Municipalities at the heart of the energy transition

The energy transition is often described as a technological transformation. In reality, however, its success depends less on individual technologies than on the ability to plan, manage and implement complex projects effectively and sustainably. This involves balancing scarce resources, environmental and sustainability goals, and political interests that are sometimes at odds with one another. Furthermore, decision-making processes do not always take place on a consistent, fact-based foundation. In this area of tension, municipalities are increasingly moving into the spotlight: they act as planning authorities, operators and owners, licensing authorities, financiers and mediators – and are thus key players in a successful energy transition. The two Steinbeis experts, Dr. Philipp Rodrian and Dr. Markus Niehaus, summarise the current challenges and present the specific services offered by the Steinbeis Augsburg Business School at the Steinbeis Consulting Center Institute for Effective Management for municipalities.

Whether it be municipal heating planning, energy-efficient refurbishment of public buildings, the expansion of renewable energies or new mobility and storage solutions: The demands on municipalities have intensified considerably in recent years. The energy transition presents municipalities not only with technical challenges, but also with structural, organisational and financial ones. Three success factors stand out particularly clearly: professional project management, targeted training for specialists and managers, and viable financing models.

Increasing demands on project management and governance

Municipal energy projects are highly complex undertakings today. They combine technical issues with regulatory requirements, funding criteria, public procurement law, stakeholder management and long-term economic considerations. At the same time, they often run over several years, involve different departments and require the coordination of external partners.

Against this backdrop, traditional administrative structures are increasingly reaching their limits, making project management a core strategic competence: it is about clearly defined objectives, robust decision-making frameworks, transparent allocation of roles, and professional risk and quality management. Without these capabilities, there is a risk of delays, cost overruns or the loss of funding – with immediate consequences for the municipality’s ability to act.

Rethinking training: hybrid, practical, integrated

At the same time, the need for training within local government organisations is growing significantly. Energy projects require skills that go beyond traditional administrative or engineering profiles. Hybrid roles are in demand: specialists and managers who understand technical fundamentals, think economically, manage projects and, at the same time, can confidently navigate political, legal and organisational frameworks.

Added to this is the growing shortage of skilled workers, which is forcing many municipalities to develop existing staff in a targeted manner. Training thus becomes not an additional task, but a strategic tool for organisational development. What is crucial here is not so much the imparting of isolated specialist knowledge as the development of practical, integrated operational competence.

Practical, project-based training formats as the key

Against this backdrop, practical training formats are gaining in importance. Traditional training courses are often insufficient to ensure the transfer of knowledge into everyday working life. What is needed are learning formats that are consistently geared towards real project requirements, promote interdisciplinary thinking and provide space for the exchange of experiences.

Project-based training combines knowledge transfer with reflection and application. It supports specialists and managers in understanding their role within the overall project, actively shaping interfaces and making well-informed decisions. Particularly in complex transformation processes, this creates added value that goes far beyond individual learning and strengthens the organisation as a whole.

Municipal financing: balancing budgets, funding and economic viability

Another key success factor is financing. Municipal energy projects operate within the tension between tight budgetary constraints, diverse funding programmes and long-term economic viability. Funding criteria change, programmes are time-limited and involve extensive reporting requirements. At the same time, projects must be sustainable in the long term – both ecologically and economically.

This demonstrates that financing issues cannot be considered in isolation. They are closely linked to project structure, risk management and strategic objectives. Expertise in project financing, cost-benefit analysis and grant management thus becomes a key resource for the local energy transition.

External learning and decision-making spaces as added value

Given this complexity, external spaces for learning, reflection and decision-making are becoming increasingly important. They enable municipalities to step back from day-to-day operations, reflect on experiences and incorporate new perspectives. Neutrally moderated formats promote exchange across organisational and departmental boundaries and contribute to the development of viable solutions.

Such spaces are not a substitute for municipal responsibility, but a targeted complement. They strengthen decision-making capacity, enhance the quality of projects and support the sustainable development of expertise within organisations.

Steinbeis expertise: scientific, practical, interdisciplinary

This is precisely where Philipp Rodrian and Markus Niehaus come in, combining scientific expertise with practical implementation skills as part of a nationwide transfer network. In particular, the Steinbeis Augsburg Business School at the Steinbeis Consulting Center Institute for Effective Management, with its Institute for Energy, and the Management Campus NRW specifically address the challenges faced by municipalities as described above.

The Management Campus NRW positions itself as a neutral centre of expertise and training where private-sector actors and municipalities can build and further develop project management, financing and transformation skills for the energy transition. In addition to practical further training programmes and certificate courses – based, among other things, on the existing programmes of the Institute for Energy at the Steinbeis Augsburg Business School – accompanying learning and reflection spaces are offered that systematically combine energy, management and organisational perspectives. In addition, low-threshold webinars on the fundamentals of the energy sector are planned, designed in particular to provide decision-makers and project managers in municipalities with a structured introduction and a shared technical foundation.

The Steinbeis experts see their role not only in imparting knowledge, but above all in facilitating its transfer: through the interplay of further education, consultancy and networking. Municipalities benefit from a collaborative knowledge ecosystem that brings together scientific insights, practical experience and interdisciplinary exchange – with the aim of shaping the energy transition locally in an effective and sustainable manner.