senternovem marketing activities towards municipalities

SenterNovem marketing activities towards municipalities

Maartje Op de CoulAdvisor Compass Programme (energy in the built environment)

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SenterNovem marketing strategies&instruments

Topics of the presentation:

Marketing strategies & instruments used by

SenterNovem and lessons learnt Demonstration of a marketing isntrument: the

instrument planner Participatory session: stakeholder analysis RUSE

partners

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Overview

Role of SenterNovem re energy policy and projects of

municipalities:

Preparation and implementation of subsidy schemes for

Min of Housing Informing, stimulating and supporting municipalities to

apply Informing and stimulating municipalities to apply to other

subsidies available to them as well, for example in the field

of transport, renewable energy and European subsidies.

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Overview

Key subsidy schemes past 10 years:

LOREEN From 1998 onwards Project based subsidies for local and regional energy projects

BANS From 2003 onwards 4 yr subsidy for local climate policy € 37 million from Min of Housing for 225 municipalities 50% co-financing by municpalities

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LOREEN – aim & problems

Aim LOREEN for (Senter)Novem: all subsidies

available exhausted Problem: marketing

Novem wasn’t known as a grant providing agency Formal publication in government paper didn’t attract

many grant applications

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LOREEN – marketing aims

Marketing aims:

Inform the market on availability of subsidy

QUICKLY Ensure that municipalities feel attracted to

subisidy (SN reputation of complex, innovative

grants) Communicate simplicity of LOREEN subsidy

scheme

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LOREEN – marketing instruments

Marketing instruments:

Stakeholder analysis (inlcuding obstacles and

expectations) “shock and awe” campaign (quick and dirty) Supported by robust helpdesk for the application

process

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LOREEN - results

Results:

Grant exhausted Enough applications to be able to select only the

good projects Reputation as a subsidy provider established

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LOREEN – lessons learnt

Lessons learnt:

Stakeholder analysis important Make sure municpalities feel adressed by

subsidy Communicate simplicity of subsidy

Separate marketing of subsidy from assessment

of subsidy applications ;-)

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BANS - aims

Aim BANS for SenterNovem: as many applications as possible, before the

deadline Target: 220 applications

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BANS – marketing strategy

Marketing strategy:

Building on previously established good relations with

municipalities Using proximity of designers of subsidy scheme Providing the municipality with instruments that structure

and simplify the application process Close and individual support in the application process

(everything short of writing) Lobby

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BANS – marketing instruments


1-on-1 support (obligatory)

In all stages: getting commitment, baseline study,

application writing Average of 40 hrs support for each municipality Workshops within mun. Lobby within political bodies of mun. if needed Prospect of continuity of SN support in implementation

phase

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BANS – marketing instruments


Practical planning instruments:

Climate menu - choice of themes and corresponding

ambition Climate scan - obligatory baseline study implemented

by SN Climate planner – support to move towards actual

project planning

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BANS – results

Results

238 applications submitted and approved Average appreciation of SN support: 7,5 Mun. state that without SN support the

application process would have been more

difficult and in some cases application would

have been suspended

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BANS – lessons learnt

Lessons learnt – what works:

Chances of success increase with the intensity of support A good project proposal enhances good project

implementation Close contact with department that designs the subsidy

scheme Already existing contacts with mun. important Obligatory character of climate scan and SN support High quality of climate policy planning instruments

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BANS – lessons learnt

Lessons learnt – question marks:

“Return of investment”: sometimes a lot of

investment in terms of supporting hours

balanced by a small amount of subsidy “Ownership”: despite intensive support by SN,

climate policy must be owned by mun. Exclusively quantative targets don’t work

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Instrument Planner

Another marketing instrument: Instrument Planner

Brief background information Demonstration of the instrument for RUSE Brief analysis of result

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Instrument Planner: The framework of Green and Kreuter

Policy goal:

energy conserva-tion

Phase 1 diagnosing the relevant behav change

Behaviou-ral change

Environ-

ment

Phase 2: assessment of determinants

Predisposing

factors

Enabling factors

Reinforcingfactors

Phase3:

choosing theinstruments

1. Judicial

2. Economical

3.Communative

4. Physical

provisions

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Instrument Planner: Table of Determinants

Main determinants specific determinant Score housing associations

Predisposing factors

Awareness 1

Knowledge 1

Social norm 2

Attitude 3

Self-Efficacy 2

Enabling factors External financial resources 1

External technical resources 2

External organizational resources 1

New skills 1

Reinforcing factors Feedback of peer organizations 3

Feedback of experts 1

Feedback of the authorities 3

Feedback of Customers 1

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Instrument Planner: Instruments Matrix

Determinants predisposing factors enabling factors reinforcing

factors

Policy instruments: Aw

are

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ss

Know

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Socia

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Attitu

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Self-e

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Exte

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Exte

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izatio

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N

ew

skills

Fe

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ba

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org

an

iza

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Fe

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ba

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Fe

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1.1 General Laws and Rules 1.2 Specific permits 1.3 Enforcement 1.4 Covenants and agreements 2.1 Subsidy 2.2 Levy 2.3 Tax differentiation 2.4 Financial constructions 2.5 Emission trading 3.1 Knowledge transfer 3.2 Modeling 3.3 Stimulating communication 3.4 Training 3.5 Coaching 3.6 Personal advice 3.7 Lables 3.8 Demonstration 3.9 Benchmarks 4.1 Infrastructural provisions 4.2 Technical behavioral steering

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Stakeholder analysis

Hands-on session: RUSE stakeholder analysis

senternovem marketing activities towards municipalities

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