Thakore, Renuka

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A Conceptual Strategic Engagement Model for Delivering Energy Efficiency Initiatives in the English Housing Sector10 June, 2015Contact details: rthakore@uclan.ac.ukMIXED METHODSTransdisciplinarity ApproachAIMTo develop a conceptual strategic engagement modelunderpinning multi-level strategic interventions that arecapable of influencing decision-making for managing andgoverning sustainable transformations using strategiccapabilities.Systems knowledge Identified twoprincipal componentsbased on contextualand interrelated‘agreed’ barriers toessential conditionsof EE&S throughonline surveyquestionnaire.Target knowledge Identified 2 conjointstrategic capabilities,including strategiccomponent-elementsthrough agreedconsensus facilitatedby the Delphi studyand focus groupdiscussion.Translation knowledgeModelled twophenomenalstrategies, processesand functionalpathways to assistdecision-making forsustainabletransformations ofthe existing EHS.KNOWLEDGE GAPThere is a clear need [knowledge gap] to understandthe processes of decision-making in the existing Englishhousing system (EHS) for energy efficiency and multi-dimensional sustainability (EE&S), specifically in relationto the interrelationships and dynamics of strategiccapabilities having potential to enable decision-making[individuals and collectives] to leverage sustainabletransformations.CONCLUSIONSThe research contributes to the governance and management of sustainable transformations. In the context of the EHS, STRIDES is a useful model mapping the two conjoint strategic capabilities, which represent the collective driving, decision-making and evaluation mechanisms during intervening processes and activities for sustainable transformations. Effective interventions are needed in such a degree that these interventions effect on both overcoming barriers and facilitating outcomes. Such interventions are defined by specificity – realities concerning the particular, complex social, economic, environmental, institutional, regulatory, and cultural contexts and prescribed by systems and target knowledge. Effectiveness of strategic capabilities is influenced by working of agents at different levels in a multi-level governance structure. It is therefore necessary to invest in strategic capabilities at all levels in order to maximise the potential effectiveness over the long term.UK: United KingdomEU: European UnionBox A and E: Strategic agents Box B and F: Strategic rules Box C and G: Strategic outcomes Box D and H: Strategic challengesBox I: Strategic system objective5-INs: Investment, Information, Innovation, Initiative, Incentive.Keys:InteractionsIndividual boundaryConjoint boundaryFunctional pathwaySTRIDES: Strategic Tri-level Relational Interventions for Delivering Energy efficiency and Sustainability RESULTSAuthor:Renuka ThakoreSupervisory Team:Professor Jack GouldingDr. Mark ToogoodCommunication, cost, priorities and timeEU&UK Directives/policiesEHS residential policies EHS individual  initiativesCost, time, communication andmultiple perspectivesSustainable growthEE&S improvements in EHSEE&S improvements in home Multi-dimensional  sustainability in EHSIncreased EE&S engagement Increased EE&S complianceIncreased EHS performanceIndividual initiativesOrganisational initiativesEU&UK initiatives EHS individuals’ rolesEHS organisations’ roles EU&UK government’s rolesEU and UK targets EHS requirements   EHS individual home targetsAEBFDCG IBuilding specific codes, standards and regulationsIndividualIndividualOrganisationalInter-organisationalInter-organisationalStart: 5-INsOrganisationalComplexityComplexityUncertainty UncertaintyStrategic leadershipEnd: 5-INs ArchiveStrategic capabilitiesH

A Conceptual Strategic Engagement Model for Delivering Energy Efficiency Initiatives in the English Housing Sector

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