engage with more to share with Exemplars. Opportunity is
there.
One of Exemplars didn't work because of internal changes. Internal dynamics can have
impact. Would change SSC officer time allocation (too much allocated). Offer was too
big - Exemplars couldn't use the allocated resource.
 Partnership between three SCCs and the Exemplars.
 Lot more that could be made of that.
 Limited amount of time available to devote to it - mechanism is there that could be
developed or continued.
 Green Deal installer hub. Links to thing like Cut the carbon and vice versa.
Difficult to say. Will vary.
Difficult to say. Will vary.
Difficult to say. Will vary.
Indirect c 3,000 employers/employees via Exemplar networks and supply chains (inc:
Coop, Green Deal Installer Hub, Federations, EAG. Direct:
c. 500. FMB, NSAfC, INCA, AFB, HBF etc plus trade bodies / associations. Professional
side - RICS/CIOB, Facilities Management
Exemplars - see that they can still contact us post- March 2014. Still beneficial to
maintain those relationships. Provide conduit to other key partners / stakeholders. Will
not lose the contact - but do we want to be pro-active? Potential for increased demand
- who would they want to make use of - different branches of organisation. NCC, qual
side (different for SummitSkills and Asset Skills). CITB Still have concept of the greater
good i.e. would want to support these people anyway
Exemplars could be selected any part of UK dependent on objectives
Is scale able - very easy to scale up re: what we want to get out of it. Probably another
round of 6 Exemplars (need to keep 'exclusivity')
Original - 60 days / Exemplar. Across the 3 partners. X number of days for Project Lead.
SH - 1.7-1.8 days / week. Probably over mgt / under direct Exemplar support side. £5k
England / £0 Scotland incentive to Exemplars










Maintenance - responsive not pro-active. If need anything get in touch.
Follow up meetings 2x / year. x days/year catch up + reactive.
Differ between the different organisations.
Pro-active approach to increase network (6 new ones).
Maintain existing network.
6 new action plans and build on learning from EIF2.
Transfer learning between the 2 sets.
Training option - upskilling workforce.
Network to have dialogue with Exemplars re: qual. development.
Extended sounding board for GSA re: issues around Green Deal.
 Reactive only i.e. current Exemplar just looking for signposting (BAU)
Not started
17 | P a g e
Workstream 1: Exemplars
EMPLOYER
CHAMPIONS
Employer
leadership during
EIF2?
RISKS
Future employer
championing?
Employer
feedback loops?
Risks for
Transition Plan to
2015?
 Direct employer engagement.
 Attendance at events.
 Supported development of aspects of (EIF2 related) websites
 Engaged directly with their supply chain companies / main contractors
If not doing more activity this will have to come through website engagement and
accessing Cut The Carbon and local sites.
None. ‘Not unless we incorporate questions into (CITB) Employer Wave survey’
(would need Research Team support - 3 days per survey/ 12 days research time)
 Resources for either Scenario currently unknown.
 Expectations of management unknown.
Suggested Transition Plan
The Project Lead thinks realistically Scenario 1 to react to the current Network of 8 Exemplars
(including England and Scotland), be reactive to their needs, but limit to 1-2 catch up meetings per
year only (at most). Could embed activity in to CITB’s internal ‘Low Carbon’ group. Scenario 2 is
preferred (to be pro-active and increase the Network with 6 new Exemplars) but resourcing
commitment unknown as at March 2014; and capacity of all 3 SSCs to contribute is as yet unknown.
Governance: Should be 3 SSCs as the GSA with commitment of SSC management structure.
 Deliverables would include mix of: partnership delivery network(s); supply chain briefings (as
required by Exemplars); and press releases (to help promote the Exemplars)
 Outcomes:  Increased leadership by Exemplars (especially if Network grows as per Scenario 2) 
Learning and transfer of practice to wider industry as a result of Exemplar ‘sustainable business
models’  Training requirements embedded in contracts  Two way dialogue continues to 2017
with participating Exemplars (insights shared with EAG/GSA as relevant)
Resourcing: Scenario 1: 3 SSCs: 4 days / SSC or Scenario 2: No business case developed7.
Evaluator Suggestions: The evaluation of Exemplars and employers they have engaged suggests
reasonably high levels of additionality encouraging employers to a) research more about GD b)
consider whether to invest in GD or not c) know what skills and qualifications are required to enter /
compete in the market d) undertake GD-related training that might not otherwise have happened.
We believe it is valuable to continue the Exemplar activity in Transition and a rationale for a business
case between scenarios 1 and 2 along with evolving Big 6 dialogue (with AssetSkills perhaps taking
the lead helping fulfil employer engagement and communication ambitions). We suggest a business
case for maintaining the current network of Exemplars (though we anticipate some not wishing to
continue) and ensure they sit at the heart of any revised EAG reducing need for one on one SSC
officer time/visits; receive £ support for PR activity; and explore potential for expanding network by
3 (perhaps 1 in Scotland and 2 in England) and resource 1 relationship per SSC. Build in
communications resource for propagating new learning as part of BAU and flag on CTC (CITB and
Green Info Hub websites). Two EAG/Exemplar meetings per year with high value/high emphasis on
sharing practice and supply chain needs. Resourcing (officer time, venue in kind [as part of EAG], SSC
relationship building and incentives for new Exemplars c. £50k (tbc).
7
EIF2 required a Manager and 2 coordinators from each SSC but learning could create a more efficient structure in future if there is
appetite for extending the Network. A total of 750 days officer time was expended across Workstream 1 during EIF2 including research,
communications and all SSC officer time and cash for Exemplars (incentives)
18 | P a g e
Workstreams 2 & 4: GDCF & Provider Capacity
EFFECTIVENESS
Most effective
aspects of the GDCF
and Trainer
Provider
Workstreams?
Evidence?
What things worked
really well that
should continue?
No need for
continuation
INFRASTRUCTURE
What infrastructure
has been created?
Who owns it?
Who maintains it?
Future
maintenance?
8
GDCF & Related Strands
The Careers Progression Pathway (and CTC website); to giving the Traditional Buildings
sector a voice (the sub-group and the way in which they influenced units; CITB has
included into all ITB NOS); Impact Analysis of non-domestic GDA market; Scottish
energy efficiency model report (leading to further scoping work as part of transition)
The GDCF itself seen as a success and the technical work underpinning it that connects
the Framework to the qualifications required in this GD-related landscape
Learning: ‘interconnecting pathways’ identified between sectors for ‘green’ jobs
Training Provider Capacity
2 relevant upskilling packages created free to training providers / trainers via the web
GDCF & Related Strands
Impact Analysis Report suggested GDCF fit for purpose (recommendations made)
Sector feedback and sector engagement e.g. British Gas and review of units
Awarding Organisations are using units (reported 5th March 2014 by SSCs)
GD units are embedded in apprenticeship trailblazer
Other applications described by Project Lead8
GDCF freely available on all SSC websites in the GSA. EAG feedback positive
Training Provider Capacity
Independent survey with a sample of 13 users (2013/14)
GDCF & Related Strands
Green Deal units that go across the multiple sectors (so we need to continue the
approach to ensuring units include knowledge that works across the footprint)
New qualifications will come on board and new measures will come on which impacts
on the GDCF so technical work has to be done collectively. Quality Coordination Group
needs to continue to oversee this kind of work. Need to be in place to understand how
the assessor role develops
Training Provider Capacity
SSCs writing the packages report that the new packages are fit for purpose
GDCF & Related Strands
Traditional Buildings Subgroup has finished but some members have transferred to the
Unit Review Group (as part of NOS Review work scheduled for 2014-2015 via Universal
Services funded activity)
Training Provider Capacity
The upskilling packages have been created and are now freely available to industry. No
need for refresh as they have been designed for update by providers themselves
GDCF & Training Provider Capacity:
See ‘Showcase Document’ prepared by the GSA
GDCF: GSA / ultimately ‘Industry’ (the Group was not entirely certain)
Green Info Hub (Asset Skills)
Training Provider Capacity: The IP for the packages is with CITB and SummitSkills; new
packages would be developed on a commercial basis by some of the SSCs if industry
demand is proven
GDCF: GSA partners for their relevant sectors/occupations/standards/qualifications
Training Provider Capacity: SSCs that own the IP for the packages
GDCF: GSA partners for their relevant sectors/occupations/standards/qualifications
Training Provider Capacity: SSCs that own the IP for the packages
CSkills Awards have taken 2 of the awards developed and if you want to train as EWI you have got to achieve some of the units in combination
19 | P a g e
Workstreams 2 & 4: GDCF & Provider Capacity
What was the
'reach' of your
activity during
EIF2?
SCALE
Demand from
April 2014?
Geography?
Scalability?
RESOURCES
Resources during
EIF2
Future Scenario 1
Business Case
status?
GDCF
Web metrics not known for download of GDCF from SSC websites
Training Provider Capacity
Free downloads prevent knowing exactly how many providers have accessed the packages
GDCF
The Framework needs to penetrate the wider industry in line with its ambition to help as
many firms as wish to know about Green Deal what skills, qualifications and training they
need to deliver work in this market
Training Provider Capacity
The SSCs responsible for the upskilling packages will promote them via their websites; and
for any new upskilling packages developed, the relevant SSC will proactively push that out
to their target audience (especially if there will be a future need to pay for those resources
e.g. Asset Skills’ Training Arm)
GDCF: UK coverage – new investment for scoping work in Scotland should increase the
quality of energy efficiency curriculum during and after the Transition Period
Training Provider Capacity: UK coverage; The new investment in Scotland will include
Green Deal and Energy Efficiency training sessions / workshops for SMEs (Aug-Sept 2014),
EWI/SWI training programmes and courses that will make best use of available training
resources
GDCF
The recommendations to increase the impact and usage of the GDCF should see an
increase in awareness / supply chain / contractor penetration as a result of
communications activity during the Transition Plan period
Training Provider Capacity
SSCs that own the upskilling packages paid for by EIF2 are making their training provider
networks aware of the resources for them to freely access
GDCF
Check with Catherine
Training Provider Capacity
Check with Catherine
GDCF: Business case is required for implementing the GDCF Impact Analysis
Recommendations and Action Plan. This can be led by the Workstream Project Lead and
counterparts in the GSA. Best estimates suggest a case of around £50-100,000 in total for
technical , marketing and communications activity work during the Transition Plan period
(shared across the three SSCs with the majority weighted towards technical work
completed by CITB). Links should be made to leverage other activities that are being
funded / may attract funding around the ‘energy efficiency curriculum’ including:
 Scottish Energy Efficiency Curriculum Qualifications Scoping Project
 Horizon 2020 submission to the European Union (June 2014)
 Energy Efficiency Industrial Partnership (workstreams relating to standards & curriculum)
 Piloting of some units from the GDCF that are being taken in to (CITB) levy scope (e.g.
performance cap)
 Non-Domestic Energy and Advice Developments led by AssetSkills with DECC leverage
Training Provider Capacity
No resources are being sought for the existing EIF2 upskilling packages. AssetSkills may
choose to invest in future in new upskilling packages as part of its commercial focus for the
future and in response to industry demand
No formal business case for additional resources has been created yet as at March 2014;
but there appears to be an appetite and ambition to develop this in Q1 Transition Plan
20 | P a g e
Workstreams 2 & 4: GDCF & Provider Capacity
EMPLOYER
CHAMPIONS
Employer leadership
during EIF2?
Future employer
championing?
RISKS
Employer feedback
loops?
Risks for Transition Plan
to 2015?
GDCF: Employers have helped shape the Framework and technical work;
Training Provider Capacity: limited employer championing for this activity
GDCF: Some members have transitioned to (wider) NOS review groups; if
EAG continues input from employers will be useful too
Training Provider Capacity: not required as no further activity expected
Scotland: active engagement expected for new scoping study during
Transition Plan
GDCF: EAG and NOS review group
Training Provider Capacity: none
GDCF: Failure to activate the cross-SSC Plan owing to re-organisations in
SSCs (or short term lack of momentum whilst jobs and functions change);
Business case for refreshing/responding to new requirements unsuccessful
Training Provider Capacity: no activity expected
Suggested Transition Plan
 GDCF: Cross SSC Plan to take this Workstream forward during Transition. This will: Increase usage
and impact; Improve user friendliness (of the GDCF); address perceived gaps in Green Deal training,
standards and qualifications. There was strong support from participating SSCs at the workshop to
retain the most effective aspects of EIF2 during the Transition Plan period which means developing a
business case to be able to implement recommended actions from the GDCF Impact Analysis Report;
effectively resourcing technical work in order to keep the GDCF responsive to industry demands and
any impacts as a result of new measures or topics being required. Allied to this requirement is the
strong advocation of EAG continuation seen as a dependency in order to complete the technical
work to the contemporary quality expected by and for industry (nb each SSC will undertake
qualification development as part of their qualifications review cycle).
 The Green Deal Career Progression Pathways Project is expected to become BAU for the SSCs
 Each SSC has committed to helping ensure more units are used in industry through active
promotion; and use of levers to enable this e.g. piloted units coming in scope for CITB levy
 The research into capacity and market for Green Deal Advisors is being taken forward by
AssetSkills and may lead to further activity during the Transition Plan subject to DECC discussions
Resourcing (please see EIF2 Workstream 2.1 Recommendations and Action Plan)
The Project Lead and technical support team believe that the work required will cost between
£50,000 and £100,000 of officer time during the Transition Period and as such would need a
business case to be developed (by the Project lead) and processed internally at each of the SSCs. For
CITB the process will head to the Low Carbon group in the first instance. For SummitSkills any
business case (for officer time or activity) would require support and sign off from the 5 Trade
Associations. For AssetSkills any decision would need to align with their objectives whether SSC;
training company (commercial); and trade association.
Excellent news comes recently (March 2014) that the Energy Efficiency Modelling in Scotland
Workstream is evolving successfully into two interconnected projects that will be delivered during
the Transition Plan with resourcing confirmed by CITB’s Training Committee (£270,000 including
£52k match funding): Green Deal and Energy Efficiency and Energy Efficiency Qualifications
Scoping Project
21 | P a g e
Workstream 3: Awareness and Ambition
EFFECTIVENESS
Most effective aspects
of Awareness and
Ambition Workstream
Evidence?
What things worked
really well that should
continue?
INFRASTRUCTURE
No need for
continuation
What infrastructure has
been created?
Who owns it?
Who maintains it?
Future maintenance?
SCALE
What was the 'reach' of
your activity during
EIF2?
Demand from April
2014?
Geography?
Scalability?
RESOURCES
Resources during EIF2
Future Scenario 1
Business Case status?
Digital activity because of its return of investment and also reached
a larger audience than events. Events reached 700 people costs circa
£30 per head. Although the combination of events and digital work
well together (high versus low impact against level of engagement).
NB. Events: higher level of impact additionality for participants
Monitoring data from Project Lead (e.g. 90p cost per unique visit
which is significantly lower compared to an event); Skyblue
independent research with GDD event delegates post-event
The content of the Cut the Carbon website that has received high
engagement so would be good to transition this content; AssetSkills
reports good feedback for their Green Info Hub site too
GSA umbrella as a communication tools leads to lower impact
communication tool
Green Deal and You online tool, Asset Skills Green Info Hub online
platform; know-how regards Green Deal events for industry
CITB own GD&Y, Asset Skills own Green Info Hub
CITB and AssetSkills (SummitSkills maintain their website content)
If the business needs to keep it up to date then resources will be
needed to be made available. (CITB). AssetSkills confirm Green Info
Hub maintenance resources in place for Transition Plan
700 people reached through Directions Events. Digitally Cut the
Carbon has had 90,000 unique visitors in 2013 (regarding EIF2
targets all have been achieved)
As a result of digital activity in 2013 organic traffic grew from 1,000 a
month to 4,000 a month (based on January 2014 figures). Demand
will be dictated by market forces. Demand for events unquantified
GSA expects to attend / piggy back some in 2014-15
Dictated by business strategy and market forces. Moving forward
the most effective approach is for each SSC to target specifically
their own audiences with tailored messaging and channels of
communication
Catherine Gregson to provide
Same as last year plus £90k for digital campaign costs. (£20k for Cut
the Carbon content write up). AssetSkills confirm resources in officer
time to support Green info Hub and attend/speak at specific events9
Business case yet to be made / budget agreed by CITB. Discrete
resources already agreed by AssetSkills. SummitSkills to determine
any use of resources to support communication activity in line with
Trade Association direction for 2014-15
9
ECO FM (April 2014); Institute of Domestic Energy Assessors (Sept 2014); Environmental
Management Expo (November 2014)
22 | P a g e
RISKS
EMPLOYER CHAMPIONS
Workstream 3: Awareness and Ambition
Employer leadership during
EIF2?
Future employer
championing?
 Employer Tracking Survey January 2014
 Expert Advisory Group
 Employer presentations at events
 Exemplars have taken part in case studies for promotional purposes
 PRASEG House of Commons participation by employers to help promote
the more innovative aspects of their activity during EIF2
 Employers giving time towards press releases/PR activity
Outside of EIF2 funding but during the EIF2 funding an IWI Qualification was
developed in conjunction with CITB Saint-Gobain.
Not yet agreed – needs further consideration by the Project Lead for
transition (i.e. Communication Plan) and each SSC in the GSA to ensure
active championing by employers/mechanisms to take part in promotional
activity in future
Employer feedback loops?
CITB: monitor employer opinion through CITB Employer Tracking Survey
Risks for Transition Plan to
2015?
 Change in Government Policies, double dip recession, internal
organisation change. Changing industry priorities.
 Resource and business appetite remains constant.
Suggested Transition Plan
The end of Workstream 3 report suggests that communication activity will continue but integrated
into the business as usual activities of each Sector Skills Council which means there is a dependency
on the strategic direction of each to secure budget and resource.
The learning from EIF2 has been that messages need to be targeted at each audience for each SSC
(i.e. talking to an installer about assessment issues is less relevant and low impact). There will be a
focus more on energy efficiency in any future communications activity of which Green Deal is just
one part as the former provides a wider market for training and is more in tune with industry
attitudes and behaviours.
The marketing mix is expected to include:



Digital Activity
Public Relations
Events
Evaluator recommendation: Each SSC comes together to agree their ‘business as usual’ resource and
capture this in the form of an agreed ‘post EIF2 Communication Plan’ which can be activated during
each quarter of the Transition Period flexing to new announcements that affect the industry (see
Long Term Sustainability Statement for examples that can be foreseen)‘, joint event opportunities
and employer public relations (especially if the Exemplar Network is continued and expanded in the
next 12 months).
23 | P a g e
Workstream 5: Governance, Employer Leadership Monitoring and Evaluation
EFFECTIVENESS
Most effective aspects of
Exemplars Workstream?
Evidence?
What things worked really
well that should continue?
INFRASTRUCTURE
No need for continuation
What infrastructure has been
created?
Who owns it?
Who maintains it?
Future maintenance?
SCALE
What was the 'reach' of your
activity during EIF2?
Demand from April 2014?
Geography?
Scalability?
RESOURCES
Resources during EIF2
Future Scenario 1
Business Case status?
 EAG
 Programme Management (coordination across 3 SSCs)
 Monitoring and evaluation to provide evidence of impact to investors
 EAG surveys 2013 and 2014
 Delivery team Survey 2013
 UKCES feedback to evaluators
 EAG – as a forum to bring interests together from industry, DECC and
the GSA partners (technical input has been excellent)
 Research, evaluation, monitoring and insight links should be
developed with DECC
There is a need for ‘scaled’ down resource to continue co-ordinating the
GSA; and the EAG forum; and monitoring and evaluation at least during
the period of transition in order that the longer term sustainability fo
EIF2 is more likely to succeed
 Programme Management know-how
 EAG relationships and technical ‘expert’ dialogue with industry
 Monitoring and evaluation know-how
 Independent evaluation website resource (static archive)
 Case studies / models of good practice / learning lessons
EAG is owned by industry for as long as they decide to attend
M&E processes have been delivered by CITB Programme Manager
with support from GSA officers so ‘know-how’ is a shared asset
Evaluation resource is owned by Skyblue Research Ltd
 As above
 As above
 EAG attracted over 30 active members during EIF2
 The evaluation engaged over 450 organisations/individuals; produced
interim, final reports, web-resource and 9 case studies
EAG survey and final meeting suggests appetite for continuation
UKCES has some minimum expectations for continuation of monitoring
of EIF2 outputs and outcomes every 6 months
Evaluation is an optional activity for the future should GSA wish to apply
learning from the process during EIF2 and ensure it is embedded into
any new projects commissioned during the Transition Period (e.g. the
Scottish Project; Horizon 2020)
EAG would likely continue to be a national group (new Terms of
Reference may be required and fewer SSC representatives suggested;
more input from Exemplar network recommended)
As above
Catherine Gregson to provide
Continued EAG – 6 monthly meets with more emphasis and input from
Exemplar network / industry representative at these meetings
Continued Project Co-ordinator resource to satisfy monitoring
requirements
Light touch independent annual evaluation report with activity
completed Jan-March 2015 (c.£10,000)
Resources yet to be confirmed by SSCs for each activity recommended
24 | P a g e
RISKS
EMPLOYER CHAMPIONS
Workstream 5: Governance, Employer Leadership, Monitoring
and Evaluation
Employer leadership
during EIF2?
EAG has contributed significant input to the Programme
Future employer
championing?
Continuation of EAG and Exemplar Network would provide
minimum assurance of continued active employer leadership for the
Transition Plan period
GSA have standing slot too at the Green Deal Orb Installer and
Assessor Forums which are useful employer feedback points
Employer feedback loops?
As above
Risks for Transition Plan to
2015?
EAG discontinued or continued without refreshing ToR and focus
Monitoring for UKCES not appropriately resourced by GSA partners
Evaluation not commissioned running risk of not truly identifying the
benefits outcomes and impact of all this activity and transitioning
Project Coordinator resource would also be especially useful in the
January-March 2015 phase as the ‘new plan’ for 2015-2017 needs
devising – this resource has not yet been confirmed
Suggested Transition Plan



The EAG is continued but meets only 6 monthly; has revised ToR and focus with industry
more overtly leading the agenda and sharing insights that allow SSC technical
representatives to keep the ‘skills, qualifications and training’ infrastructure up to date and
responsive
Continue monitoring for UKCES against agreed (minimum) metrics (via Project coordinator
resource for the Transition Plan period and supplement with small budget for annual
independent evaluation activity January -March 2015)
Allied to the above is the need to create the next Plan for the period 2015-2017 aligned to
the wider Long Term Sustainability Statement (each activity above feeds that objective
without duplicating effort or expenditure)
25 | P a g e
SECTION 4: APPENDICES
26 | P a g e
Appendix 1: Definitions: Transitioning and Sustainability

“There are differences between whether a product is sustained in the short-to-medium
term and whether it is sustainable in the long term. The former is about the transition
beyond the UK Commission investment period. The latter is about having sufficient income
from employers to be effectively self-sustaining (i.e. the point at which the product or tool
is established in the market). Investees often need to think of both forms of sustainability
during the lifespan of a project.” (UK Commission for Employment and Skills)

“Sustainability is the capacity of the project to continue its existence, relevance and impact
beyond the official end date of the funded period. For the project to be classed as
sustainable it must ensure the continued usage and exploitation of the results and
products in the long term.” (European Commission)
The infrastructure created as a result of EIF2 con-investment varies from standards and
qualifications that will have a number of years’ ‘shelf life’ ahead of any formal requirement for
review; to bespoke interventions and incentivised activity to change employer and supply chain
behaviours (e.g. Exemplar organisations encouraged to reach out to their networks and encourage a
greater awareness of what skills and training is required for Green Deal and wider energy efficiency
contracts); through to marketing and communication activities (websites, IT-tools and events)
designed for the 2012-14 period to appeal to early adopters in the industry.
Technical work has also been undertaken by various industry led groups and sub-groups that had
specific tasks to complete within the investment period and are therefore complete. All of these
activities were delivered across 5 inter-connected ‘Workstreams’ co-ordinated by a Programme
Manager. The idea is that over time, this infrastructure can be used effectively in the marketplace –
with lower operational and maintenance costs – to achieve some of the longer term outcomes
previously described (catalyst for jobs, apprenticeships and investment in skills and training). Each
type of activity is already at a different phase of the (UKCES) Sustainability Spectrum below, which
essentially seeks to achieve a situation where ultimately ‘no public sector’ funding is required:
Partially
sustained
Discontinued
(with public
investment
e.g.
apprenticeshi
p)
Partially
sustained
(with UKCES
investment)
Partially
sustained
(with delivery
partner
investment)
Partially
sustained
(with wider
investment by
intermediary /
umbrella
organisations)
Sustained
through
employer
purchase of
products and
services
- public
- private
- third sector
Sustained
through
ongoing
private sector
employer
sponsorship
and or
investment
- mix
27 | P a g e
Embedded change in
culture and
attitude to
investment
and training
Appendix 2: Examples of Infrastructure Created Through EIF2
A ‘Showcase’ document has been compiled by the GSA to help summarise the products that have
been developed as a result of EIF2 Investment. This has included a range of supporting materials for
the energy advice, assessment and installation workforce. They have been developed to help
support industry, including employers, employees, self employed and training providers to identify
and achieve the necessary requirements to operate in the energy efficiency and Green Deal areas.
The products are classified under the following 6 broad categories:
Green Deal
Competency
Framework
Green Info
Hub
Cut the
Carbon
Website
Useful Websites
and Specific
Content held by
each GSA
Partner
Supporting QCF
Type Units and
Qualifications
EIF2
Products
Green Deal
and You
Traininer
Resource
Manuals
Train the Trainer
Manuals
Insulation &
Building
Treatments
Traininer
Resource
Manuals
Other infrastructure created through EIF2:










Market Intelligence: market research to go with Green Info Hub; GDCF Impact Analysis;
Clarified careers progression routes: (to some degree – exists as content on 3 websites
EAG: a forum of experts with industry at its heart; dialogue with government and SSCs and
others; facilitated networking
Contact Network/Asset: database of stakeholders that attended the GD events
Traditional Buildings: quality improvements to existing qualifications
Know-How: how to build and deliver large projects that can have big impact (which we can
exploit together again in future); the challenges of working together; understand more
about the contemporary issues affecting industry involved in the energy efficiency agenda
GDCF: consolidated fit for purpose framework – new units to be developed; some old units
to be dropped
Events: repeatable event format; ‘brand’
Strengthened Alliance
Exemplars: website content; case studies; new units from Kingfisher; EST FAQs.
28 | P a g e
Appendix 3: Resourcing Channels
Transition will be dependent on the ability to leverage from a number of identified resource
channels as follows (nb. not always cash; could be expertise or tapping in to officer time that
supports the Transition Plan activities):
Key
1
European Commission: Horizon 2020 Call for Proposals10
2
Summit Skills resources (determined in turn by Trade Association Resources 11)
3
Exemplars’ resources (to continue their activity as desired)
4
Other industry resources leveraged as a result of GSA relationship building activity
5
DECC e.g. marketing and communications budget, evaluation budget
6
UK Commission for Employment and Skills resources e.g. Universal Services, Future Fund
7
AssetSkills internal resources (‘business as usual’)
8
Asset Skills Training Delivery Arm
9
10
SSC ‘business as usual’ personnel resources (differs per SSC and subject to restructures) e.g. Cut the
Carbon website; digital workshops (resourcing from CITB), Company Development Advisors, CIAG
resourcing, technical standards and qualification writers (all tbc and subject to business case
development)
Gemserv resources
11
CITB levy then distributed through a number of channels e.g. Training Committee decisions
12
CITB Industry Engagement Budget (for marketing and communications activity)
13
CITB Growth Fund (for eligible activity)
14
CITB Qualifying the Workforce Fund
15
CITB Specialist Fund
16
National Skills Academy for Construction (leveraging where alignment is achieved)
17
National Skills Academy for Environmental Technology (where alignment is achieved)
18
CITB Joint Investment Fund
19
Core Cities / LEP Budgets (if appropriate)
20
Local Authority budgets (if appropriate)
21
Green Deal ORB resources
22
Leverage from Industrial Partnerships, Employer Ownership of Skills and Trailblazers
The scope, scale and alignment with each of these resource channels is as yet unknown, which is
why as part of the Transition Plan it is important to continue the Programme Management
(coordination role); and for suitable business cases to be developed aligned to the appropriate
resources identified as part of the Transition Planning process. In some cases recent decisions have
been granted that confirms some ‘business as usual’ or additional resources to continue specific EIF2
activity e.g. in Scotland (CITB Training Committee, March 2014); but for most areas any SSC internal
resourcing decisions have yet to be confirmed other than the over-arching agreement to continue
with the GSA and the officer time that governance structure attracts.
10
GSA members confirm that the Horizon 2020 call provides opportunities to develop activities that if successful would enable them to continually improve
the energy efficiency curriculum; as well as fund a range of valorisation (communication, dissemination and exploitation) activity to the wider industry from
2015 onwards
11 Trade Associations have determined a core focus for all SummitSkills activity from 2014 onwards so any business case will need their active support and
alignment with these core objectives
29 | P a g e
Draft 3, 7th April 2014
Subject to Amendment before 30th April 2014
Alan Graver, Skyblue Research Ltd
alan@skyblue.org.uk
T: 01904 340942
30 | P a g e