Neighbourhood consultancy centres for the adoption of low-carbon technologies by homeowners Experiences from Dutch initiatives Erwin Mlecnik – TU Delft, The Netherlands Oubbol Oung, Ariane Lelieveld & Marianne de Snoo – City of Rotterdam, The Netherlands Coen Vos – City of Breda, The Netherlands Improving Energy Efficiency in Commercial Buildings and Smart Communities (IEECB&SC’20) – 01.12.2020 1. Energy transition challenges for Content Dutch municipalities 2. The Triple-A approach 3. Experiences with pop-up consultancy centres 4. Conclusion Energy transition in The Netherlands Phase-out of fossil fuels Yearly amount of earthquakes in the Groningen Coal fields (NL) Oil use Gas Wood Nuclear Solar Energy Energy Source: KNMI Renewable Heat Evolution and projection of Energy Use 1930-2100 Source figure: De Lage Landen 2020-2100 Een toekomstverkenning (2017) MBZ en Koninkrijkrelaties, Vlaamse Overheid Departement Omgeving, Team Vlaams Bouwmeester, College van Rijksadviseurs Energy transition in The Netherlands Dutch housing: • 7,7 million houses • 60% built between 1946 – 1992 Ambitions Netherlands (Dutch Climate Agreement): • 2030: 1,5 million houses free of natural gas • 2050: built environment is CO2-neutral Source: RVO, 2019 Main management challenges: • Policy management: Local authorities have to develop and realize a heat transition plan per district in collaboration with stakeholders • Portfolio management: Renovation rate has to increase from 1% to 3% per year and more ‘deep’ renovations are needed • Communication management: Find a way to get ‘behind the door’: 93% of Dutch households have an individual heating system (gas boilers) Source: PAW, 2020 Energy transition in The Netherlands • 2015-2016: every Dutch municipality is obliged to develop an ‘energy desk’ • Linking the demand of homeowners with local offer and local energy initiatives • Physical or digital • Regional or per municipality • Supported by the Federation of Dutch Municipalities (VNG) • March 2017: Evaluation by VNG • Few physical energy desks • Digital desks were developed for multiple municipalities at the same time • The quality of the advice is variable “stimulating the Adoption of low-carbon technologies by home-owners through increased Awareness and easy Triple-A Access” Duration: January 2017 – October 2021 Total budget: 5,297,095.30 € (60% supported by ERDF via the Interreg 2 Seas programme) Partners: Delft University of Technology (NL) City of Rotterdam (NL) City of Breda (NL) Kent County Council (UK) City of Antwerp (BE) City of Mechelen (BE) EOS Oostende (BE) PSEE Picardie (FR) Ghent University (BE) Eandis/ Fluvius (BE) Triple-A approach Reports (state-of-the-art available) and guidelines (expected end 2020): http://www.triple-a-interreg.eu/project-reports Triple-A approach Positive and negative experiences during the customer journey (heat map) Very negative experience Negative experience Very positive experience Positive experience Source: The Triple-A approach Connecting local authority activities to the homeowner renovation journey Experiences with pop-up consultancy centres (Triple-A) Breda Antwerpen Mechelen Oostende Rotterdam Picardie Experiences with pop-up consultancy centres (Rotterdam) 2016: “Koopgoot” Experiences with pop-up consultancy centres (Rotterdam) Fixed longer-term in 2 focus areas: Prins Alexander/shopping center Ommoord IJsselmonde/ shopping center Keizerswaard Ommoord Keizerswaard Source: A. De Groot, City of Rotterdam Experiences with pop-up consultancy centres (Rotterdam) Estimated Average Number of “Turnover” of total number of visitors registered visitors per number of visitors per registered for total number of Pop-up initiative and location Testing period visitors hour follow-up visitors (%) Book shop Donner, city center, open February-June 2016, > 1000 1 150 15 % Rotterdam 43 hours/week Koopgoot, city center open October-November ≥ 1000 2 75 7,5 % (Beurstraverse), Rotterdam 2016, 55 hours/week open March-June and Shopping center Binnenhof, September-December ca. 800 2 150 19 % Ommoord, Rotterdam 2017, 12 hours/week From November 2018 – Sustainability Shop, Shopping December 2019 (35 center Keizerswaard, ca. 1400 1 1200 86 % hours/week, later 20 IJsselmonde, Rotterdam hours/week) Experiences with pop-up consultancy centres (Breda) Mobile unit, short-term on multiple locations Source: C. Vos, City of Breda Experiences with pop-up consultancy centres (Breda) “Turnover” of registered Pop-up initiative and location of the Estimated total number Average number of visitors Number of visitors registered for visitors per total number Greenhopper in Breda Testing period of visitors per hour follow-up of visitors (%) Opening 10/10/2018; 131 20,15 2 2 Grote Markt 6,5 hours Kasteelplein 2018; 14 hours 160 11,43 9 6 IJpelaar 2018; 19 hours 127 6,68 15 12 Ulvenhout 2018; 22 hours 121 5,50 37 31 Boerderij Wolfslaar 2018; 18 hours 141 7,83 18 13 Teteringen 2019; 20 hours 83 4,15 7 8 Brabantpark 2019; 16 hours 60 3,75 7 12 Hoge Vught 2019; 18,5 hours 103 5,57 6 6 Prinsenbeek 2019; 18 hours 119 6,61 22 18 Koepelgevangenis 2019; 7 hours 25 3,57 2 8 Belcrum 2019; 17 hours 60 3,53 13 22 Centrum 2019; 17 hours 92 5,41 6 7 Wolfslaar 2019; 15 hours 78 5,20 8 10 Bavel 2019; 16,5 hours 57 3,45 7 12 Ginniken 2019; 19 hours 107 5,63 34 32 Kasteelplein 2019; 15,5 hours 113 7,29 1 1 Heksenwiel 2019; 16 hours 90 5,63 15 17 Breda: TOTAL 2018 2018; 79,5 hours 680 8,55 81 12 Breda: TOTAL 2019 2019; 195,5 hours 987 5,05 128 13 2018-2019; 275 1667 6,06 209 13 Breda: TOTAL hours Experiences with pop-up consultancy centres Sustainability Shop, Rotterdam (for a 1 Pop-up initiative and location year period) Greenhopper, Breda € 25.000 (Bres) + € 33.700 Staff (incl. municipal employees) € 120.000 (municipality) € 85.000 (including € 55.000 Facilities and exploitation € 50.000 development costs) Programming/activities and materials for specific € 12.000 € 7.500 activities Interior material for the shop and communication € 10.000 € 7.500 Training € 3.000 Not applicable TOTAL € 195.000 € 158.700 Experiences with pop-up consultancy centres: remaining concerns • Pop-up consultancy centers require a relatively high investment and trained staff • It is challenging to move a mobile pop-up: the mobile concept needs additional resources for reaching locations, as well as on locations • Pop-ups managed by local authorities cannot always respond fast due to internal procedures • Not all target areas are suitable; some target areas require extra effort • There might be a lack of integrated follow-up of visitors • Proposed and executed renovation measures are too often “quick wins” • Pop-ups can be a victim of their success, requiring extra staff at peak periods Experiences with pop-up consultancy centres: + collaboration A new initiative such as a pop-up consultancy center can be co-created with local actors • A fixed location pop-up can provide an “anchor” of the city in the neighbourhood and bridge gaps between municipal programmes and departments (Rotterdam) • A mobile pop-up can facilitate collaboration with other cities (Breda) Conclusion • Pop-ups in specific target areas can be successful for attracting and activating local residents to seek consultancy for their renovation • Visitors can be helped in their renovation journey with independent “trusted” information and registered for follow-up consultancy • To attract visitors additional neighbourhood actions and collaborations with local actors are recommended • There is no “one size fits all” solution: both short- term moble and longer-term fixed pop-up models can be suitable • Collaboration with local actors can be initiated Acknowledgements project partners… with financial support of… And: For supporting:.