A Governance Perspective on Net Zero Energy Building Niche Development in India: The Case of New Delhi
Abstract
:1. Introduction
2. Theoretical Framework
2.1. Governance Assessment Tool
2.1.1. The Dimensions of the Governance Assessment Tool
- Levels (which are not necessarily administrative levels): governance assumes the general multilevel character of policy implementation.
- Actors and their networks: governance assumes the multi-actor character of policy implementation.
- Perception of the problem and objectives (not just the objectives): governance assumes the multifaceted character of the problems and objectives of policy implementation.
- Strategies and instruments: governance assumes the multi-instrumental character of policy strategies for policy implementation.
- Resources and organization of implementation: governance assumes the complex multi resource bases for implementation of policy [22].
2.2. Strategic Niche Management
2.3. The Governance Assessment Tool and NZEB Niche Development
3. Research Design and Methodology
3.1. Case Selection
3.2. The Building Sector in New Delhi
3.3. Data Collection
3.4. Data Analysis
4. Results
4.1. Governance Assessment of the New Delhi Case Study
4.1.1. Extent: Are All Relevant Elements Taken into Account?
4.1.2. Coherence: Are the Elements Reinforcing Rather than Contradicting Each Other?
4.1.3. Flexibility: Are Multiple Roads to the Goals Permitted and Supported?
4.1.4. Intensity: How Strongly Do the Elements Urge Changes in the Status Quo or in Current Developments?
4.2. Overview
5. Discussion
6. Conclusions
- The study revealed that all of the levels relevant for NZEB adoption were present, but they were found to be isolated in relation to NZEB niche development. However, the presence of all the institutional levels is considered as positive in relation to the development of future innovation and diffusion programs.
- Similarly, most of the relevant actors needed for NZEB niche development were found to be present, but they were only poorly motivated towards building up the alliance network and to initiate knowledge building and learning.
- An increasing number of critical aspects for NZEB adoption are taken into account by the existing NZEB stakeholders, which provides a good test bed for creating visions and goals for the future uptake of the concept.
- Currently, most of the instruments and strategies are also present both related to energy efficiency and renewable energy integration in buildings, but they are not part of a holistic program (such as one unified NZEB policy or a code for implementation).
- The responsibilities and resources are seen as a weaker component of the governance context for NZEBs, as the resources are limited both in terms of capital investment and knowledge capacity.
- (i)
- there needs to be some innovation in at least a certain (developed) phase of niche formation;
- (ii)
- there needs to be at least some form of ‘governance’ (hence, not only market actor involvement, and coordination via the price mechanism, but also public and civic involvement, and at least some form of government intervention to support niche formation);
- (iii)
- the siting of the case study needs to be in a developing country (i.e., not in a Western country).
Acknowledgments
Author Contributions
Conflicts of Interest
Appendix A. Questionnaire
Governance Dimension | Quality of the Governance Regime |
Levels and scales | Extent: How many administrative levels are involved and dealing with NZEBs? Are there any important gaps or missing levels? Coherence: Do these govt. bodies work together and do they trust each? To what degree is the mutual dependence among levels recognised? Flexibility: Is it possible to move up and down levels (up scaling and downscaling) given the issue at stake? Intensity: Is there a strong impact from a certain government level on NZEB niche development (e.g., on learning, networking, more pilot projects, scaling up of NZEB best practices. |
Actors and networks | Extent: Are all relevant stakeholders involved? Are there any stakeholders not involved or even excluded? Coherence: What is the strength of interactions between stakeholders? In what ways are these interactions institutionalised in stable structures? Do the stakeholders have experience in working together? Do they trust and respect each other? Flexibility: Is it possible that new actors are included or even that the lead shifts from one actor to another when there are pragmatic reasons for this? Do the actors share in ‘social capital’ allowing them to support each other’s tasks? Intensity: Is there a strong pressure from an actor or actor coalition towards stimulation of NZEB niche development |
Problem perspectives and goal ambitions | Extent: To what extent are various problem perspectives taken into account? Coherence: To what extent do the various perspectives and goals support each other, or are they in competition or conflict? Flexibility: Are there opportunities to re-assess goals? Can multiple goals be optimized in package deals? Intensity: How different are the goal ambitions from the status quo or business as usual? |
Strategies and instruments | Extent: What types of instruments are included in the policy strategy? Are there any excluded types? Are monitoring and enforcement instruments included? Coherence: To what extent is the incentive system based on synergy? Are trade-offs in cost benefits and distributional effects considered? Are there any overlaps or conflicts of incentives created by the included policy instruments? Flexibility: Are there opportunities to combine or make use of different types of instruments? Is there a choice? Intensity: What is the implied behavioural deviation from current practice and how strongly do the instruments require and enforce this? |
Responsibility-ties and resources ( implementation) | Extent: Are all responsibilities clearly assigned and facilitated with resources? Coherence: To what extent do the assigned responsibilities create competence struggles or cooperation within or across institutions? Are they considered legitimate by the main stakeholders? Flexibility: To what extent is it possible to pool the assigned responsibilities and resources as long as accountability and transparency are not compromised? Intensity: Is the amount of allocated resources sufficient to implement the measures needed for the intended change? |
Appendix B. List of Acronyms
BEE | Bureau of Energy Efficiency |
CIT | Contextual Interaction Theory |
ECBC | Energy Conservation Building Code |
EC Act | Energy Conservation Act |
ECO | Energy Conservation and Commercialization |
EE | Energy Efficiency |
EEREMC | Energy Efficiency and Renewable Energy Management Centre |
FAR | Floor Area Ratio |
GAT | Governance Assessment Tool |
GHG | Greenhouse gas |
GRIHA | Green Rating for Integrated Habitat Assessment |
GSM | Gross Square Meters |
IGBC | Indian Green Building Council |
LEED | Leadership in Energy and Environment Design |
MOEFCC | Ministry of Environment, Forest and Climate Change |
MNRE | Ministry of New and Renewable Energy |
MoUD | Ministry of Urban Development |
NAPCC | National Action Plan on Climate Change |
NBC | National Building Code |
NMEEE | National Mission on Enhanced Energy Efficiency |
NZEB | Net Zero Energy Buildings |
PACE-D TA | Partnership to Advance Clean Energy(-)Technical Assistance |
RE | Renewable Energy |
SDA | State Designated Agency |
SDC | Swizz Development Corporation |
SNA | State Nodal Agency |
SNM | Strategic Niche Management |
UNDP | United Nations Development Program |
ULB | Urban Local Bodies |
USAID | United States Agency for International Development |
USGBC | Unites States Green Building Council |
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Dimensions | Extent | Coherence | Flexibility | Intensity |
---|---|---|---|---|
Levels and scales | How many levels are involved and dealing with an issue? Are there any important gaps or missing levels? | Do these levels work together and do they trust each other between levels? To what degree is the mutual dependence among levels recognized? | Is it possible to move up and down levels (up scaling and down scaling) given the issue at stake? | Is there a strong impact from a certain level towards behavioral change or management reform? |
Actors and networks | Are all relevant stakeholders Involved? Who is excluded? | What is the strength of interactions between stakeholders? In what ways are these interactions institutionalized in joint structures? What is the history of working together? Is there a tradition of cooperation? | Is it possible that new actors are included or even that the lead shifts from one actor to another when there are pragmatic reasons for this? Do the actors share in ‘social capital’, allowing them to support each other’s tasks? | Is there a strong pressure from an actor or actor coalition towards behavioral change or Management reform? |
Problem perspectives and goal ambitions | To what extent are the various problem perspectives taken care of? | To what extent do the various goals support each other or are they in competition or conflict? | Are there opportunities to re-assess goals? | How different are the goal ambitions from the status quo or business as usual? |
Strategies and instruments | What types of instruments are included in the policy strategy? | To what extent is the incentive system based on synergy? Are trade-offs in cost benefits and distributional effects considered? Are there any over-laps or conflicts of incentives created by the included policy instruments? | Are there opportunities to combine or make use of different types of instruments? Is there a choice? | What is the implied behavioral deviation from current practice and how strongly do the instruments require and enforce this? |
Responsibilities and resources | Are responsibilities clearly assigned and sufficiently facilitated with resources? | To what extent do the assigned responsibilities create competence struggles or cooperation within or across institutions? Are they considered legitimate by the main stakeholders? | To what extent is it possible to pool the assigned responsibilities and resources as long as accountability and transparency are not compromised? | Are the amount of allocated resources sufficient to implement the measures needed for the intended change? |
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Jain, M.; Hoppe, T.; Bressers, H. A Governance Perspective on Net Zero Energy Building Niche Development in India: The Case of New Delhi. Energies 2017, 10, 1144. https://doi.org/10.3390/en10081144
Jain M, Hoppe T, Bressers H. A Governance Perspective on Net Zero Energy Building Niche Development in India: The Case of New Delhi. Energies. 2017; 10(8):1144. https://doi.org/10.3390/en10081144
Chicago/Turabian StyleJain, Mansi, Thomas Hoppe, and Hans Bressers. 2017. "A Governance Perspective on Net Zero Energy Building Niche Development in India: The Case of New Delhi" Energies 10, no. 8: 1144. https://doi.org/10.3390/en10081144