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GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
GovernEE: towards better governance in energy management of public buildings
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GovernEE: towards better governance in energy management of public buildings

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Good Governance in Energy Efficiency

Good Governance in Energy Efficiency

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  • 1. GoodGovernance inEfficiency Energy Integrated transnational and cross-sectoral toolkit with action plans on energy efficiency in public and historic buildings, focusing on heating
  • 2. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. we have to decide the cover of the document. Here are some suggestions On behalf of the GovernEE partnership, I would like to welcome Our Readers! As the Mayor of the Municipality leading the GovernEE project, I am proud to close the three-year long successful cooperation of our Central European transnational partnership that was created to address transnational aspects of good governance in energy efficiency (EE) and the use of renewable energy sources (RES) in historic buildings of public use. Building stocks are one of the major consumers of energy, EU strategies and programmes therefore propose numerous measures and lines of interventions in order to improve EE and promote the use of RES in buildings, especially regarding the public stock. GovernEE contributed to the rationalisation of energy use in dwellings managed by the public administration with a special focus on historic buildings. Furthermore, good governance methods have been developed to strengthen the responsibilities of policy-makers. Dissemination towards the general public has been efficiently achieved through the 12 Energy Days organised. Also, GovernEE continuously informed the public sector on energy issues and the need for adopting new behaviours. The project incorporated EE measures into decision-making processes of municipalities by promoting a cross-sectoral approach through training and coaching activities. The project elaborated a practical “Toolkit” to the attention of local governments and partners developed Local Energy Efficiency Action Plans prioritising on EE goals to help enhance policy makers’ planning competences. Building on the transnational cooperation, efforts were focused on the establishment of a knowledge network, as well as on testing several pilot actions linked to key elements of good governance. Relevant stakeholders from the public, private and the knowledge sector took part in the networking. The present Brochure introduces GovernEE’s achievements by presenting the partnership’s core outputs and pilot activities giving an outlook to the future. Almási István Mayor of Hódmezővásárhely GovernEE: towards better governance in energy management of public buildings
  • 3. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. we have to decide the cover of the document. Here are some suggestions The project partnership involves 4 municipalities, 1 district administration and 2 research institutions representing 5 countries from the Central European Region under the leadership of the Municipality of Hódmezővásárhely (Hungary). Lead Partner Municipality of Hódmezővásárhely (Hungary) 6800 Hódmezővásárhely, Kossuth tér 1. Web: www.hodmezovasarhely.hu Contact Person: Attila Nagy E-mail: governeeproject@hodmezovasarhely.hu Phone: +36 62 530 100 Partners Municipality of Quedlinburg (Germany) Markt 1, 06484 Quedlinburg Web: www.quedlinburg.de Contact Person: Katrin Kaltschmidt E-mail: Katrin.Kaltscmidt@quedlinburg.de Phone: +49 3946 905 731 District Administration Burgenlandkreis (Germany) Schönburger-Str. 41, 06618 Naumburg Web: www.burgenlandkreis.de Contact Person: Jörg Perrmann E-mail: perrmann.joerg@blk.de Phone: +49 3445 731 693 Prague 11 Metropolitan District (Czech Republic) Ocelíkova 672, 149 41 Praha 4 Web: www.praha11.cz Contact Person: Jakub Jezek E-mail: governee@praha11.cz Phone: +42 0777 214 006 Municipality of Bologna (Italy) Piazza Liber Paradisus 10, 40129 Bologna Web: www.comune.bologna.it Contact Person: Francesco Tutino, Patrizia Marani, E-mail: francesco.tutino@comune.bologna.it, patrizia.marani@comune.bologna.it, Phone: +39 051 219 3173 C.E.T.A. Center for Theoretical and Applied Ecology (Italy) Via Licino 44, 34170 Gorizia Web: www.ceta.ts.it Contact Person: Francesca Visintin E-mail: francesca.visintin@ceta.ts.it Phone: +39 0481 280 240 Center of Excellence for Renewable Energy, Energy Efficiency and Environment – CERE (Austria) Endresstraße 65/7/4, 1230 Vienna Web: www.portal2.cere.com Contact Person: Johannes Bachler E-mail: governee@cere.com Phone: +43 1 888 38 38 Our Partners
  • 4. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. we have to decide the cover of the document. Here are some suggestions Central Europe Program This project is implemented through the CENTRAL EUROPE Transnational Territorial Cooperation Programme co-financed by the ERDF. CENTRAL is a European Union programme that encourages cooperation among regions of Central Europe to improve in- novation, accessibility and environment, as well as to enhance the competitiveness and attractiveness of their cities and regions. The Programme invests 231 million Euros to provide funding for transnational cooperation projects involving public and private orga- nisations from Austria, the Czech Republic, Germany, Hungary, Italy, Poland, the Slovak Republic and Slovenia. It is financed by the European Regional Development Fund (ERDF) and runs from 2007 to 2013. More information: www.central2013.eu
  • 5. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. we have to decide the cover of the document. Here are some suggestions The Transnational Feasibility Study The Transnational Feasibility Study (TFS) explores the technological, financial, environmental, and institutional aspects of energy efficiency (EE) and renewable energy (RES) based solutions in heating of public, in particular historic, buildings. Findings regar- ding possible interventions on increasing RES and EE while reducing energy waste are compiled in this main output and linked to the other results of the project. These include the pilot studies realised in Bologna and Quedlinburg, the conclusion of the best practices and the guidelines for the elaboration of local energy plans. Today a number of technologies are implemented to support EE measures and the use of RES in historic buildings without affecting the characteristics of the buildings. Historic buildings generally waste large amounts of energy in terms of heating because of old insulation materials and structures allowing outside dispersion. In Europe, the existing building stock is huge and renovations often consist of only structural, functional or esthetical improvements with no regard to energy performance levels and measuring. This is mainly due to expected additional renovation costs, binding conservation issues and legal constraints, the complexity of technical solutions and lack of knowledge incumbent to feasibility and operation on heritage sites. Targeted solutions and best practices show that the integration of EE and RES can also contribute to the protection of artistic and cultural aspects of historic buildings, as presented in the report. The report presents two best practices that are case studies developed in the ambit of the GovernEE project: insulation works of the Palazzo D’Accursio in Bologna and the integration of photovoltaic panels on Quedlinburg’s protected buildings’ roofs.
  • 6. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. we have to decide the cover of the document. Here are some suggestions Applicability beyond the GovernEE partnership: the project’s transnational value The most important aspect of the TFS is the transferability of its findings not only within the partnership but also beyond, on an EU wide scale. The TFS holds methodological description of technologies, EE interventions and RES plant installation opportunities. These include not only energy saving and efficiency targets but also aim for good governance in the Public Administration. Differences amongst the partnership showcase discrepancies between applicable national legislations and allow for the presentation of different options for interventions affecting public historic buildings. This feasibility study integrated with the respective local energy action plan (LAP) of a city municipality is therefore the best instrument to make adequate choices for similar projects and public investments. Best practices: evaluation of lessons learnt from pilot experience The TFS reports on GovernEE partners’ pilot projects by giving a summary of the reported best practices. Best practices are examined from technical (monitoring processes, plans, interventions), legislative (cultural heritage protection enforcement and procedures) and economic (payback time, profitability) point of view as well as from the perspective of knowledge sharing (trainings, energy management within PAs). The transnational added value of the study lies in the collection of lessons learnt regarding methods to monitor and explore necessities of historic buildings, or regarding the preparation of adequate intervention plans, reviewing bureaucratic processes, recommending case by case intervention methods, adapted training and funding, as well as adopting larger scale, EU-level legislative support. http://www.governeeproject.eu/
  • 7. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. we have to decide the cover of the document. Here are some suggestions SWOT analysis of the current organization of public administration Before seeing the operation of the toolkit, it is essential to determine the actual operating condition of the public administration at local level, through a SWOT analysis. While managing the public building stock, the current organization of public administration presents different internal strengths and weaknesses and external opportunities and risks or threats Strengths a) Local governments, especially municipalities, were formed and organized to perform some basic decentralized functions. b) They provide essential services (education, housing, culture, sports) to the resident population (citizens/users) that must necessarily be provided in structures and buildings "ad hoc", able to satisfactorily meet the functions to which they refer and to respond to the qualitative and quantitative needs of the users. c) Local authorities are now among the main "property owners" in the territory d) The retrofit of public assets, in particular of public buildings, is not a "cost" but an "investment" (the cost of preventive maintenance is 10 times lower than that of an emergency intervention).
  • 8. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. we have to decide the cover of the document. Here are some suggestions SWOT analysis of the current organization of public administration Weaknesses a) the temporal scope of political decision maker the benefits of energy refurbishment are found only after 8-10 years or more, while the political mandate ends in 4-5 years. This pragmatic view, plus the lack of information, data, knowledge and experience, prevents the inclusion of structural interventions in the public local administration budget, unless they become an emergency. b) The strong resistance to “horizontal” implementation There are some difficult "vertical" passages between the political decision makers and the offices but also there is a strong resistance to "horizontal" implementation between the administrative and the technical offices, usually functioning for "watertight compartments" and accustomed or obliged to respond to specific functions c) Inadequate operating tools The current tools, announcements, tenders, contracts, whereby the public Administration manages services, works and supplies, are not always adequate to an integrated approach: they don't allow the necessary audits to assess the state of conservation of buildings and to quantify the potential savings; they don’t present the patterns of control and the monitoring of results, reference to performance targets and structural interventions.
  • 9. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. we have to decide the cover of the document. Here are some suggestions Opportunities a) The legislation on energy performance in public buildings: - the mandatory Energy Certification (Dir. 2002/91/EC, Dir. 2010/31/CE); - energy efficiency in end uses (Dir. 2006/32/EC) and now, the most recent Directive 2012/27/EU of 25 October 2012 on energy efficiency, amending Dir 2009/125/EC and 2010/30/EU and repealing Dir 2004/8EC and 2006/32/EC; - the use of renewable energy sources (Dir 2009/28/EC) b) Increasingly stringent requirements on the safety of the structures (see anti-seismic performances, evacuation systems) and of the facilities (electric, gas). c) The conservation status of public buildings (schools, sports facilities, offices, social housing) demonstrates the urgency and importance of integrated interventions (where specific requirements for winter heating can range from 150 to 400 kWh/m2 per year, at least 10-15 times the needs of the "low consumption" buildings). It is possible to improve the energy performance, and thus to reduce the energy bill, even in the range of 30-40% and a payback time fully compatible with the life cycle of interventions (4 -5 years for thermal plants, 7-8 years for electrical and lighting systems, 10-12 years for more structural interventions on the building envelope). Integrated measures allow the opening of a unique building yard with obvious savings even on the side of on-site safety and on related services (scaffolding, closing, reduced services, etc.) SWOT analysis of the current organization of public administration
  • 10. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. we have to decide the cover of the document. Here are some suggestions Threats a) current public economic and financial situation - the shortage and discontinuity of the economic-financial support - reduced money transfer by the State to local administration - blockade of investments due to Stability Pact - difficulty in recovering the tax evasion and tributary at the local level - scarcity of resources on the current budget b) the lack or contradictions of legislation c) the cost of technology d) increase in criticality and conflict between administration and citizens/users for the worsening or the suspension or even the lack of service and the choice of private service. SWOT analysis of the current organization of public administration
  • 11. http://occ.governee.cere.net/category/trans-toolkit In the online Competence Center you can also keep contact with the experts of GovernEE and with all the experts and stakeholders registered in the oCC. For the registration you just go to the CONTACT section in the home page, click on REGISTER and then put a Username and your email address. The online Competence Center The online Competence Center is part of the Knowledge Network of the project. It is a tool to exchange the knowledge on EE in historic buildings, the instruments, the best practices, the information of the project.
  • 12. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. This transnational Toolkit has been organised especially so as to facilitate the path and the verifications to be faced by each public administration while managing its building heritage and particularly the historical heritage. The Toolkit is represented by 10 steps and 2 levels. The 10 Steps indicate the fundamental topics to tackle: from organizational aspects of the offices, to operating tools for audits, monitoring and contracts necessary for good management The 10 Steps indicate the fundamental topics to tackle: from organizational aspects of the offices, to operating tools for audits, monitoring and contracts necessary for good management Toolkit Instructions
  • 13. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. Toolkit Instructions The first level or first card gives a quick overview of the topic, for each step, and provides the necessary strategic content, in a brief but concise explanatory card. References to the documents of GovernEE are indicated through a link at the bottom of each card (direct download is available) The same card is valid for both types of buildings: for public buildings and for public historic buildings The first level or first card gives a quick overview of the topic, for each step, and provides the necessary strategic content, in a brief but concise explanatory card. References to the documents of GovernEE are indicated through a link at the bottom of each card (direct download is available) The same card is valid for both types of buildings: for public buildings and for public historic buildings The second level or “focus” Gives more details about the topic, going in deep in explanations and contents or gives demonstration examples. Each card usually contains two sections: one for public buildings and one for the public historic buildings. The type of buildings are also indicated with a symbol (see below). The second level or “focus” Gives more details about the topic, going in deep in explanations and contents or gives demonstration examples. Each card usually contains two sections: one for public buildings and one for the public historic buildings. The type of buildings are also indicated with a symbol (see below). PUBLIC BUILDINGS PUBLIC HISTORIC BUILDINGSPUBLIC BUILDINGS PUBLIC HISTORIC BUILDINGS
  • 14. GoodGovernance in Efficiency Energy TOOLKI T
  • 15. TEN STEPSTEN STEPS for Your good GovernEEfor Your good GovernEE 1 2 3 5 6 7 8 9 104
  • 16. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. 1. THE ENERGY OFFICE CREATION OF THE OFFICE FOR THE MANAGEMENT OF THE PUBLIC BUILDING STOCK PUBLIC AND HISTORIC BUILDINGS The first step of a path towards establishing a policy promoting EE (Energy Efficiency) and RES (Renewable Energy Sources) in the building stock owned by a public administration is to fix the status of knowledge and administrative experience about EE and RES held by the public offices, in particular, about the management of the public historic building stock. It is necessary to identify an “Energy Manager Office”, with high transversal competence and with a Manager equivalent level, in order to:  recover the energy data scattered in various municipal offices,  elaborate and upgrade the energy database of public buildings, make the actions carried out by the technical-administrative office be most effective and consistent, as for contracts and tenders support the technical managers and decision makers in the process of "governance" and management of public assets. Click Annex: WP 3.3.1: Joint legal, financial, administrative and public procurement guidelines for energy efficiency. FOCUS back
  • 17. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. 2. TRAINING ENERGY AWARENESS INTO POLICIES OF MUNICIPAL INSTITUTIONS PUBLIC AND HISTORIC BUILDINGS The second step involves the training and working at the side of the different institutional levels present in the Municipality: politicians (Mayor, City Board, majority and minority Parties, Commissions and Commitees City), technicians (Energy Manager, Technical Offices), Administrative and Procurement staff. The basic duty of the administrative offices towards the policy makers is to draw their attention to the permanent changing of legal, financial, technical, public procurement, contracts framework, which affects every local authority. Training requirements vary depending on whether the Municipality: - has joined or not to the Covenant of Mayors –UE ; - has set up or not the Sustainable Energy Action Plan (SEAP) Click Annex: WP 3.2.1: Guidelines for incorporation of energy awareness into policies of municipal institutions WP 4.5.3: Monitoring of pilot implementation with models developed FOCUS back
  • 18. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. 3. THE ENERGY DATABASE OF THE PUBLIC BUILDING STOCK OVERVIEW OF THE ENERGY DATABASE FUNCTION AND ACTIVITIES PUBLIC AND HISTORIC BUILDINGS In the third step, after having organized the Energy Office and trained the political, technical and administrative staff, it becomes essential to build the energy database of the public building stock. The information collection and the reassembly of energy data will have a key role in the "governance" of public buildings. in the Local Action Plans and programs of intervention and preventive maintenance (step 5). The database will be organized as an information tool/platform where specific data related to each single building should converge periodically. The number and especially the diversity of building typology, building use, management modes and energy systems require the preparation and updating of: card of building, containing specific data: dimensional, structural, compositional, thermal and electrical plant equipment, fuel and electric energy consumption and annual costs, card of energy audit (thermal and electric) of buildings, with suggestions to increase EE and RES, card of preventive maintenance (ordinary, extraordinary) projects containing safety measures and regulatory compliance in other sectors (anti-seismic, plants, accessibility). Click Annex: WP 3.3.1: Joint legal, financial, administrative and public procurement guidelines for energy efficiency. WP 3.3.4 ex 3.3.6: A long-term program concerning research on energy efficiency and innovation in public heating. FOCUS back
  • 19. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. 4. MEASURES FOR EE AND RES DESCRIPTION AND METHODOLOGY PUBLIC AND HISTORIC BUILDINGS As a result of energy audits of public buildings and historic buildings (Step 3) the energy database of public building stock allows the evaluation of potential measures for EE and RES to be implemented in each building. Possibly, such a process should be carried out through an energy audit of the buildings, including a numerical simulation of the energy behaviour of the building and a cost-benefit-analysis of the single measures. If the energy audit of a building is not available, an estimation of the effect of a specific action may be performed, according to similar situations already known from other buildings. All measures for the building shell and thermal plants should be considered possibly with an integrated approach and they should be prioritized according to total and specific consumption of the building, as well as need of maintenance of specific building components (due to degradation or need to guarantee preservation of highest safety levels inside and outside the building) and opportunities for specific investments (availability of financial support for specific measures, of incentives, etc.). Click Annex: WP 3.3.6 (ex 3.3.8) Guide for energy saving and improving EE in historic buildings WP 4.3.1 Transnational feasibility study on the possibilities of Energy Efficiency and the efficient exploitation of renewable energy sources (RES) in heating historic buildings FOCUS back
  • 20. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. 5. LOCAL ACTION PLAN (LAP) OVERVIEW OF THE STEPS TO DEVELOP LOCAL ACTION PLANS PUBLIC AND HISTORIC BUILDINGS Having defined the possible measures for EE and RES of the public building stock (Step 4) , the further step is the developing of a Local Action Plan (LAP). Developing a LAP means devising and implementing a sustainable energy policy for the building stock owned by a Public Authority. Developing a LAP requires to identify specific targets and objectives. The target is represented by the group of buildings which the local authority intends to include in the action plan. The objectives represent the goals expected to be reached by the LAP: percentage of energy savings, environmental aspects, building conservation, volume of investments, etc. Different kinds of actions and measures may contribute to the achievement of the objectives. Actions should be evaluated and modulated according to available technologies, time required for implementation, costs and investments, financial opportunities and incentives, barriers and risks. Actions must be discussed and concerted within Municipal departments. A few steps may be identified while developing a LAP: Step 1 - define the measures for each building Step 2 - define Scenarios Step 3 – define the final Scenario Step 4 – adoption of the LAP through a formal act Step 5 – implementation and monitoring of the LAP Click Annex: WP 3.1.2: The analysis of 6 City Partners - Ex-ante analysis of energy efficiency in public buildings in the partner cities, estimated potential for energy efficiency in heating buildings and user habits; WP 3.3.3 ex 3.3.4: Guideline for EE and WP 3.3.3 ex 3.3.4: The Local Action Plan of 6 City Partners WP 4.3.4: Local Action Plan of Quedlinburg - WP 4.3.5: Local Action Plan of Bologna FOCUS back
  • 21. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. 6. IMPLEMEN TATION OF THE LOCAL ACTION PLAN AND PILOT ACTION FIVE STEP TOWARDS THE IMPLEMENTATION PUBLIC AND HISTORIC BUILDINGS Having defined the LAP, the steps for its implementation are 1.Identify all funding channels 2.Prepare the specifications, takeoffs, public notices, tenders 3.Select Esco in relation to scores on the most advantageous offer 4.Commit to the energy performance contracting (EPC) with guaranteed results 5.Start the refurbishment of public buildings The provider (ESCO) guarantees coverage of the costs and the realization of own profit through the "cash flow", which corresponds to the energy savings in the time duration of the contract. Note that for historic buildings a "tailor-made” LAP is required and a Pilot project may help the implementation of a wider / longer measure programme on the whole stock. You may select the historic buildings along the following 3 categories: a) those that require urgent structural or conservative refurbishment b) those that can obtain more financing channels (PBT do not always fall within the term of the EPC contract: 10-15 years) c) those with constraints imposed by the current system of protection and conservation that prevent any type of intervention. Click Annex: WP 4.3.5 Bologna Tailor made Local Action Plan WP 4.5.4 CETA - Feeding pilot results into strategy finalize the transnational toolkit WP 4.3.3 Description of Bologna Pilot - WP 4.3.2. and 4.3.4 Description of Quedlinburg Pilot FOCUS back
  • 22. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. 7. MONITORING UPDATING ENERGY DATABASE OF BUILDINGS AND MONITORING THE LAP PUBLIC AND HISTORIC BUILDINGS After having implemented the LAP, monitoring of the results is a fundamental step, in order to control the energy savings as well as correct any mistake in the following management of the building. It helps both at checking the validity of the EE project as well as checking the performance guaranteed by the ESCO which has carried out the EE measure through an EPC contract. Monitoring is also a valid tool to know how the building behaves before and after the EE intervention, thus helping to develop the energy database of municipal buildings. There can be recognised two orders of monitoring: -Specific monitoring devices which register and collect energy demand and energy consumption of the building (both fuel and electricity); they can also act as management tools at distance; -Monitoring tool of the Pilot or LAP or any action / programme promoted for the municipal building stock; this tool can include various criteria and indicators of the quality and quantity obtained through the actions compared to specific objectives adopted as a reference. Click Annex: WP 4.5.2: Pilot – Quedlinburg e Bologna – Monitoring of pilot implementation WP 4.5.4 - 4.5.5: Feeding pilot result into strategy/toolkit WP 3.3.5 ex 3.3.7: Monitoring system and financial evaluation framework to assess and evaluate energy efficiency programs related to public heating - WP 4.2.1: IT system to collect and process data regarding energy consumption of the municipality WP 4.1.6 Benchmark analysis of measuring and monitoring energy efficiency FOCUS back
  • 23. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. 8. POLICY RECCOMMEN DATIONS FOR EE BULDINGS CROSS SECTORAL POLICY RECOMMENDATIONS PUBLIC AND HISTORIC BUILDINGS A further step towards EE & RES is reinforcing “policy-making”, that means learning from the experiences or from mistakes or “what is missing” in order to develop new tools and new strategies both for the public building stock as well as the private sector. It must be kept in mind the pivotal role that the public sector plays in front of citizens and how much good examples can act as a driving force for stakeholders in the decision-making process. It must be emphasized that investments in the refurbishment of buildings promote a local and sustainable economy. Specifically for (public) historic buildings, it is important the adoption of recommendations (joint at European level and with a European perspective) on administrative, legal and financial frameworks towards developing effective decision-making and planning processes regarding EE and RES in public heating and on how EE and RES could be improved in historic building blocks and what measures need to be taken for bridging legislative gaps in this sector. Click Annex: WP 3.5.1 - 3.5.2: Cross-sectoral policy recommendations: recommendations on admin., legal and financial matters towards developing effective decision-making and planning processes regarding EE in public heating. WP 3.3.4 ex 3.3.6: A long-term program concerning research on energy efficiency and innovation in public heating. FOCUS back
  • 24. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. 9. Dissemi nation COMPREHENSIVE STRATEGY TO RAISE AWARENESS PUBLIC AND HISTORIC BUILDINGS Dissemination of experiences and results is the further step in involving citizens and other public administrations in a process of raising awareness, so that energy efficiency issues may enter daily life. A number of possible options, activities, measures can be used towards local communities to help raise awareness and to promote efficient use of energy. Since the public sector is one of the best known energy consumer and the bulk of energy loss derives from the inefficient heating systems of public buildings, attention should be focused on tackling the energetic situation of these buildings. And disseminating the obtained results. When setting dissemination activities one should ask him/herself the following questions: Who has responsibility? Who is the target group? What and how to communicate? What Tools? How to get people involved? How to shape public attitudes? Why are the changes important? What to change? What are the benefits? It must be born in mind that changes can happen on different levels, from the simplest everyday routine to the complex and more resource-intensive investments. Click Annex: WP 3.2.3: Comprehensive strategy to raise awareness - WP 2.2.7: Dissemination materials - WP 2.3.1: Permanent showroom WP 2.3.2 e 2.3.3: Joint campaign “Energy Day” - WP 4.5.6: Results of pilot projects to raise awareness FOCUS back
  • 25. This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF. 10. KNOWLEDGE NETWORK STRATEGY OF STAKEHOLDER ENGAGEMENT AND KNOWLEDGE SHARING - COMPETENCE CENTER PUBLIC AND HISTORIC BUILDINGS Regular sharing of knowledge and experience at European level is the guarantee that the process of diffusion and application of EE & RES will continuously expand. GovernEE project has set out a Knowledge Sharing Strategy and a Competence Centre in order to establish a Knowledge Network usable at European level. The Knowledge Sharing Strategy has managed the knowledge sharing at GovernEE partners’ level, providing a framework for the involvement of local actors (identification of major stakeholders and key target groups, creation of Local Focus Groups) and for the starting of the Competence Centre. The Competence Centre is thought as a documental platform for opening up to the world outside of the GovernEE partnership, following the vision of the GovernEE consortium that the project will have a significant impact on European policy-making and also awareness raising in the field of energy efficiency in public and historical buildings, by providing tangible solutions to the identified challenges. GovernEE Competence Centre will be part of the Covenant of Mayors network. Click Annex: WP 3.4.3: Knowledge Sharing Strategy WP 3.3.7: Declaration signed by all Mayors from participating cities that they have the intention to use renewable energies and will have significantly reduced their energy needs complying with EU requirements FOCUS back

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