The planning, management, and sustainability of Positive Energy Districts (PEDs) are largely determined by the governance arrangements and institutional settings in which they are developed. The PED concept is still primarily embedded in short-term implementation structures rather than in long-standing urban governance systems because it was primarily developed through project-based initiatives. This leads to a continuous misalignment between local systems that function under national policies, formal mandates, and fixed budgetary cycles, and frequently supranational, time-bound, and partnership-driven project governance. Therefore, it is frequently challenging to apply decision-making frameworks from project contexts to municipal governance settings. This paper explores how governance misalignment can be systematically assessed to better inform decision-support processes and planning tools that help neighbourhoods progress toward achieving PED status. The research aims to enable more coherent and transferable approaches to PED development across different contexts and governance levels, by examining how governance arrangements influence implementation.
The study uses a literature and document review to identify and classify key governance dimensions, such as mandate continuity, budget alignment, decision formalisation, integration with planning frameworks, regulatory coherence, and stakeholder institutionalisation, that shape how implementation structures operate and interact. Each dimension is analysed for its relevance to practical planning and decision-making, highlighting how flexibility, accountability, and coordination can support more effective implementation. These categories are further examined to outline preliminary measurable indicators, forming a conceptual foundation for decision-support frameworks. The results indicate that effective governance alignment depends on how institutional systems balance stability with adaptability in complex, multi-actor environments. Implementation of PED is increasingly dependent on collaborative models that synchronise various stakeholders, shared resources, and changing responsibilities. Based on these insights, the paper suggests a preliminary framework for assessing and improving the adaptability and replicability of decision-support methodologies across governance contexts, facilitating their incorporation into long-term urban development strategies.