{"version":"1.0","provider_name":"RES-DHC","provider_url":"https:\/\/www.res-dhc.com\/en\/","title":"RES-DHC - Guideline for strategy development - RES-DHC","type":"rich","width":600,"height":338,"html":"<blockquote class=\"wp-embedded-content\" data-secret=\"1JDMSOX7c9\"><a href=\"https:\/\/www.res-dhc.com\/en\/documents\/res-dhc-guideline-for-strategy-development\/\">RES-DHC &#8211; Guideline for strategy development<\/a><\/blockquote><iframe sandbox=\"allow-scripts\" security=\"restricted\" src=\"https:\/\/www.res-dhc.com\/en\/documents\/res-dhc-guideline-for-strategy-development\/embed\/#?secret=1JDMSOX7c9\" width=\"600\" height=\"338\" title=\"&#8220;RES-DHC &#8211; Guideline for strategy development&#8221; &#8212; RES-DHC\" data-secret=\"1JDMSOX7c9\" frameborder=\"0\" marginwidth=\"0\" marginheight=\"0\" scrolling=\"no\" class=\"wp-embedded-content\"><\/iframe><script>\n\/*! 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Transformation of existing urban district heating and cooling systems from fossil to renewable energy sources GUIDE FOR STRATEGY DEVELOPMENT RES-DHC Document Information: Authors: Laure Deschaintre, Planair Contact: Planair SA rue Galil\u00e9e 6 1400 Yverdon-les-Bains Switzerland +41 (0)24 566 52 14 laure.deschaintre@planair.ch Last update: April 2021 Work package: WP3: Strategy and action plans Task: Task 3.1: Process of regional strategy and action planning Deliverable: D3.1: Guide for strategy development Status: Public Project website: www.res-dhc.eu Disclaimer: The sole responsibility for the contents of this publication lies with the authors. It does not necessarily reflect the opinion of the European Union. Neither the European Commission nor the authors are responsible for any use that may be made of the information contained therein. 1 TABLE OF CONTENTS 1. Introduction ................................................................................................................................ 2 2. Process description .................................................................................................................... 3 3. STEP 1: From Barriers & opportunities to measures .................................................................. 4 4. STEP 2: Setting priorities ........................................................................................................... 7 4.1. Evaluation chart ..................................................................................................................... 7 4.2. Notation ................................................................................................................................. 7 4.3. Classification ......................................................................................................................... 8 5. STEP 3: Action plan ................................................................................................................. 10 6. STEP 4: Regular Update .......................................................................................................... 11 7. Conclusion ............................................................................................................................... 11 2 1. INTRODUCTION The RES-DHC project \u2014 Renewable Energy Sources in the District Heating and Cooling sector, kicked off in October 2020 focuses on increasing the share of renewable energy in district heating and cooling systems across Europe. Eight countries (Germany, Switzerland, Austria, Italy, France, Poland and Denmark) as well as the European umbrella organisation EuroHeat & Power, based in Brussels, Belgium have joined forces to drive the decarbonisation of the DHC sector. The project started with surveys at regional level to analyse the current market situation as well as barriers and opportunities to the development of renewable district heating. The next step is to use this knowledge to develop concrete and detailed action plans to promote renewable district heating. The point is to propose an adaptive methodology for developing regional market development strategies and planning the corresponding actions. The methodology presented in this document should bring support in the development of strategies that are adapted to the identified barriers, feasible and efficient. However, the process proposed is flexible to make sure that all regional par-ticularities can be taken into account. 3 2. PROCESS DESCRIPTION The process is divided in four steps. Each step is further detailed below. However, it is important to note that the result is not final. Step four takes place after implementation start: the action plan should be continuously and regularly updated to take into account new developments and concretise the actions further. This process should be undergone taking into account the ideas and opinions of relevant market actors. In the RES-DHC project, Stakeholder Advisory Groups composed of relevant market actors at regional level have been set up. These groups should be involved, at least in step 1 and if possible, all along the process to consolidate the result and make sure that market actors endorse the defined strategy. However, we recommend to test the methodology in advance in a small group before moderating a larger event to the action plan. From barriers & opportunities to measures - Examples of concrete measures - Differentiated step for Regions A & B Setting priorities - Notation with different criterias - Each criteria has a weight - Consider the scope and ressources from the project Development of the action plan - Detailed description of the measures to be implemented in the project - Template for a one page \u00ab factsheet \u00bb List of possible measures for market development of RES-DHC Highest priority \u2013 immediate implementati on Highest priority \u2013 Search for resources Second priority Low priority Action plan Implementation - Monitoring and documentation - Regular re-evaluation Regular re-evaluation Figure 1 : Overview of the process 4 3. STEP 1: FROM BARRIERS & OPPORTUNITIES TO MEASURES The aim of this step is to create a list of possible measures to tackle the barriers and make good use of the opportunities identified. Each barrier should be met with one or several concrete measures. This step should be dealt with in a \u201cbrainstorming\u201d mind-set. No budget or limits should be taken into account at this stage. The only criteria is that the measures proposed should be adapted to the regional framework conditions. We recommend to involve market stakeholders at this stage to bring in a large diversity of points of view and ideas. A preliminary step consists in classifying the barriers. The type of barriers identified within the RES-DHC project are listed in Table 1: Types of barriers TYPE OF BARRIER DESCRIPTION LACK OF KNOWLEDGE A lack of information of the stakeholders is one of the most common bar-riers for renewable district heating. But it is often not expressed as such, especially if the list of barriers is made directly by the stakeholders. It is therefore important to identify if the know-how is available but not spread or if the issue has not been tackled yet. ECONOMICAL Economical barriers are also very common. In this case, the solutions exist and are well known but are not implemented because of economic feasibility criteria. LEGAL \/ POLITICAL The legal framework must be changed to tackle this barrier, or a change must occur at political level (i.e. new procedure, contracts etc.) TECHNICAL Technical barriers are very seldom and it is important to ensure that the solution is not already available, at least at international level. ORGANISATIONAL Organisational barriers concern communication between stakeholders as well as the organisation of the market sector in general. A selection of possible measures to overcome the identified barriers are listed below, according to the type of barrier. Basic measures Following basic measures are planned for all regions in the RES-DHC project and should be con-sidered for replicating regions: \u2022 Creation of a regional \/ national stakeholder group gathering market actors with regular meetings and exchanges \u2022 Setting-up an information point centralizing all resources on the topic (i.e. website) 5 Measures addressing a lack of knowledge \/ information The first point is to identify if the know-how is available at local level or not. If not, the scope should be broadened and the measure should consist in identifying external solutions, i.e., at international level and organizing exchanges: site visits, workshops, courses. Figure 2 shows the first steps to undergo in this case. If the know-how is available at local level but the information does not circulate, for example in the case of the legal framework or financing opportunities, an information campaign should be started. The priority is to identify the stakeholder group (municipalities, DH operators, etc.) and to decide on the best supports (see list in Figure 2). The main actors who can help to spread the information should be identified and involved. Measure addressing economical barriers Economical barriers can mostly be addressed by: - Finding and spreading the knowledge about possible sources for financing, innovative business models or quantifying the other advantages of renewable solutions - Lobbying for incentive taxes on fossil fuels or any other change in framework conditions able to improve the economical calculation (see measure addressing legal barriers). Countries where the solution is more widespread can be studied to understand the levers used for market development Measure addressing legal \/ political barriers Where is the know-how available? At international level At local level Organize exchange (site visits, workshops, courses etc.) Feasibility studies (For replication of the solutions at local level) Pilot projects (at local level) Best practice examples (at local level) Spread the know-how: - Workshops - Formation - Factsheets, articles, publications, guidelines, videos - Tools Figure 2: Matching barriers with adapted measures 6 If the barriers are specific to the legal or political framework and the issue cannot be addressed directly, the stakeholder group is very precious. Indeed, with the support of professional associations concerned, a position paper can be published to propose a list of framework modifications that would ensure faster market development. Local political representatives can also be addressed directly to explain the necessary changes and their advantages. Measure addressing technical barriers Identifying a technical barrier, the first question to answer is: is it really a technical issue or does the solution already exist but is not well-known? If the solution is already implemented somewhere, measures addressing a lack of knowledge should be implemented. If no solution was identified yet, a research project is an appropriate measure. Measure addressing organisational barriers The DH market sector is organized quite differently in each country and this has an important impact on the market developments. The necessary measures are therefore very specific to the local con-ditions but as a rule, enhancing communication between market actors to share good practices, setting common targets, developing quality criteria or labels, organizing the sector thanks to profes-sional associations or common innovation centers are efficient measures to promote market devel-opment of new solutions. 7 4. STEP 2: SETTING PRIORITIES The first step should have resulted in a list of possible measures for market devel-opment. The aim of this second step is to analyse each of the measures of the list in order to rate it and classify in a level of priority. 4.1. Evaluation chart An evaluation chart should be defined. An example is given in Table 2. Working groups should feel free to add criteria or change their weight according to their local circumstances. In this proposition, available resources is not a criteria for defining the priority of a measure. Measures with high priority but no funding or not enough resources available stay marked as high priority, even if the funding has to be found first (see 4.3). Table 2 : Example of evaluation chart Criteria Notation Comment Weight Time horizon of the impact Long-term 1 Mid-term 2 Short-term 3 Estimate how long the measure will take to be implemented and to show effects (ST < 2 years, 2 < MT< 5 years, LT > 5 years) 20% Direct impact on the market Low 1 Average 2 High 3 For example: investment triggered, num-ber of plants taking action 30% Indirect im-pact on the market Low 1 Average 2 High 3 For example improvement of the quality level, know-how of stakeholders etc. A measure can have direct and indirect impact 20% Opportunity No 1 Unclear 2 Definitely 3 Is there a momentum around this topic at the moment or stakeholders ready to take action now? Is there a high public ac-ceptance? 30% The sum of the weights should add up to 100%. The weights are set here as an example. For ex-ample, in a country where the legislation will soon become very restrictive regarding fossil heating and measures with long-term impact might come too late, the weight of this criteria will be stronger than in countries where the efficiency of the measure could prevail over its rapidity of implementation. 4.2. Notation Each measure should be evaluated according to the evaluation chart defined. The more stakehold-ers participate in this step the better consolidated the result will be. Each criteria receives an average notation taking into account all votes. This average notation is then taken into account in the global evaluation with the corresponding weight. For example, if a group of stakeholders is asked to evaluate the following measure: \u201cdevelop a CO2-neutral label for district heating networks\u201d. Table 3 shows the result if three persons participate in the process and give the notes indicated in their column for one measure: 8 Table 3 : Example of votation and calculation of the global evaluation for the measure \u201cdevelop a CO2-neutral label for district heating networks\u201d Criteria Person 1 Person 2 Person 3 Average Comment Weight Time horizon of the impact 1 2 2 (1+2+2)\/3 = 1.7 When will this label start to have an impact on the market? How long until customers are aware of it? (long-term is 1, mid-term is 2, short term is 3) 20% Direct impact on the market 1 1 1 (1+1+1)\/3 = 1 Will this label directly trig-ger new projects or change of energy in exist-ing DH? (yes, a lot: 3, maybe but not sure: 2, probably not 1) 30% Indirect im-pact on the market 3 3 3 (3+3+3)\/3 = 3 Will this label improve the quality, image, and com-munication within the sec-tor or towards customers? (yes, a lot: 3, maybe but not sure: 2, probably not 1) 20% Opportunity 3 3 2 (3+3+2)\/3 = 2.7 Are there other projects dealing with the topic or is a tool already available that could be adapted? Is there an interested stake-holder in the group who is ready to support this ac-tion? (yes, clearly: 3, yes, but there are also a lot of barriers: 2, not really a topic at the moment: 1) 30% Total - - - = 1.7*0.2 +1*0.3 +3*0.2 +2.7*0.3 = 2.1 - 4.3. Classification The global evaluation for each measure should help sort the measures in three priority levels. The exact limits of those categories should be defined according to the local situation. For example, priority 1 for projects with a global evaluation over 2 points, priority 2 over 1.5 points and priority 3 below. If there are too many measures or too few in category 1 for instance, the limits should be set differently, or the reasons should be discussed with the participants. 9 Finally, measures implemented in category 1 should be sorted out between measures that can be implemented immediately because resources are available (budget, stakeholder interest, etc.) and the measures for which resources should still be acquired. At the end of the process, all measures from the initial list should be sorted into one of the following four categories: 1- Highest priority \u2013 immediate implementation 2- Highest priority \u2013 search for resources 3- Second priority 4- Low priority, to implement only in case an opportunity arises This prioritized list constitutes the regional strategy for market development ore renewable district heating solutions. Category 1 will be further detailed in an action plan. Funding or resources will be actively looked for regarding measures in category 2. Measures in the other categories should be documented also to be evaluated again further on. 10 5. STEP 3: ACTION PLAN Once the priorities have been defined, each one of the measures ranked 1 accord-ing to the previous step should be described in detail to enable implementation and monitoring of the impact. The description of each measure should contain following information: 1) General information: \u2022 Title of the measure \u2022 Short description \u2022 Date of the last update \u2022 Author 2) Detailed information: \u2022 Geographical localisation \u2022 Partners involved at local level \u2022 Description of the initial situation and addressed barriers \u2022 Addressed target group(s) \u2022 List of objectives \u2022 Detailed description of the implementation plan \u2022 Monitoring strategy for the impact The collection of these description constitutes the action plan for the region\/country. As far as pos-sible, the measures should be endorsed by all partners involved in the implementation. For exam-ple, the action plan could be published presenting the logos of all partners involved. Within the RES-DHC project, action plans will be developed for each region involved. A summary report of the regional strategies and action plans will then be published and made available on www.res-dhc.com. 11 6. STEP 4: REGULAR UPDATE Two types of regular updates should be planned: 1) Update of the descriptions of measures Depending on the measure, a rhythm should be defined in the monitoring strategy for a regular update of the description, including a feedback on the impact of the measure and lessons learnt from the implementation. 2) Update of the action plan A regular update of the whole action plan, i.e. yearly, should be planned. The process should be repeated to take into account the evolution of framework conditions, check if the priorities are still valid or if new measures can be put in motion. This process results in the confirmation of the current action plan or its update. 7. CONCLUSION The proposed methodology should support market actors in their market development goals by help-ing to clarify their strategy, plan and monitor the implementation. Key success factors are the partic-ipation of experiences market actors, flexibility and adaptation of the methodology to the framework conditions and regular update of the results."}