GovernEE: towards better governance in energy management of public buildings

GoodGovernance
inEfficiency
Energy
Integrated
transnational
and cross-sectoral
toolkit
with action plans on energy efficiency in
public and historic buildings, focusing
on heating

This project is implemented through the CENTRAL EUROPE
Programme co-financed by the ERDF.
we have to decide the cover of the document.
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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

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

Central Europe Program
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

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.

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/

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).

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.

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.)

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.

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.

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

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

GoodGovernance
in
Efficiency
Energy
TOOLKI
T

TEN STEPSTEN STEPS
for Your good GovernEEfor Your good GovernEE
1 2 3 5 6 7 8 9 104

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

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