|
Action |
Output |
Outcome |
Cost and Whom |
Timescale |
|
|
1.0 |
Transport Aim: To support the shift from cars to active and mass transport and enable the transformation from fossil fuels to no tailpipe emissions. Transport creates the largest amount of emissions in the borough. It has a negative impact on air quality and health. The residents’ survey showed support for investing in active travel and providing more charging points for electric vehicles. |
||||
|
1.1 |
Draft Local Plan to: · Establish policies that enable the infrastructure required for low carbon vehicles · Ensure policies encourage and enable development proposals which give priority first to pedestrian and cycle movements, both within the scheme and with its surrounding areas; and second to facilitating high quality public transport connectivity. |
Emphasis is given to walking, cycling and public transport |
Local Plan includes measures and actions that will help to achieve carbon neutrality by 2030 |
Strategic planning officer time |
2020-22 |
|
1.2 R |
Work with KCC to develop Maidstone Integrated Transport Strategy, and Local Cycling and Walking Infrastructure Plan, as part of the Local Plan review to promote and support a modal shift to walking, cycling and public transport. |
Integrated Transport Strategy Developed |
Increase in infrastructure supporting walking, cycling and buses |
Transport and Development Team and Strategic Planning |
2020-22 |
|
1.3 |
Produce a business case for the introduction of a parking levy to fund active travel or public transport |
Organisations charged for providing car parking spaces may result in fewer spaces being provided. Funds would be raised. |
Fewer cars on road, greater use of sustainable transport modes and increased funding for sustainable infrastructure |
Biodiversity and Climate Change Officer (BDCC Officer) time, Strategic Planning staff time |
2024 |
|
1.4 |
Develop a travel plan for council staff that sets out objectives and an action plan to encourage the shift to electric and ultra-low emission vehicles, more working from home, more sustainable travel patterns and an increase in the use of public transport and active transport modes through: · parking management on council premises · discounted public transport fares · pool cars · audio and video conferencing · car-sharing · electric bikes · remote and home working · promoting fuel efficient driving techniques to all staff Update travel expenses policies generally and avoid any perverse incentives. Update before any moves to new premises. Include any learning from working practices that changed due to COVID-19. |
Plan developed, formally adopted, disseminated and included in induction for new staff. Staff are given information and support to reduce car use |
Staff adopting more sustainable transport practices |
BDCC officer, Head of Human Resources, Head of Commissioning and Business Improvement, Transformation and Digital Services, and colleagues time |
2021 |
|
1.5 |
Develop policies and increase remote working to reduce travelling to work and office energy needs, without a reduction in outputs or access to services. Uses any learning from new working practices adopted due to COVID 19 responses. |
Staff and councillor working arrangements are changed |
Anticipated reduction in emissions for staff related to work |
BDCC officer, Human Resources, Head of Commissioning and Business Improvement, Transformation and Digital Services time, changes could give cost saving |
2021 |
|
1.6 |
Influence design and
specification of any new office building to ensure infrastructure enables EVs
and |
Any new building able to support the electric vehicle charging needed and active travel |
Reduced carbon emissions |
BDCC officer time |
2020 to when any new building completed |
|
1.7 |
Have regard to the Kent and Medway Energy and Low Emissions Strategy and its emerging policies relating to electric vehicles. Liaise with KCC, district network operators and other relevant partners. Seek grant and other forms of funding to support this. Seek and take opportunities to provide one or more charging hub. |
Funds sought for EV infrastructure and alignment with district and county policies. |
Charging points provided to anticipate, and meet, needs for vehicle charging across the borough |
Parking Services, Strategic Planning and BDCC Officer time. |
2020-30 |
|
1.8 |
Use advice from the Energy Saving Trust (EST) Local Authority Transport Service to facilitate a move to electric taxis. Liaise with relevant partners to monitor use and ensure infrastructure is provided appropriately. |
Achieve the minimum number of rapid (50kW) EV charging points dedicated to taxi use needed in town centre in-line with the EST report: 3 by 2021, 16 by 2025 21 by 2027 23 by 2030 and 25 by 2036 A double rapid charging point dedicated for taxis will be provided by KCC and partners in Pudding Lane in 2020. |
Monitor charging point provision and ensure there are sufficient. This may require paying for the cost, applying for grant funding, or entering a partnership to ensure provision.
|
Costs vary dependant on location and DNO requirements. Indicative cost of £13K per double charging point when purchasing 10 or more. Costs circa £156K |
2021-2030 |
|
1.9 |
Draft new licensing policy to reduce number of taxis using fossil fuel by more than 90% by 2030 and by 100% by 2036 |
240 high mileage fossil fuel vehicles replaced with no tailpipe emission vehicles |
No private hire vehicles with tailpipe emissions by end of 2028. No hackney carriage vehicles with tailpipe emissions by the end of 2036. |
Licensing and BDCC officer time |
2021 |
|
1.10 |
Promote workplace
vehicle chargers |
Scheme promoted to businesses |
Increased number of EV charging points at businesses |
Economic development team |
2020 until scheme ends |
|
1.11 |
Promote ECO stars recognition scheme to fleet operators |
Scheme promoted to businesses |
Increased number of operators signed up |
Economic development team |
2020 until scheme ends |
|
1.12 |
Work with KCC to gather baseline data on the buses operating in the borough and their Euro classification. Support operators to develop their commercial networks in the borough, ensuring that the borough’s infrastructure is bus friendly. Work with the Quality Bus Partnership to identify actions to support bus companies to switch to clean technology. |
Gather data on the current fleet. Identify opportunities to trial cleaner buses and submit bids for funding at each opportunity |
Increase in public transport usage to improve air quality. More bus friendly infrastructure. An increase in the proportion of buses rated Euro VI or using low carbon fuels |
Environmental Protection Team, BDCC Officer |
2020-30 |
|
2.0 |
Buildings; Aim: To support the change from heating and cooling buildings using fossil fuels to low carbon technology and reducing energy needs by increasing energy efficiency. 29% of emissions in the borough come from homes. Poorly insulated homes cost more to run and contribute to fuel poverty. The technology is available to make the changes needed. A move from fossil fuels will reduce emissions from non-domestic buildings and greater energy efficiency could reduce costs. |
||||
|
2.1 |
Support Kent County Council to explore the potential for Combined Heat and Power systems and District Heating scheme developments across the community |
Developed business case |
Decision made on feasibility |
Development Management, Regeneration and Economic Development time |
2020-2021 |
|
2.2 |
Promote access to schemes to residents, landlords and housing associations, for retrofitting insulation to existing homes including ECO3, LA Flex and the Green Homes Grant Scheme |
Home owners and landlords access schemes to install insulation so reduce heating bills and reduce carbon emissions Particular emphasis on upgrading homes with an EPC rating of E, F or G |
No homes rated E, F or G by 2025 and all homes to be C or better by 2035, |
Housing and Health and Communications Staff time |
2020-30 |
|
2.3 |
Investigate how to support low carbon heat networks |
Identify potential of low carbon networks |
Evidence base to support new direction in Local Plan Review |
Strategic Planning time |
2020-22 |
|
2.4 |
Promote low carbon heating including government domestic and non-domestic renewable heat incentive scheme and any other suitable schemes |
Low carbon heating, and any grant funding, promoted to businesses, third sector and householders |
More homes and businesses retrofit low carbon heating systems |
BDCC officer, Housing and Health Team, Economic development team and Communications |
2020 to scheme end |
|
2.5 |
Enforce Energy Efficiency (Private Rented Property) (England and Wales) Regulations 2015
|
Adopt a new Enforcement Policy to assist with ensuring landlords make reasonable improvements to the thermal efficiency of homes |
Thermal efficiency of poorest performing privately rented homes is increased |
Housing and Health Team |
2020-30 |
|
2.6 |
Promote water efficiency to residents in partnership with South East Water |
Residents signposted to water saving advice and devices |
Water consumption reduction |
Housing and health Team, Communications and BDCC officer |
2020-30 |
|
3.0 |
Generating Renewable Energy; Aim: To take every opportunity to generate renewable energy across the Borough We need to generate more electricity to support the move from fossil fuels. There are opportunities for retrofitting equipment to existing homes and businesses and requiring renewable energy generation on new developments. |
||||
|
3.1 |
Use Local Plan review to investigate how to encourage on-site renewables on all types of new developments |
Research produced for onsite renewable generation for all new development |
Foundations laid for setting out requirements for renewable energy generation on new developments in Local Plan |
Strategic planning officer time |
2020-22 |
|
3.2 |
Support residents, businesses and third sector to install renewable energy generation by providing information and promoting grants and savings schemes |
Information and support provided to access advice and relevant schemes |
More renewable energy technology installed in borough |
BDCC Officer, Housing and Health, Economic Development and Communications Teams |
2020-30 |
|
3.3 |
Encourage and support community energy projects. Assess viability of these for carbon offsetting |
Projects supported and facilitated |
More renewable energy created and used within community |
BDCC Officer and Communications |
2020-30 |
|
4.0 |
Reducing Waste and energy used for processing waste; Aim: To reduce the amount of domestic waste created, increase the proportion re-used, recycled and composted to at least 60% by 2030 and reduce the carbon emitted from processing waste. Waste can be re-used as valuable resources and reduce energy consumed in producing new goods. Organic waste must be managed as can release greenhouse gases as it decomposes. |
||||
|
4.1 |
Increase percentage of waste re-used recycled/composted by; · Encouraging residents to separate food and recyclables (particularly metals and textiles), use appropriate bins and avoid contamination · Reviewing, and where possible, improving recycling facilities for flats and those with communal collections · Waste and recycling guidance with as much planning weight as possible to be adopted for all new developments · Assess feasibility of weekly recycling collections |
· Communications strategy to encourage residents to separate food waste, recycle materials appropriately and avoid contamination. · Enforcement action where appropriate to address contamination and failure to manage waste in flats/communal collections by managing agents. · New guidance to ensure all new developments have sufficient and appropriate provision for recycling · Feasibility of weekly collections assessed. |
· A minimum of 60% of household waste is re-used, recycled/composted by 2030 · Less food waste in residual waste · Increase capture rates of four key materials (paper, glass, metals and plastics) as well as food waste compared with 2019-20 levels · Feasibility of weekly recycling collections used to inform plans for new waste collection contract. |
Waste services and communication team time Approximately £10K consultants’ costs for modelling of alternative collection services including weekly recycling collections |
2020-30 |
|
4.2 |
Create and implement a plan to ensure all types of waste are processed in or as close to the borough as possible |
Reduce the distance that waste is transported for processing |
Maximised carbon reduction from recycling materials. |
Waste services team time |
2021-23 |
|
4.3 |
Introduce recycling into the street cleansing service including offering community litter picks the opportunity to recycle the waste they collect |
Communities supported to plan safe litter picks where recycling can be easily separated from recycling. Litter collected through street cleansing service is separated wherever possible |
More community litter picks, and clean recyclable materials reclaimed |
Waste services and communication team time |
2022-22 |
|
4.4 |
Reduce fly-tipping |
· Encourage residents to report fly-tipping using website and improve the reporting back to close the communication loop · Increase enforcement for fly-tipping by increasing camera deployment and joint operation with the Police · Explore ways to control emissions for removing fly tipped waste |
Fly-tippers penalised, fly tipping addressed swiftly with minimal emissions |
£40k Waste Services |
2020-25 |
|
4.5 |
Investigate options to encourage home composting and using an anaerobic digester to process the domestic food waste collected. |
· Promote home composting and assess feasibility of providing subsidised compost bins. · Assess feasibility of requiring communal composting facilities in new developments. · Work with KCC to assess viability anaerobic digestion of domestic food waste |
· Subsidised bins provided to promote home composting · Feasibility and viability studies completed and recommendations made |
£20k to subsidise home compost bins
No costs expected for changes to way KCC processes food waste
Waste Services |
2021-22 |
|
5.0 |
Adapting to Climate Change Aim: To build resilient landscapes, communities and services. We will experience hotter, drier, summers; warmer, wetter, winters and more storms. We must adapt to more frequent severe weather ensuring our landscapes and communities thrive and services are provided. |
||||
|
5.1 |
Provide policy on climate change adaptation in Local Plan review, including consideration of flooding, heat and drought. |
Climate change adaptation is included as part of Local Plan review |
Local Plan review provides policy of climate change adaptation |
Strategic Planning Officer time |
2020-22 |
|
5.2 |
Ensure Local Plan review considers level of current and future flood risk and developments are planned accordingly. |
Flood risks are explicitly considered in Local Plan review |
New developments will be directed away from areas of flood risk and required adaptation and mitigations measures will be put in place. |
Strategic Planning Officer time |
2020-22 |
|
5.3 |
Use Severe Weather Impacts Monitoring System (SWIMS) to understand impacts of severe weather in borough. Work with Kent County Council to implement actions from the Climate Change Risk and Impact Assessment in the borough.
|
SWIMS database used to record severe weather impacts and reports provided to inform MBC risk register. Our vulnerabilities are identified and a plan for resilience is created |
Mitigations and controls in place to manage risk of Severe Weather. The Council can take proactive action to protect the borough from climate impacts |
BDCC Officer |
2020-30 |
|
5.4 |
Medway Flood Partnership supported to deliver actions that reduce flood levels. |
Reduction in likelihood of flooding or mitigation measures effective |
BDCC officer, Corporate Property Team |
2020-30 |
|
|
5.5 |
Work with Medway Flood Partnership to · develop a funding strategy to identify and secure additional resources for natural flood management. · build local communities’ resilience to flooding |
· Funding Strategy developed and reviewed regularly. · Communities at greatest risk from floods identified and helped to create a Community Flood Plan
|
Increase in the level of funds available for projects identified by Medway Flood Partnership for natural flood management projects to reduce flooding in the borough. Community resilience projects run, and Community Flood Plans written. |
Representative on Kent and Medway Environment and Climate Emergency Director’s Group. Emergency Planning and Resilience Officer |
2020-30 |
|
5.6 |
Review our arrangements around our estate, parks and recreation facilities in severe weather situations as part of business continuity management |
Ensure identified actions and recommendations are in place for severe weather events. |
Our parks, recreational facilities, and operations are resilient to climatic changes |
All services, BDCC officer, |
2021 |
|
5.7 |
An agreed approach reached by partners. Initiatives delivered to make critical infrastructure and settlements more resilient |
Operations, estates, assets and equipment are resilient to climate change |
Emergency Planning and Resilience Officer and colleagues as needed |
2020-30 |
|
|
5.8 |
Support local businesses to be resilient to climate change including referring to Kent Prepared website
|
Businesses helped to assess their vulnerability to climate impacts, including extreme weather events and impacts on sending and receiving goods and services |
Businesses have a climate impacts plan, so they are resilient to climate change
|
Economic development team |
2021 |
|
6.0 |
Enhance and Increase biodiversity Aim: To use every opportunity to protect, enhance and increase biodiversity in the borough. People experience better health when they spend time in nature. Biodiversity provides ecosystem services including clean water, clean air, rainwater absorption and flood mitigation. |
||||
|
6.1 |
Draft Local Plan to; · Require biodiversity net gain within the borough · Ensure Garden Communities are an exemplar for biodiversity and deliver semi natural open space · Increase tree coverage and other wildlife habitats to allow biodiversity in new developments · Ensure that sustainable urban drainage schemes maximise biodiversity potential |
Biodiversity net gain is built into all new developments, with focus of semi open natural spaces. |
Biodiversity net gain is achieved, and tree cover increased |
Strategic Planning Team and specialist advice as needed |
2022 |
|
6.2 |
Adopt Parks and Open Space Biodiversity Action Plan ensuring it is reviewed to keep up to date with latest practices. |
Parks and Open Biodiversity Action Plan agreed and implemented across council functions |
Every opportunity is taken to enhance biodiversity through council’s estate |
Parks and Open Spaces |
2021 |
|
6.3 |
Support and signpost community groups on tree planting and after care |
Advice and signposting provided on sourcing trees, materials, choosing suitable species for site, etc. |
Community tree planting of suitable native species in suitable sites |
BDCC Officer and Go Green Go Wild function |
2020-30 |
|
6.4 |
Work with Kent County Council to draft common position statement on biodiversity (including ensuring maintenance regimes which protect and enhance biodiversity) |
Position statement drafted |
Higher standards of biodiversity achieve through enhanced collaboration |
Strategic Planning Officer time |
2020-22 |
|
6.5 |
Liaise with Kent Wildlife Trust to · promote relevant schemes to residents, schools and community groups to encourage them to enhance biodiversity in their gardens and grounds. · Provide information on habitat development and the benefits of it to nature and ecosystem services |
· Schemes promoted · Information on understanding habitats shared
|
· Increase in numbers of residents, schools and community groups gaining Kent Wildlife Trust awards · Reduction in complaints about, or vandalism of, new habitats |
Communications team, Go Green Go Wild function |
2020-30 |
|
6.6 |
Work with Environment Agency, South East Rivers Trust, Kent Wildlife Trust and Medway Valley Countryside Partnership to enhance and expand wetland coverage in Borough (including removal of dams and culverts, achieving improvements to water quality and restoration of ponds, lakes, marshes, wet woodland and bogs) |
Identify wetland restoration, reconnection and creation project areas and deliver them |
Deliver at least one major new wetland creation or restoration project each year |
Heritage Landscape and Design Team Corporate Property team, Parks and Open Spaces team working with partners time and direct work costs (circa £50k) |
2020-30 |
|
6.7 |
Work with partners to develop and implement a Nature Recovery Strategy, linking habitat restoration and creation to improve flood protection and water quality |
Nature Recovery Strategy developed, and plan implemented |
Habitats created and linked reducing flooding and improving water quality |
BDCC Officer, Heritage Landscape and Design Team time |
2020-30 |
|
6.8 |
Project areas identified and landowners engaged and committed |
Projects implemented and monitored. |
BDCC Officer, Heritage Landscape and Design Team time |
2020-30 |
|
|
6.9 |
Where feasible increase tree cover to 2/3 on our estate. Contribute to Kent aim to plant 1.5 million trees and aim towards national average tree cover of 16%. An emphasis on expansion and reconnection of existing woodland (including urban woods) will define this action |
Plan created to increase tree cover. Funding identified for buying, planting and maintaining additional tree cover or using systems like ELMS to pay for tree cover in strategic sites. |
Tree cover increased on our estate where feasible. Tree cover increased by 46-50 hectares in line with Kent aim. |
Parks and Open Spaces, Heritage Landscape and Design Team and BDCC Officer time £414-50k for land £115k for tree planting @ £529- 565k |
2021 -2030 |
|
6.10 |
Evaluate Council’s Go Green Go Wild work. Amend as needed and commit ongoing funds to ensure of work continues. |
Project evaluated and amended if needed to deliver suitable advice and support to individuals and community groups |
Effective project to support individuals and community groups to enhance biodiversity in borough |
Parks and Open Spaces plus £10k for grants |
2021 |
|
6.11 |
Ensure that all MBC land and property holdings and land subject to MBC maintenance interventions maximise value for biodiversity |
Land and property assessed. |
Changes to management and/or introduction of enhancements |
Parks and Open Spaces and Property Services (circa £10k) |
2020-30 |
|
6.12 |
Audit trees on council land and create maintenance plan. |
The location and state of trees on our land is known |
Health of trees on our land known and maintenance plan created |
Parks and Opens Spaces Staff time for tree audit. |
2021 |
|
6.13 |
Review our non-operational land to assess potential for enhancing biodiversity including allowing community groups to take responsibility for management |
Review completed, parcels of suitable land identified, relevant community groups contacted. |
Some parcels of non-operational land used to enhance biodiversity |
Property Services and BDCC Officer time |
2022 |
|
7.0 |
Making Our Estate Carbon Neutral Aim: We will reduce emissions from our estate to as close to carbon neutral as possible by 2030 We emit 480 tCO2e from council owned vehicles and 679 tCO2e from electricity and gas in our buildings and indirectly emit 3,030 tCO2e from services outsourced. |
||||
|
7.1 |
Review commissioned Carbon Trust report on · energy and water efficiency measures · travel and investment in infrastructure · onsite renewable energy generation Investigate how to fund recommendations from carbon reduction report including Public Section Energy Efficiency Loan Scheme and options for revolving loan fund to pay for renewable energy developments that payback over time. Offset the 564 tCO2e carbon our estate will emit with the Carbon Trusts report recommendations implemented |
Implement Carbon Trust report recommendations under spend to save, and investing in measures where needed. Offset projects invested in with preference given to those in borough, followed by in county. |
Carbon emissions from our estate significantly reduced. Suitable funds are identified and obtained. Offsetting residual emissions will ensure our estate is carbon neutral by 2030 |
Indicative costs of £807k to save £77.5k per year when completed. Property Services, Procurement Team and BDCC officer time |
2020-30 |
|
7.2 |
Measure our carbon footprint each year and report findings to relevant committee |
The council’s carbon footprint is measured and reported |
This provides a measure of the effectiveness of actions taken to reduce our carbon emissions |
BDCC officer |
Annually |
|
7.3 |
Buy 100% renewable energy for our buildings and operations where we control the supply |
Energy switched to renewable supplier as each contract expires |
The electricity used by the Council would be carbon neutral |
Unknown, possible minor increase or decrease in costs, Property services team |
As each contract expires |
|
7.4 |
Work in partnership to review our portfolio to identify those homes let as temporary accommodation eligible for insulation under ECO3 funding and arrange installation. Provide top up funding for any measures not fully funded under the ECO3 to ensure all homes let as temporary accommodation are energy efficient. Investigate whether measures could be installed under the Green Homes Grant Scheme |
The review will identify the carbon savings. Funding provided for ECO3 provider, or by Green Homes Grant Scheme |
All homes let as temporary accommodation are energy efficient |
Top up for ECO3 £103,400 – from initial survey, may vary slightly. Green Homes Grant Scheme provides 75% of costs up to £5k. No prices obtained for these works as grant began 01/09/2020 Housing Service |
2020-22
|
|
7.5 |
Incorporate energy saving principles into our office accommodation strategy. Uses any learning from new working practices adopted due to COVID19 responses. |
Staff and members are supported to use technologies that enable remote and home working; use of expensive office space is minimised. |
Staff and members able to work effectively from home and less time spent on travel for meetings. |
IT Staff time, Procurement team time, Head of Transformation and Property, possible IT costs. |
2021-23 |
|
7.6 |
Increase information held on leased buildings. Identify those with highest emissions to prioritise action. Use role as a landowner (e.g. at Lockmeadow) to ensure that Council-owned sites set a high standard for carbon reduction and demonstrate how to achieve biodiversity and combat climate change. |
All new developments, alterations and repairs will aspire to being carbon-neutral and will aim to contribute to overall carbon reduction targets. |
Council sites are recognised as ‘green’ buildings and spaces. Details to be developed. Wherever possible, schemes are self-funding, based on lower energy costs. |
Property Services, BDCC officer |
2020-30 |
|
7.7 |
Provide LED lighting in the Maidstone Borough Council car parks that have not yet been improved |
Replace lights with LED lights |
Carbon emissions from car park lighting reduced by approximately 83% |
£15k Parking and Property Services |
2020-30 |
|
8.0 |
Implement a communications strategy Aim: To enable residents, businesses and partner organisations to make informed decisions on climate change and biodiversity and access any funding available The Council will encourage and support residents and businesses to address climate change and biodiversity with us. |
||||
|
8.1 |
Support residents to understand the changes they can make to reduce, and prepare for, climate change and enhance biodiversity including; · taking advantage of financial opportunities through energy efficiency and low-carbon energy generation measures · creating less waste and increase proportion of recycling/composting · using less water · Buying from local businesses · Reducing red meat consumption in line with Eatwell guidance · Signing up to Environment Agency’s flood warning service Work with KCC on joint campaigns where appropriate |
· Provide relevant information on government grants and any local schemes on website and social media. · Provide information on how to reduce, re-use and recycle waste · Local and national campaigns used to promote buying from local businesses · Lower red meat consumption promoted · Environment Agency’s flood warning service promoted using social media |
· Residents use support available retrofit homes so reduce heating bills and reduce carbon emissions · At least 60% of household waste is re-used, recycled/composted by 2030 · Residents use support provided by South East Water Company · More buying from local businesses · Residents eating less red meat · Residents and businesses signed up to Environment Agency’s flood warning service
|
Housing and health Team, Waste Services, Regeneration and Economic Development and Communications Staff time, BDCC Officer |
2020-30 |
|
8.2 |
Provide staff awareness information of biodiversity and climate change at induction, and job specific training. Each service area to have biodiversity and climate change induction, and job specific training. |
Improve the awareness, engagement and knowledge of our staff
|
All staff understand the importance of protection biodiversity and climate change and the impacts of their work on them. Staff representatives are identified, and suggestions box supplied. |
BDCC officer time and other staff time |
2020-21 |
|
8.3 |
Inform partner organisations and residents about the threats from climate change and the ways they and we can adapt to its impacts |
Organisations and residents plan for flooding, heat wave and storms |
We have a list of organisations to send government heat wave advice to. Organisations and residents are signed up for flood alerts |
BDCC officer time and communications Staff Time |
2020-30 |
|
8.4 |
Engage with and build support from key stakeholders and the wider public on enhancing biodiversity and addressing climate change. Engage with relevant national days of action |
Use information gathered to create and update a communications plan to support this action plan. Work in partnership with KCC as appropriate
|
Stakeholder and residents are regularly engaged and kept informed on the councils aims and progress on biodiversity and climate change. Stakeholders and community groups are encouraged to create their own action plans |
BDCC officer time and communications Staff Time |
2020-30 |
|
8.5 |
Support local businesses to · use support available to reduce their emissions and generate their own power including liaising with KCC when LoCASE funding available · Implement travel plans that promote walking, cycling and public transport · Use the Kent Prepared website to raise awareness of how to prepare for flooding |
· Information, loans and grants on reducing emissions and generating power promoted · Businesses supported to write travel plans · Businesses signposted to Kent Prepared Website |
· Businesses make use of grants and loans available · Businesses have travel plan · Businesses prepared for flooding impacts and has own plan |
Regeneration and Economic Development and communications Staff Time |
2020-30 |
|
8.6 |
Liaise with Parish Councils to support their work on biodiversity and climate change |
Parish Councils supported to take actions and bid for funding |
Parish Councils actively addressing biodiversity and climate change |
BDCC Officer |
2020-30 |
|
8.7 |
Work with partners to address climate change and biodiversity effectively and sustainably |
Best practice shared, ability to submit joint bids |
Relevant Officers participate in · Kent and Medway Environment Group · Kent Climate Change Network · Kent and Medway Sustainable Energy Partnership · Kent Private Sector Housing Group · Kent and Medway Air Quality Partnership · Kent Environmental Health Managers Group · Kent Resource Partnership · Kent Planning Officers Group · Kent Nature Partnership - working group · Kent Resilience Forum – risk assessment group · Transport for the South East · Medway Flood Partnership |
Staff time from relevant teams, many already participating |
2020-30 |
|
8.8 |
Following successful legal action by Housing and Health Team regarding Category 1 Hazards of Excess cold and Building Control Team regarding buildings not built to required standard details to be sent to communications team who will draft press releases on Court cases |
Press releases highlighting successful prosecutions |
Accommodation and building standards improved and behaviour change as a result of enforcement |
Housing and Health, Building Control and Communications Staff time |
2020-30 |
|
9.0 |
Decision Making Processes and Governance Aim: To ensure that climate change and biodiversity are part of all decisions made It is essential that the council works as one organisation to the shared goals of addressing biodiversity loss and climate change. |
||||
|
9.1 |
Provide briefings and training for Councillors and Officers on climate change and biodiversity to create a culture change and ensure climate change and biodiversity are integrated into decision making |
Relevant training provided. Report templates
include reference to biodiversity and climate change impact Decisions evidence that biodiversity and climate change has been taken into account |
Awareness and understanding of the impact of climate change and the importance of biodiversity and this is taken account of in all decision making |
Democratic Services Team, Councillor and Senior Officer time, BDCC officer time Staff time |
2020-21 |
|
9.2 |
Establish biodiversity and climate change overview and scrutiny committee |
Overview and scrutiny functions in relation to biodiversity and climate change Decisions could be called in if relevant to biodiversity or climate change |
Reports are scrutinised to ensure biodiversity is protected and climate change is considered
|
Democratic Services Staff time |
2020-21 |
|
9.3 |
Ensure service plans consider biodiversity and addressing climate change and performance indicators are set as needed |
Opportunities for enhancing biodiversity and addressing climate change are considered when writing service plans and setting performance indicators |
Service plans contribute towards addressing the ecological and climate change emergencies |
Officer time |
2020-21 |
|
9.4 |
Review guidance used to help managers plan their services to ensure opportunities for enhancing biodiversity and mitigating and adapting to climate change are taken |
Service design toolkit reviewed |
Opportunities to enhance biodiversity and mitigate and adapt to climate change are taken when services are designed |
Transformation team |
2020-21 |
|
9.5 |
Establish criteria for investment in climate change and biodiversity and invest to save schemes. These will consider (a) relative impact in terms of carbon reduction and (b) ease of delivery, such that expenditure is focused on deliverable, affordable initiatives that maximise impact on the carbon reduction target. |
Source external, including government, funding for climate change action. Establishing arms-length delivery vehicles and securing innovative financial arrangements for climate change projects and programmes. |
Funds available for approved projects |
Finance Staff and BDCC Officer time |
2020-21 |
|
9.6 |
Develop a corporate policy and approach to social value that incorporates enhancing biodiversity and reducing the council’s carbon footprint through the way we design, carry out and procure our services.
|
Biodiversity and climate change criteria are integrated when developing tenders for services. Energy efficient equipment is chosen |
Biodiversity protection and emission reduction metrics are included in tender assessments at each opportunity. Energy efficient equipment is chosen |
Transformation and Commissioning Staff, Finance and BDCC Officer time |
2021 |