Conventional energy efficiency policy strategies have generally focused on directed actions (e.g., regulations) or persuasive actions (e.g., tax incentives) and often promote the adoption of a particular efficient technology or product (e.g., compact fluorescent lamps; refrigerators; windows). Yet many of the efficiency opportunities now being identified involve the effective application of existing technologies or are related to the design and operation of an entire system.
The authors discuss a model of collaborative intervention based upon a successful project for industrial compressed air systems. The model seeks to effect institutional and behavioral change, rather than technological change, and involves government and public-interest facilitators bringing key market stakeholders together to develop a common vision for change. Project costs are shared among all stakeholders, as are the project benefits. Stakeholders share decision-making control, thus motivating them to participate actively and contribute beyond their financial support. This approach contrasts with conventional energy efficiency models in which the government or utilities wholly fund and control a project. This approach has a built-in exit strategy, since the project is designed so that the sponsors are encouraged to use the jointly developed products resulting from the collaboration. The commercial HVAC market is used as an example to illustrate the potential for applying this model to the commercial and institutional sectors.
