Response 815222787

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Dedicated Agency

1. What is needed to achieve the transformational change that is necessary for heat decarbonisation in Scotland?

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The key to achieving the transformational change is collaborative working between the Scottish Government, Industry, supply chain and DNOs. This will allow for any identified challenges to be discussed and resolved early in the delivery process.

2. How can the new dedicated Agency best support this change programme?

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Open up discussions to wider industry stakeholders in order to find solutions to the evident challenges ahead.

3. What are the opportunities and challenges for delivery presented by this agenda, and how might these best be overcome through the Agency?

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There is an opportunity through the establishment of the Agency to create a 'joined up' approach between all stakeholders leading to a smooth transition of the heat decarbonisation in Scotland.

Some of the key areas of challenges include the lack of understanding and acceptance from consumers regarding the transition. Currently there has been little engagement with people to help them to understand the impact and change that they will experience during the transition. HFS welcomes the Agency's commitment to produce an extensive programme of engagement and education to the public. However, we have concerns that the late introduction of the Agency means the timescales set out for decarbonisation are unrealistic.

Due to the impact of COVID and BREXIT, the home building industry is experiencing significant delays and increase of price in materials. This will have a direct impact on the ability to deliver the proposed changes. The Heat in Building strategy has pledged to expand the Scottish Government's work with the supply chain including the co-production of the Supply Chain Delivery Plan.



5. Are you aware of any case studies – UK or international – or research that can help inform design of a new public sector delivery body to ensure it is able to deliver effective outcomes, and to be consumer focused across its operations?

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HFS are unaware of any case studies which are relevant to the establishment of the Agency.
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Transparency and honesty regarding the financial and practical aspects of decarbonisation are essential. Consumer engagement from the outset, with concerns/views being used to shape the delivery of decarbonisation. Realistic timescales with room for the anticipated delays are crucial.

Delivery Functions

6. What tools and support will the dedicated Agency need in order to effectively establish leadership and coordination of heat decarbonisation in Scotland?

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The Agency will need the full support of its partners across government, industry and the wider supply chain to effectively establish leadership and the delivery of heat decarbonisation. No one party can deliver this in isolation.

Institutional Form and Governance

11. In terms of potentially establishing the dedicated Agency on a statutory footing as part of future proofing it to be able to take on any new functions or responsibilities as heat decarbonisation delivery progresses over the coming decades, are there any other considerations related to this that you think we need to be aware of and why?

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It will be important to ensure co-ordination with agencies across the UK as the industry and supply chains are UK wide.

Strategic Partnerships and Wider Stakeholder Relations

12. Who will the Agency need to work closely with in order to best facilitate delivery of the transformational change required, and how do you think this should work in practice?

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It is essential that the Agency works closely with the home building industry, supply chain and DNOs. Creating a jointly prepared Scottish Government/sector route map and working groups (representing all stakeholders) will ensure the smoothest possible transition.

14. What role do you see your organisation playing in relation to the Agency once established?

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As the representative body for the home building industry we envisage a close relationship with the agency in terms of advising what is / isn't possible technically or commercially feasible, agreeing appropriate timetables and route maps for delivery and dissemination of information to our members.

15. What role do you see for your organisation during the development process of the Agency, and do you have any examples of the type of collaborative approach to design of a new public body or delivery programme that you would like to see implemented? What lessons can be taken from these?

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We are keen to be an active participant in the development of the agency to ensure the views of the homebuilding sector who will have to physically deliver on the decarbonisation of our homes is at the forefront of considerations.

Structure, Governance and the Transition Pathway

20. What do you see as the key steps, and/or considerations that will need to be reflected in the transition Route Map, and why?

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Practical issues regarding supply chains and labour / skills availability must be considered from the outset to ensure that the route map is realistic and deliverable.

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Homes for Scotland