Coordinating Implementation

An energy-efficient urban redevelopment program on the neighborhood level requires not only solid district concepts, but also long-term coordination. For this, process monitoring is required and becomes its own field of action. The key to success remains the garnering of support from the relevant stakeholder groups for the goals of energy-efficient renovation. The intended measures should be made concrete in collaboration with municipalities, residents, residential property companies, private owners, city initiatives and concerned parties. Renovation management opens the possibility for further monitoring of other long-term processes.

Duties of Renovation Managers:

Through flexible programs for car users, even renovation management programs can meet the needs of the applicable municipalities. An independent organization is also an option in addition to integration in city governments, city initiatives, and residential leasing companies.

The field of renovation management is very wide in terms of energy-efficient city sanitation. Potential fields of action, necessary competences, and fitting organization models should be defined depending on local conditions and the energy reduction goals of the neighborhood.

Task Fields

The central fields of renovation management are communication and networking. According to the local stakeholder make-up, these topics may be handled through different means such as inciting property owners to take action or a focus group composed of city-wide stakeholders. Depending on city and the formulated goals of neighborhood energy concepts, specifying measures or coordinating the steps towards their implementation may become additional tasks.

Competencies (Abilities, Specialties, Specializations,…)

Relative to the task fields, the required competencies for renovation management vary between communicative skills of process monitoring and field-specific energy expertise. While often times a combination of multiple competencies is necessary, it is practical to divvy up the tasks of renovation management amongst various delegates. In this way, renovation management does not need to take on all relevant tasks alone, but rather may offer need-based assistance from experts and bring in available resources on-site.

Organization Models

In terms of organization, renovation management lends itself to incorporation in existing structures or in partnerships with active stakeholders. These organization models often ease knowledge transfer and allow for increased on-site presence. At the same time, the level of individuality and thematic neutrality of renovation management will be secured. The respectively tailored model is highly dependent on the goals to be reached as well as the determined target group. Renovation management can be most productive through strong personal identification with the cause or through diversifying the spectrum of tasks for successful implementation by teams.