SenterNovem marketing activities towards municipalities

1. SenterNovem marketing activities towards municipalities Maartje Op de Coul Advisor Compass Programme (energy in the built environment)

2. 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

3. SenterNovem marketing strategies&instruments 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.

4. SenterNovem marketing strategies&instruments 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

5. SenterNovem marketing strategies&instruments 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

6. SenterNovem marketing strategies&instruments 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

7. SenterNovem marketing strategies&instruments 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

8. SenterNovem marketing strategies&instruments LOREEN - results Results: • Grant exhausted • Enough applications to be able to select only the good projects • Reputation as a subsidy provider established

9. SenterNovem marketing strategies&instruments 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 ;-)

10. SenterNovem marketing strategies&instruments BANS - aims Aim BANS for SenterNovem: • as many applications as possible, before the deadline • Target: 220 applications

11. SenterNovem marketing strategies&instruments 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

12. SenterNovem marketing strategies&instruments BANS – marketing instruments 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

13. SenterNovem marketing strategies&instruments BANS – marketing instruments 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

14. SenterNovem marketing strategies&instruments 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

15. SenterNovem marketing strategies&instruments 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

16. SenterNovem marketing strategies&instruments 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

17. SenterNovem marketing strategies&instruments Instrument Planner Another marketing instrument: Instrument Planner • Brief background information • Demonstration of the instrument for RUSE • Brief analysis of result

18. SenterNovem marketing strategies&instrumentsInstrument Planner: The framework of Green and Kreuter

19. SenterNovem marketing strategies&instrumentsInstrument Planner: Table of Determinants

20. SenterNovem marketing strategies&instrumentsInstrument Planner: Instruments Matrix

21. SenterNovem marketing strategies&instruments Stakeholder analysis Hands-on session: RUSE stakeholder analysis