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Transcript of Blueprint Staccato
Main goal was to accelerate the transition from conventional energy use to sustainable energy use in existing residential and tertiary areas.
• to achieve more than 50% savings on energy;
• to attain large scale integration of renewable energy;
• preparation of district heating allowing compatibility with future systems;
• to build up large scale capacity in order to attract follow up projects.
Three ambitious communities were selected within STACCATO to act as examples of low energy renovations of new buildings. These demonstration sites are located in Amsterdam (The Netherlands), Budapest (Hungary) and Sofia (Bulgaria).
Blueprint large scale renovation
Make sure the commitment of all partners and realistic contributions are written down. This creates the motivation to help each other to achieve the desired results. Our contract created coherence and shared interests between the three demonstration sites and project partners.
The STACCATO project is partly financed by project partners and subsidised by the European Commission in the CONCERTO programme. The subsidy created an opportunity to bond the European partners in one project with common objectives. In our case, the subsidy functioned as a letter of intent, which made it possible to realise the objectives in an economically sound way, otherwise investment costs might have been prohibitive.
STACCATO shows that setting goals with several partners is effective for accelerating the transition to sustainable energy supply. Commitment by and cooperation between partners assists in reaching objectives one way or another. Local situations asked for creativity to make optimal use of the subsidy, either in perseverance at one location (Site A) or by broadening the reach of the projects by adding other buildings (Site A and C). This commitment can alternatively be met by creating a letter of intent, with a project officer that you have to answer to by showing results.
Result: finishing the projects
Ambitious goals thanks to subsidy
At a certain point it became clear that not all objectives could be reached within the project's planned duration. The demonstration sites in Amsterdam and Oborishte could not be finished before Staccato’s original end date (November 2012). However, the partners were keen to reach the goals, even if it needed more time and therefore money as well. We had to continuously adjust our planning and also had to agree the new proposal with the CONCERTO project team. STACCATO received approval for prolongation of the project execution and the milestones were postponed.
Time: extension project
Municipalities see their role changing from that of a project principal and subsidy-runner, to that of a facilitator, inducing other (market) parties to take an initiative. In fact, city district Amsterdam-North has been adopting this facilitating role quite some time already.
The public sector can hardly enforce results in this changing field. The character of action plans developed by these municipalities has changed correspondingly from detailed plans for specific projects to a more general guidance for facilitating private parties. Governmental stakeholders were the lubricating oil of these processes and challenged partners to set ambitious goals. They are important for guaranteeing continuity of the processes including after the project is finished.
from subsidy-runner to facilitator
Search for ways to realise the energy saving objective and implementation of innovations. In the Staccato project the goals of energy saving were kept in mind. Without the subsidy the final energy use (performance) targets would have been compromised and loosened. However, creativity also helped to achieve reach the energy saving goal: the three locations additionally took sustainable measures in other projects, such as a hospital and nearby tertiary buildings.
During the preparation for energy-saving measures, a large number of individuals protested against the plan – both the residents’ committee and external committees. Subjects of protest were: low financial compensation; large size of radiators; inside colour of window frames; closing public entrances towards galleries. Most of all, people complained that they had to leave their apartments during some parts of the renovation.
The housing corporation could not bridge the differences with the tenants easily. It finally took 4 years of legal actions and several tenant votes for the plans to achieve a convenant for renovation. An intensive communication process took place between the housing corporation and the tenants in the meantime. This introduced many factors to be considered in the future process evaluation and several tips are given.
Tip: approach tenants at a very early stage
Start with an extensive survey of the tenants to get a grip on their perspective and interests. A focus on the aesthetic improvements of the renovation might result in a greater acceptance for energy measures.
Communication with tenants
Tip: introduce a reliable, independent third party as mediator
Mediation of a independent third party was helpful because the tenants were not convinced the housing corporation took the right decisions. The municipality of Stadsdeel Amsterdam-North took the initiative for a mediation process between parties and was able to get the housing and tenants association to discuss the situation again. Finally, they reached an understanding: the housing associations had to update the project plan and had to accept that some additional measures would be taken. Trust is a key issue: all stakeholders need to work transparently, and present clear numbers.
Tip: Use ambassadors
Residents are willing to listen to other residents, and not only to the official representatives. Therefore, don't focus on official tenant representatives only, but make sure the 'followers' are following. Facilitate representatives to communicate with their followers, make them your ally. Also evaluate the residents' attitude in the process.
Renovation per module of the heating system also creates a social effect: people introduce theirselves to neighbours and get to know each other.
keep the end goal in mind
Tip: contract with
Social (target group, communication and awareness)
Technical (including monitoring)
Process (time and partners)
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Residents dissociated themselves from the project because of complaints over the builders’ conduct and the incidence of damage to the interior of dwellings. Also, tenants did not always allow timely entrance to the dwellings, causing the building activities to be disturbed and the planning to run over schedule. The negotiations with tenants about the initial plan resulted in changes. The renovation work could therefore not be started before 2013.
As a result of the freeze on building activities, builders issued claims for compensation. The height of these claims are negotiated (2014). The total building costs will rise remarkably because of the present building freeze and the cost indexation caused by the prolonged building period. Costs rose to several million euros and include for example renting emergency heaters, storage of materials and waiting period of the builders.
Consequences on building activities and compensation for building parties
Tip: look for alternative sequence in activities
During the building freeze, building of the boiler houses continued. Contractors were able to limit the damage by executing work that was originally planned to be carried out later in the project. Try to look for this type of solutions.
Tip: make an extensive and tight schedule
All persons involved in constructing the plumbing system of 155 km for the installation were aware of the size of the project and its dependance on co-workers (electricians, tilers, plumbers). The schedule for three weeks was detailed by the hour.
Communication with tenants
Simple renovation measures
Heat distribution residential
Be patient in user adaptation
How to handle consortium changes?
Choose renovation at strong communities
Tackle financial and quality issues at a solar thermal system
Co-financing and investments by residents
Should we choose public or individual communication?
Do maintenance simultaniously
From the beginning communication with residents was a focus point. The project started a few years before STACCATO came along with people who were enthusiastic for renovation. Close and continuous cooperation of owners, tenants, the municipality, contractors, installers and state officials, was organized by the project manager. It was a combination of pro-active management, bringing good professionals on board and involving all stakeholders.
Use opinion leaders to reach the residents
Use opinion leaders
The representative of a blockhouse meets the tenants on a regular basis, and influences their opinion. Convincing him or her of the advantages of renovation pays off in the later stages of the project. The representative of the Faluhaz blockhouse showed enthusiasm about the renovation plans. His involvement (as an opinion leader) helped to create a positive attitude among tenants. He helped organise a meeting with about 400 residents, resulting in their support for the plans.
There was a relatively smooth implementation of renovation measures within the first two years of the project in Obuda. Although the Municipality did not prepare for the renovation before the Staccato project, the implementation of renovation measures only suffered some short delays, of around 5 months overall relative to the initial planning.
Implement simple renovation measures
Successful renovation of the façade
The technical solution that Obuda used was a renovation of the solid façade, which can be adjusted relatively easily. Other success factors were timely communication with the tenants and corresponding scheduling of work. Early announcements helped ensure the resident was at home to open the door of the apartment for the replacement of windows.
Correct placement of windows
Even if measures seem straightforward, make sure they are realised correctly. Windows in the Hungarian building were leaking due to incorrect placement. Advise is to replace all windows sequentially, structured by architectural demands.
In Hungarian urban areas, heat in summer is an issue in buildings: people are often uncomfortable due to too much heat.
Heat distribution in residential buildings
Close internal balconies to prevent heat bridges.
Prevent overheating in summer by good isolation and external sunblinds
A largescale renovation implies a direct effect on the comfort of the users and on the (energy) systems used. This often also affects residents and the way they interact with the system. Therefore, they needed time before they understood how to adjust and how to operate the new systems.
Be patient in user adaptation
Be patient. Adapting to changes takes time, both of the tenants and of the maintainer. For example, due to the new ventilation system the inner climate has changed. Residents needed some time to adapt to this new climate.
Instead of waiting for the planned replacement, the plumbing should have been replaced during the renovation, so that residents would only have a mess in their house once. Unfortunately the tenants did not have enough money for the replacement at the time, so this did not happen.
The plumbing of the blockhouse needs replacement within the next few years, which will involve significant maintenance work.
A general observation is people primarily spend money on maintenance such as chimney repairing (emergency measures) and secondarily on energetic measures. People do not recognize the potential savings.
Track the detailed savings residents make by entering the energy efficiency programme.
The software programme developed by the municipality also simplifies communication with residents about necessary maintenance tasks.
The housing corporations found it difficult to create support for the plans in the large scale area of over 1100 residents. The project was complex because it had to deal with many stakeholders and individuals with various cultural backgrounds, and was executed when in the meantime the residents lived there.
Energy measures were part of a whole package of improvements to the buildings. The other improvements had at least as much effect on the delay and dynamics: e.g. asbestos, commissioning the contractors, accessibility of the apartments.
How to cope with large renovation projects
Consider splitting a large project
In a project with several buildings, it might be useful to split the organisation and building activities into parts that can be handled more easily.
Tip: make your plans independent of residents
Label the project as 'maintenance' without raising the rent. The official agreement of the residents is still needed, but they are far more likely to say ‘yes’ to the renovation plans.
Tip: provide intensive support by a project office
The project office of the housing corporation provided direct support to tenants at the renovation location. Personal questions, general feedback and other notes were easily shared by the residents with the officer.
Tip: personalise communication means
To involve the residents of Het Breed in the energy saving process, they are able to login on a website to see their recent energy use as well a a comparison with the average consumption of their housing block. The plan is to send a personal monthly update of their energy use together with specific tips related to their consumption level, though this has not (yet) been implemented.
Each resident received a booklet with the detailed plans. All building activities were listed for all days on which work was carried out. The residents were able to prepare well for construction activities while living at home.
Tip: construct model apartments
Two model dwellings were constructed in line with the project plan; these dwellings could be visited by the tenants.
The previously uninsulated aluminum façades with single layered windows were replaced by isolated façades with HR++-glass. Additionally the existing wooden window frames were supplied with both isolating panels and windows. The walls and floors between dwellings and storage-rooms were insulated. The same was true for the ceilings below the arcades, galleries and garages/storage rooms on the ground level which are situated below dwellings. Insulation of the roofs was also carried out.
Efficient energy saving measures
No geothermal energy
Geothermal energy could not be realised because the heating demand was too large, making its realisation impractical. Low temperature radiators are inefficient to combine with geothermal energy. Other sustainable energy sources were researched as well, but not applied: mini-CHP and energy from drains. The solution adopted was construction of gas absorption heat pumps and solar cells.
Heat supply and ventilation
Radiators, pipe systems and heaters were replaced by a high revenue – low temperature system. Individual water and heating meters were installed. The previous system had no meters within the individual dwellings.
The residential ventilation was improved by separating the collective vertical vents for kitchen/toilet and bathroom and air extractors were modified as well. Front grilles for air intake were inserted and the number of air extractors was increased.
Wherever possible products and materials with quality marks were used to safeguard sustainability, such as the FSC mark of the carpentry and timber. Painting occurred with paint types that minimize the harm done to the environment.
Residents formerly paid a standard part of the energy costs based on the costs of the whole complex (collective) energy use. With the individual meters after renovation they only need to pay for their own use. This is an advantage for most, though a disadvantage for some intensive energy using consumers.
Acceptance by the tenants needs time, patience and understanding of both utility companies and housing corporations. A structural financial change after 40 years of renting an apartment needs a few months or years to get accustomed to.
Individual living costs model
Calculate total living costs
Housing corporation Eigen Haard used a cost model to calculate the total living costs (rent + energy costs) and the changes for each household.
The project manager of Staccato proved to be an enthusiastic person who was able to keep all stakeholders focused on the end goal. Commitment and coherence were emphasized in this way. Qualities that are important:
good negotiation skills
focused on solving issues (instead of panicking)
always willing to think along in the process - sparring partner
clear overview about timing and planning
a dedicated project manager
All communities stress that communication with residents and owners from the very beginning until the very end is a highly important element. Lessons learnt and tips can be found at the three locations around the map of Europe in this blueprint.
extensively with residents
Collaboration between partners was very effective, even across countries. The liquidity problem for finishing the renovation of the blocks in Oborishte was solved by Staccato coordinator ENECO. This company decided to pre-finance a substantial amount of the solar thermal part, which helped to continue the proposed Staccato work. Committed partners really support problem solving with each other!
solving problems together
STACCATO is an acronym that stands for Sustainable Technologies And Combined Community Approaches Take Off. The project articulates the need for a transition to a sustainable energy use in existing residential housing areas. The urban areas all face technical challenges and a lack of social cohesion. Whilst in Eastern Europe energy efficiency is the main reason to renovate, in Western Europe redevelopment is seen as an opportunity to implement energy efficiency measures and sustainable energy sources. The three city districts involved in STACCATO integrate large solar thermal systems in their energy supply. Under the project, the heat distribution based energy infrastructure underwent modernisation and the building envelopes were improved drastically. The renovations were intended to result in healthier indoor climates and low energy bills.
Three city districts:
• Аmsterdam-North, The Netherlands - 1180 dwellings
(realised within Staccato: 675 flats)
• Obúda, Budapest, Hungary - 886 dwellings
• Oborishte, Sofia, Bulgaria - 67 dwellings,
large hospital and kindergarten
Duration: 7 years (2007 - 2014)
Budget: € 20 mln
EU-support: € 8 mln
Partners: 25 in 7 different countries
1176 dwellings for rent, divided into 11 building blocks with approximately 120 units (= app 10 dwellings) in 5 layers.
5 panel blocks, 401 flats
During year two, in Bulgaria we had to deal with the exit of two of the key implementation partners in the consortium, Enemona and BlueLink. Because of this, the ESCO concept, which was outlined in the proposal, had to be abandoned. Enemona was the envisaged Energy Service Company and therefore ‘investor’ in energy efficiency in the residential blocks and was supposed to take care of the actual project implementation in terms of funding, engineering, subsidies, energy and technical audit and renovation and billing the hundreds of apartment owners (for the renovation works and the lower energy consumption). Therefore, much capacity and knowledge left the consortium and the remaining Bulgarian partners had to take over and another renovation concept had to be elaborated.
Partner BlueLink, which also had important local dissemination responsibilities, also left the consortium in this year. Therefore, training activities did not start in the early stages, which was aggravated by funding delays of the Bulgarian government in the Obnovem Dom (national residential renovation) programme.
Be flexible and keep an open eye
Many changes to the team have occurred which could only be handled with a certain flexibility and by keeping an eye open for potential new partners and building on people with the right vision and understanding of such a highly needed and high impact project.
Agreements were reached with the minister of Regional Development and management of the National Renovation Programme (NRP) (formally: the ‘Demonstration Project for the Renovation of Multifamily Buildings’), run under the Bulgarian ministry of Regional Development and supported by UNDP. We agreed to combine efforts for residential blocks in Sofia-Oborishte that had applied succesfully for funding under the NRP.
The bankruptcy of the mother company of Ecofys, which was also overseeing implementation both in Budapest and Sofia, also led to some delays, although activities were continued by new entrants, notably Djadadji for Bulgaria. Local dissemination activities (from BlueLink) were taken over by Djadadji in coordination with Oborishte and BHA.
At a later stage, partner BHA shifted its activities into another direction leading to an agreement to hand over tasks and budget to remaining partners. That also lead to the entry of another local partner, SOFENA, the energy agency for the city of Sofia, which turned out to be a productive partnership.
Oborishte organised numerous public discussions with home owners led by the Staccato partners and invited external experts in the field of energy saving. These were important means in the project to establish connections between the stakeholders, encouraging them to communicate with each other, to share their experience in housing renovation, and thereby to develop a team-building approach and mutual trust. These meetings were results of the dissemination activities. Feedback from the events showed that the owners are willing to renovate their homes and to improve the energy performance of their buildings.
In another building, individual residents were approached by two residents (see tip and short movie).
public or individual
Tip: take a individual approach for convincing owners to renovate
In the fourth building two residents living in the building were convinced that everyone should agree. Their enthusiasm resulted in their own initiative to knock on everyone’s door. They could focus and emphasise the advantages of a renovation for the specific situation of the resident: a small family, students, a couple and so on. The advantages and costs were explicitly discussed on an individual level. In the end, they convinced all residents to agree with the renovation.
The original idea to deal with five panel blocks (prefabricated high rise apartment buildings) had to be abandoned as no formal or informal level of home owners' organisation was established in any of the buildings. Three years of preparation resulted in the refurbishment of three residential blocks and a public building, a kindergarten. It convinced us that it is possible to overcome typical Bulgarian challenges and to achieve such results.
The building stock in Bulgaria is characterized by private ownership. The owners are not yet professionally organised (for example in residents organisations as common in The Netherlands). This lack of organisation is a challenge in large renovation projects.
The result showed that it is possible to convince private owners to refurbish a block and to invest together in eco building measures and a sustainable energy supply. However, if there is no large support within the building, owners can and do only resort to the renovation of their apartment (resulting in the 'patchwork' renovation that can be seen all over the districts of Sofia).
Choose renovation at strong communities
Choose communities that unite residents
Only strong communities, either with strong leaders, or smaller buildings with a strong social coherence, were able to unite their fellow owners/residents and to renovate all apartments and common areas. Even though there is legislation to foster Home Owners' Associations, so far only a small minority of apartment blocks in Bulgaria have been (completely) renovated.
Without Staccato, cooperation between the utility company and the housing corporations might have been dissolved. Within the project the organisations were dependent on each other and collaborated very well.
Within the framework of the project the partners also visited each other’s project sites. This intensive contact for a few days resulted in a closer (business) relationship, and a view that ‘together we are going to succeed’!
Added value of subsidy and partners
Take partner commitment seriously
Visit your partners, try to form a team together and as such also propose team building sessions or journeys together. Especially when most contact is at a distance, personal meetings once in a while are neccessary.
Situation or case
Tips for similar situations
Outcomes and results
This common blueprint shows at the left a situation or issue that occurrred during the project. Our resolution of the issues and corresponding tips for you are highlighted in the circles in the middle. To the right you find the final results after solving the issues.
The solar collectors are hydraulically connected to the city heating system, so the block houses are heated either via the collectors or the heating system. However, the connection was not correctly installed, resulting in heating the collectors at night by the city heating. This calls for focus on the technical details (and monitoring to find out about the error) even when applying common techniques.
Another issue was birds picking at the solar installation on the roof.
Issues with solar collectors
Be aware of human errors
Make sure that technical details are correctly installed. Even though it seems straightforward, a human error is easily made.
Research environmental factors
As well as humans also animals or other location-specific factors must be considered. To scare the birds picking at the back of the solar cells off the roof, an alarm system was installed, which proved effective.
Staccato is a project of the concerto initiative co-funded by the European Commission under the Sixth Framework Programme.This publication reflects only the author’s views. The community is not liable for any use that may be made of the information contained therein.
Please contact the project leaders at the site locations for details and their specific approach.
This blueprint guides you through experiences, tips and best practices encountered in large-scale renovation at three project sites. Amongst others intended readers are governmental organisations, utility companies, housing corporations and contractors. Use the lessons learnt to accelerate renovation in residential areas. Please, feel free to contact the project leaders at the site locations (see contact details at Project Objectives) for details and their specific approaches.
Project co-ordination and
Contact in The Netherlands - Amsterdam
Mr Wilfred van der Plas
Eneco Warmte & Koude
Marten Meesweg 5
3068 AV Rotterdam
Phone: +31 6 5239 0131
Contact in Hungary - Budapest
Mr Péter Puskás
Municipality of Óbuda-Békásmegyer
Fö tér 3
Phone: +36 143 786 88
Contact in Bulgaria - Sofia
Mrs Antoaneta Yoveva
1 Madrid bul.
Phone: +35 928 157 613
Common lessons learnt
Video: Saving Energy in by retrofitting
Residents' attitude has been changed
In Amsterdam-North the residents were surveyed before and after the renovation. Comparison of the results shows the effect of the renovation on peoples’ attitudes, behaviours and perception of the renovation process. It indicates what changes are possibly evoked by the process of large scale sustainable renovation.
Tenants’ satisfaction with costs for rent, energy costs, comfort and their neighbourhood (image and safety) have significantly improved after the renovation. The improved satisfaction with the neighbourhood is probably thanks to the painted outside and galleries of the building blocks and the renovation of the collective staircases. 80% of the tenants find the outdoor space (galleries and staircases) (highly) improved.
The STACCATO project was carried out under the European CONCERTO initiative and is intended as an example for other renovation projects in Europe.
The solar thermal system in each of the pilot buildings was connected to the district heating system and actions were taken to ensure the accurate measurement of the produced heating energy from the two sources (solar and DHC). Djadadji approached the District Heating Company (DHC), the Ministry of Economy, Energy and Tourism (MEET), several energy efficiency agencies, research institutes, heat accounting companies and their associations and invited their representatives to check the SWH system and the measurement equipment installed in the pilot buildings.
Both buildings were fully renovated and ready to ‘receive’ the solar collectors by May 2012. However, due to a lack of available cash at any of the BG Staccato partners, the installation of the two systems was delayed. Also the owners of these two blocks did not have the financial means for pre-financing the system, especially after their substantial expenses for the energy efficiency measures.
Quality issues at solar thermal system
Tip: ask help of partner experts
Financial support was given by the co-ordinator Eneco, which decided to pre-finance a substantial amount of the solar thermal part. The utility company also introduced their expertise in the concept design.
Tip: aim for good maintenance in the long term
The quality of the installation of the solar thermal system was not as high as expected in advance, which indicates that maintenance in the long term will be more difficult. For example: the boiler was not placed at a higher level, which increases the risk of rust. Another example: no brackets were used to lift the piping, which is more vulnerable without support. Guidelines for construction were not specified sufficiently clearly in advance according to the engineer. Conclusion: specify guidelines at the level of detailed specifications and conditions used by engineers. (New) engineers then do not have to design the installation from scratch, but can follow the design specifications established by an experienced entrepreneur.
It has become evident that the majority of owners of residential blocks in Bulgaria’s capital Sofia are not in the financial position to invest in the maintenance of their apartment, let alone in a major overhaul of their apartments. Apart from the financial crisis, this is aggravated by low levels of organisation. Bulgaria does not have housing associations and only a small number of home owner associations, which are usually formed to participate in the (national) renovation scheme in the country (if not suspended by lack of funds or elections).
Therefore, the Bulgarian Staccato partners have looked into the following solutions in order to reach both Concerto and Staccato objectives:
1. Focus on home owners with smaller blocks in Sofia-Oborishte that already had shown interest in participating in renovation schemes (leading to the 3 residential ‘pilot’ blocks). Smaller blocks made it easier to have decisive home owners association than in larger panel blocks that have more tenants instead of owners living at the building.
2. Identify other type of buildings in Oborishte. This led already to the inclusion of a kindergarten building, publicly owned and managed, kindergarten ‘ODZ. The volume of renovated building (the floorage) was unsatisfying for the project. Additional buildings were found and a hospital was added to the demonstration site.
For the three pilot blocks of the National Residential Renovation Programme finally residents only had to contribute15 to 20% of the total renovation costs.
Investments by residents
Tip: find co-finance
Renovation of the façade of three residential blocks included insulation and glass. Finance came from the National Renovation Programme. Solar photovoltaic and thermal systems were co-financed by the Staccato project. The two programmes were able to effictively complementary work together to reach their goals. Apart from the relatively easy renovation, builders also restructured the roof and attic of the buildings, so the result is more durable.
Tip: key role for city district representative
The representative of the city district Oborishte was dedicated to convince all necessary stakeholders. She was convinced of the possibilities of residential blocks in Oborishte and showed political insight in how to address both residents, colleagues and the national renovation programme.
Video: Winning residents approval for retrofitting
More information below on these topics:
How to communicate with tenants?
Consequences on building activities and compensation for building parties
Innovative combination of energy-saving measures
How to cope with large renovation projects?
Calculate total living costs
See deliverables of Staccato (downloads),
please click on
Tip: One chance for a first impression
Make sure all installations work correctly from the start. You've only got one chance for a first impression: to build a positive image. Thanks to a good image, residents act like ambassadors in the execution of the project.
Negative first impression? No chance to make it up and clear this.
Tip: Aftercare after installation
Even after a renovation is successfully realised, make sure all residents are content with the result. Loose ends needs to be attended to immediately. For example the first use of new installations by the residents.
Even though people know low temperature (LT) radiators are not supposed to get hot, it is still a weird experience for a resident that their radiator is not very hot. Of course, the explanation is that lower temperature heat is inserted (and less heat is lost through the insulation). A solution to help the tenant get used to the LT-radiator was to start (too) hot and gradually decrease the heat of the radiators.
As far as energy behaviour is concerned, no significant differences could be found before and after the renovation. Of course, the time in between the two moments of surveying was rather short. Maybe once people have experienced an energy saving effect of the renovation, because their energy bill gets really lower, they become inspired to change their behaviour towards energy saving.
Attitudes towards (sustainable) energy
People indicate they find sustainable energy very important than before the renovation. A significant improvement is found in their agreement with the statement 'It is good to be less dependent of the energy company'.
See deliverables of Staccato (downloads), please click on
Cultural differences in managing residents during activities
Temporary housing during activities
The building activities were quite intrusive in The Netherlands and tenants had to leave their home for 15 days. Housing corporations in The Netherlands offer tenants other housing for the duration of building activities when they cannot access their homes. The renovation in Bulgaria and Hungary was on a smaller scale, only windows had to be replaced and the facade insulated, resulting in less nuisance. Residents there only had to leave their homes for a few days. Residents were responsible for their own guest address to stay in the meantime.
Tenants in The Netherlands received a financial compensation from the housing corporation for this discomfort. The compensation depended on the size of their flat. In Bulgaria and Hungary people didn't receive any compensation.
Approach of the renovation in Hungary
Please contact the project leader at the site location for their specific approach.
Approach of the renovation in Bulgaria
Please contact the project leader at the site location for their specific approach.
Faluház Mintaprojekt - short movie (Hungarian language)
Create enthusiasm for large scale renovation including energy measures by starting to assess the need for better comfort and smaller bills. See other tips (at other communities) as well.
and financial schemes
in renovation projects
The three projects are excellent examples of the development of financing schemes in this field. The project’s implementation provided a test of the efficiency of interaction and level of interest of energy companies, house associations, local and national authorities, and residents. The analysis of the involved financial sources not only helps to identify barriers that hinder implementation of energy efficiency projects in the residential buildings sector, but also allows assessment to be made of the viability of using these types of funding schemes when planning similar initiatives.
Financial schemes as well as empirical experience in the project countries are very different and influenced by various factors.
Please read the conclusions at the financial report for more details.
Plan van aanpak
Download from website (link will be included). In the meantime, please contact the project leader at the site location for their specific approach.
Video: Renovation is possible!
Instructions and demo