iea dsm task 24 update for new zealand stakeholders

Subtasks of Task XXIVsocial media and

Task XXIV

Dr Sea Rotmann Operating Agent

EECA, Dec 19, 2013

Closing the Loop - Behaviour Change in DSM: From Theory to Practice

IEA DSM TASK 24

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The story of Task 24

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The story of Task 24Once upon a time...two young-ish ladies who were working on behaviour change - one in theory and one in practice - met each other on a hot Athens night (at a behaviour change workshop).!

Every day, for 3 days...They chatted and laughed and realised they had a hell of a lot in common (like a grand passion for behaviour change and both being ninjas).

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But, one day...They realised that they had the opportunity to make their dream collaboration a reality.


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Because of that... They wrote a proposal to start Task 24 and presented it to the IEA DSM.


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But then! It became obvious that it took a lot of lobbying and hard work just to talk countries into joining, signing contracts and paying their invoices...


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Because of that... They officially started the Task a little later than planned but had it extended when more and more countries and over 200 behaviour change experts from around the world joined up along the way.


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So, finally...Task 24 is very healthy and happy, having just received notice of its 9th official country member (Austria) joining us and our experts in translating theory into practice.


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And ever since then...Ruth and Sea have traveled around the world telling stories, creating monsters and turning slowly into Babelfish. They hope to continue this important work for another 3 years if they get their Task 24 extension, as there is lots left to do. And then they lived happily ever after changing the behaviour of the behaviour changers to help them better change behaviours (huh?). The End.


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And ever since then...Ruth and Sea have traveled around the world telling stories, creating monsters and turning slowly into Babelfish. They hope to continue this important work for another 3 years if they get their Task 24 extension, as there is lots left to do. And then they lived happily ever after changing the behaviour of the behaviour changers to help them better change behaviours (huh?). The End.!

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Some special features of Task XXIV

Text

Premise for Task XXIVwhat’s special about

Task 24?

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Target Audience of Task XXIV

Pics via: theinnovativeeducator.blogspot.com, dreamstime.com, agu.org, lifesupplemented.org, rassutassu.com, change.comminit.com

1. Intermediaries

2. Policymakers

3. Researchers

4. Industry

5. The Third Sector

target audience of Task 24

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Target Audience of Task XXIV

Pics via: theinnovativeeducator.blogspot.com, dreamstime.com, agu.org, lifesupplemented.org, rassutassu.com, change.comminit.com

1. Intermediaries

2. Policymakers

3. Researchers

4. Industry

5. The Third Sector

target audience of Task 24

CHANGING THE BEHAVIOUR OF

THE BEHAVIOUR CHANGERS

Committee for Energy Research & Technology (CERT)

Oversees 40 intʼl implementing agreements

DSM Implementing Agreement (www.ieadsm.org)

15 Participating Countries

Each country has ExCo member

24 Tasks - each task has Operating Agent/s (OA)

Task 24: Behaviour Change in DSM (OAs: Ruth and Sea)

Countries participating

© OECD/IEA, October 2011

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NetherlandsSwitzerlandNew ZealandBelgiumNorwaySwedenItalySouth AfricaUKAustriaAustraliaUSPortugalSpain (in kind)

Subtasks of Task XXIVIEA DSM Task 24

participating countries

Subtasks of Task XXIVsubtasks

5- Expert platform

1- Helicopter view of models,

frameworks, contexts, case

studies and evaluation

metrics

2- In depth

analysis in areas of

greatest need

3- Evaluation tool

for stakeholders

4- Country-

specific project ideas, action

plans and pilot projects

Subtasks of Task XXIVSubtask V - expert

platform

- 99 videos & presentations- 75 photos- 6 blogs- 14 events- 23 discussion fora- 3 member groups

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World Map of Participating countries, contributing experts

Expert platform currently has 200 experts from 21 countries and 7 main sectors.

Subtasks of Task XXIVBabel to Babelfish?

Subtasks of Task XXIVenergy stories: personal

Subtasks of Task XXIVenergy stories: sectoral

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Energy Behaviour Challenge 1

Changing household energy culturesA research perspective

Fuel efficient driving behaviour in the light vehicle fleet

15 February 2013 | Jörn Scherzer | Transport Partnerships

Subtasks of Task XXIVenergy stories: nationalIEA DSM – Task XXIV

Belgian Story

Brussels, September 7, 2012

The New Zealand energy story

Sea Rotmann and Janet Stephenson

demand-side^

Norwegian Energy Story

Swiss Energy Strategy and research projects

concerning behavior change

Dr. Aurelio Fetz, Market Regulation, Swiss Federal Office of Energy

Workshop IEA DSM Task 24, 15.10.2013

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Subtask I - Helicopter OverviewPremise for Task XXIVsubtask I

• Inventory of experts

• Overview of definitions

• Overview of models and theories of change used in case studies in 4 domains

• ‘Translation tool’ to translate theory to be useful by practitioners

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Subtask I - Helicopter OverviewPremise for Task XXIVsubtask I -

Overview of definitions

http://www.slideshare.net/drsea/definitions-for-task-24



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Subtask I - Helicopter OverviewPremise for Task XXIV

subtask I -Overview of models, disciplines and

frameworks

https://www.youtube.com/watch?v=DOTkdA97Woo&feature=c4-overview&list=UU_p3PlWDpLyDBh8TwUBmVHQ



Subtasks of Task XXIVfeedback from

workshops

wrong, but some of

George E.P. Box (1979)

Towards a multiple models approach

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Subtask I - Helicopter OverviewPremise for Task XXIVworked examples in Task 24

Domain/CountryCases and used theories/models

Netherlands New Zealand Switzerland Italy Austria Norway Sweden Belgium UK Other countries

Smart Metering/Feedback

Jouw Energie Moment

Theories/Models used:Expectancy Value TheoryDesign with IntentInterpretation for sustainable behaviour

Responses to Time Varying Prices for Electricity (Otago Uni)

Theories/Model used: Classical Economics and marketing

Smart Metering Zurich Pilot EWZ and EKZ

Theories/Model used: behavioural economics and social norms/comparisons

Time of Use Tariff

Theories/Models:Classical Economics

Die Energiejagd

Theories/Models:Shared learning,Social Norming,freezing/unfreezing

Demosteinkjer

Theories/Models:Theory of Planned Behaviour

Clockwise

Theories/Models:Constructivist Learning TheoryShared learning

Rettie, Ruth CHARM

Theories/Models used:social norms approachpractice theory

Spain (Juan Pablo Garçia): VERDIEM



Smart Metering EKT Dietikon

Theories/Model used: behavioural model of residential energy use by Raaij & Verhallenbehavioural economics and social norms/comparisons

!CO2 Management


Portugal (Joane Abreu): Smart meter feedback in North

Theories: Nudge, classical economics, moments of change


Munx Repower website

Theories/Model used: behavioural economics, social norming

US (Michela Beltracchi):Opower feedback programme

Models: Cialdini’s Social Norming

Retrofitting Blok voor Blok aanpak, retrofitting programme

Theories/models used:Behavioural economics

Warm Up New Zealand: Heat Smart

Theories/Models used: social marketing; social norms; classical economic; TPB

Swiss Building Retrofit Program

Models: Classical Economics

Retrofitting of Myhrenenga Housing

Theories: TPB

Building retrofits

Theories: Shared Learning

Retrofitting

2000 Watts Society (housing)

Models: Ethics, long-term visioning

SMEs De Groene Daad

Theory/model used: Nudge

EECA SME Crown Loans Scheme

Theory/model used: originally based on TPB; changed to social learning and social norm theories

Energy-Model and SME-Model from (EnAW)

Theories/Models used:Classical EconomicsSocial norm

Finnfjord

Theories: Leadership

Build4Change

Model: Nudge

Energy Cultures SMEs pilot

Model used: Energy CulturesMobility Het Nieuwe Rijden (the

New Driving)

Theories and models used: Psychology: Henry A Murray (1938) and the acceptability/availability model of behaviour by Rose (1990).

Active a2b

Theory/models used: Norm Activation TheoryElaboration Likelihood ModelStern’s Principles for InterveningTriandis TIBLewin’s Unfreezing/RefreezingMcKenzie-Mohr

2000 Watt on mobility

Models: Ethics, long-term visioning

Electric vehicles Nobil

Theories/Models used: TPB

Stockholm congestion tax

Models: activity based models

Chatterton & Wilson Framework

Combining individualistic (eg Triandis) and societal (Practice theory) approaches to help UK policymakers

Kevin Luten UrbanTrans (Australia)

Transport behaviour change based on BJ Fogg

Mobility

NZ Post Transport Driver behaviour training

Theory/models used: Value Action Gap Theory

Fuel consumption of newly purchased cars

Theory of Planned Behaviour (TPB) and Norm-Activation Model (NAM)

Case studies collected for IEA DSM Task 24 in transport, building retrofits, SMEs and smart metering Note: Blue boxes denote government-led policies and programmes, green boxes denote business, research or community-led programmes and pilots

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Subtask I - Helicopter OverviewPremise for Task XXIVTHE MONSTER

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Subtask I - Helicopter OverviewPremise for Task XXIVStorytelling

Narratives = social science tool aimed at providing way to explore how big events (policies) impact on small scale (individuals)Allow for quick practical and useful understanding of complexity of interconnected factors in behaviour research

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Narratives = social science tool aimed at providing way to explore how big events (policies) impact on small scale (individuals)Allow for quick practical and useful understanding of complexity of interconnected factors in behaviour research

Storytelling is a means for sharing and interpreting experiences. Stories are universal in that they can bridge cultural, linguistic, and age-related divides. Human knowledge is based on stories and the human brain consists of cognitive machinery necessary to understand, remember, and tell stories. Stories mirror human thought as we think in narrative structures and often remember facts in story form.

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Facts can be understood as smaller versions of a larger story, thus storytelling can supplement analytical thinking.

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3 ways of telling the stories:

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1. The cases fall into story groupings: hero stories, love stories, horror stories, learning stories...

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2. The models and theories used in the cases tell their own story from the implementer’s or end user perspective

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2. The models and theories used in the cases tell their own story from the implementer’s or end user perspective

3. Each case can be told as a short story

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A Kiwi hero story

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A Kiwi hero story

Once upon a time... there was a great, big organisation that was delivering mail and parcels all over New Zealand, called New Zealand Post.

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A Kiwi hero story


Every day...100s of courier drivers were driving thousands of km to deliver these parcels to grateful Kiwis.

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A Kiwi hero story



But, one day...NZ Post realised that it was spending way too much money on fuel and that its drivers weren’t being as efficient and safe as they could be.

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A Kiwi hero story




Because of that...they decided to start a fuel efficient driver training programme, in order to teach their contractors to drive more efficiently (and safely).

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A Kiwi hero story





But then...they realised that a lot of the drivers didn’t like being told what to do! !

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A Kiwi hero story






Because of that... they very cleverly used their most respected contractors to become trainers of the other drivers and made it all about being good business sense.!

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A Kiwi hero story







So, finally... They took them on test drives and showed them that they could save between 5-40% of their fuel just by changing simple behaviours.

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A Kiwi hero story








And, ever since then...there was an overall, ongoing reduction in fuel consumption of 5% among the drivers that have taken part in the programme. The end.

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A NZ hero story

The New Zealand Post driver training programme

The Swedish Congestion Pilot28

The Swedish pilot on a congestion pricing system was performed in Stockholm in 2006. The system was implemented as a tax levied on most vehicles entering and exiting central Stockholm. The trial also involved, apart from the taxing, new parking areas (“park-and-ride”) within walking distance to public transportations, and also enhanced public transportation (bus lines etc.). The primary purpose of the congestion tax was to reduce traffic congestion and improve the environmental situation and air quality in central Stockholm. The funds collected were to be used for new road constructions in and around Stockholm. In addition, toll stations were placed around the central Stockholm area and all vehicles that entered or exited the so called “tax zone” during weekdays between 6.30 AM and 6:30 PM were imposed to pay the congestion fee. The main partners in the project were the City Council of Stockholm, the Swedish Road Administration and the Stockholm public transport (SL). It was financed by the Swedish Government. The Swedish Secretariat for Environmental tax was responsible for project management, execution and evaluation. It was based on Activity Based Models.

6028 http://www.stockholmsforsoket.se/

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A NZ hero story

The New Zealand Post driver training programme

The Swedish Congestion Pilot28

The Swedish pilot on a congestion pricing system was performed in Stockholm in 2006. The system was implemented as a tax levied on most vehicles entering and exiting central Stockholm. The trial also involved, apart from the taxing, new parking areas (“park-and-ride”) within walking distance to public transportations, and also enhanced public transportation (bus lines etc.). The primary purpose of the congestion tax was to reduce traffic congestion and improve the environmental situation and air quality in central Stockholm. The funds collected were to be used for new road constructions in and around Stockholm. In addition, toll stations were placed around the central Stockholm area and all vehicles that entered or exited the so called “tax zone” during weekdays between 6.30 AM and 6:30 PM were imposed to pay the congestion fee. The main partners in the project were the City Council of Stockholm, the Swedish Road Administration and the Stockholm public transport (SL). It was financed by the Swedish Government. The Swedish Secretariat for Environmental tax was responsible for project management, execution and evaluation. It was based on Activity Based Models.

6028 http://www.stockholmsforsoket.se/


Every day...100s of courier drivers were driving 13million kms every year to deliver these parcels to Kiwis.

But, one day...NZ Post realised that it was spending way too much money on fuel and that its drivers weren’t being as efficient as they could be.


But then...they realised that a lot of the drivers didn’t like being told what to do!

Because of that... they very cleverly used their most respected contractors to become trainers of the other drivers and made it all about being good business sense.


And, ever since then...there was an overall, ongoing reduction in fuel consumption of 5% among the drivers that have taken part in the programme. The end.

The New Zealand Post Driver Training programme in a tweet

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Several of our Retrofitting cases informed by neoclassical economics: money and information

http://www.contemporaryartdaily.com/wp-content/uploads/2012/02/2.jpghttp://pinterest.com/kyrpersa/homo-economicus/

Neoclassical economics retrofitting

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The story of neoclassical economics and retrofitting

Money makes the world go round

You need to change your home’s energy use and we will help you by paying (part of) its retrofitting

By the way, you need to pay up first and it might take a while before we pay you back

The info we need from you will teach you all you need to know.

You only need to make a one-off decision to invest

We have the technology you need, contractors or installers (you will need to find/choose) will put it in and that’s it!

If you do not understand the technology, just don’t touch the buttons…

You will save money for a nice weekend to the Bahamas

You only need to give us a bill from your installer, we probably won’t check how much energy you actually saved

What counts for us is how many m2 are insulated, how many homes are retrofitted or how much money is spent. Oh yes, and how many kWh are saved of course!

We will do the number crunching, don't worry, we do not need to know what you actually saved, we will use models to calculate all energy savings

But if you want to know how much energy you saved, buy a metering device.

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Behavioural economics retrofitting

enayetkabir.blogspot.comgreenbookblog.com

Several of our Retrofitting cases informed by behavioural economics

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The story of behavioural economics & retrofitting

Money still makes the world go round

By the way, you still need to pay up first and it might take a while before we pay you back

The info we need from you will teach you all you need to know

You have many choices but we will design choice architecture to ensure you make the right one to retrofit your home

You only need, not only for yourself but for the sake of all, to make a one-off decision to invest

And to do so, we have the money, technology you need and we will design rules, regulations, institutions, or infrastructure that will nudge you in the right direction

You will save money, or the environment or whatever matters to you

You only need to give us a bill from your installer, we won’t check how much actual energy was saved

What counts for us is how many m2 are insulated, how many homes are retrofitted or how much money is spent. Oh yes, and how many kWh are saved of course!

We will do the number crunching, don't worry, we do not need to know what you actually saved, we will use models to calculate all energy savings

But if you want to know how much energy, CO2, trees or polar bears you saved, buy a metering device

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They do well within what they intend to do• The programmes are relatively easy to evaluate in quantitative terms and

often show really good results• The retrofitting market can grow• Subsidies are often used up to the max• Many homes do get insulated• Behavioural economics does manage to nudge a certain percentage• Free riders upgrade their plans and retrofit more comprehensively• Sometimes even a new norm seems to be emerging…

But if we want to tell a learning story:• One-off programmes, no continuity after insulation• Paradox: demand for information! And a lot of pre-financing required…• Only financial and technological tailoring• Hardly any flexibility or end user participation• Only fostering self-interested, extrinsic motivations (money)• Technocratic and policy-driven approach• Not focused on changing energy use patterns (routine behaviour)• Danger of rebound• And: will this really change the building sector or market long term?

What can we learn?

28blogs.scientificamerican.com!!

Systemic approaches and retrofitting

http://blogs.scientificamerican.com/plugged-in/2011/10/04/green-building-retrofits-decreasing-the-demand-from-hvac-systems/

http://blogs.scientificamerican.com/plugged-in/2011/10/04/green-building-retrofits-decreasing-the-demand-from-hvac-systems/

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Systemic approaches and retrofitting

Together we will make the world go round

You embody what we need to know and change: do, feel, learn

We will help you understand and use the technology, and train those that install and sell it to you

We will create a supportive material, institutional and social environment

Your needs are important so we need to do this together, as if this were your kitchen or bathroom!

Your life will change

It's all about us now, and our grandchildren

Quality matters and we will keep learning and sharing

If we need to be flexible we will

This is only the start of a long way and your home is the first step

We will monitor, calculate and report on energy, money, health, welfare, comfort, wellbeing

And learnings based on qualitative and quantitative inputs will be shared (with you)

We will help you figure out what your impact is to be able to make sure you get where we collectively want to!

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The storyline certainly appeals to many and acknowledges the social and inter-related elements of practices

And these approaches are often experienced as successful by those who are participating

Important additional elements to highlight:1. Focus on creating trusted messengers and market parties (audits,

certification schemes, quality standards, energy labeling, provider training etc)

2. More focus on institutional capacity building3. Targeting needs central: also non-energy!4. More pre-scoping to understand what and why of behaviour

But if we want to tell a learning story:• These types of interventions are very complex with many partners• They cannot be driven by policy alone, need all levels collaborating• Not everyone wants to change everything or their lifestyle• Not everyone wants to engage• The flexibility of changing goals, aims and interrelatedness of issues etc makes

it difficult to evaluate

What can we learn?

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1. It’s not only about the houses, but first and foremost about the people who live there. Involve, engage and target multiple members of a social group, at the collective level, not only at the level of the individual. FOCUS ON THE SOCIAL SIDE.

2. Focus on both investment and habitual behaviour to avoid bad and unnecessary rebound effects. IT’S NOT JUST WHAT WE BUY, IT’S WHAT WE DO.

3. Use insulation as a gateway, not a one-off change. CHANGE LIFESTYLES NOT LIGHTBULBS.

4. Beware if only the supply side or the implementer of the intervention seems to benefit. THINK OF THE BENEFITS FOR THE END USER AS WELL.

5. Trusted messengers are everything. FOCUS YOUR MESSAGING.

6. When targeting the individual need for money and financial support, do not ask for prefinancing. PAY THE SUBSIDY UPFRONT AND DON’T ASK FOR TOO MUCH UPFRONT INFORMATION FROM END USERS.

7. Tailor to your end users’ needs which may not be about kWh savings. Cooperate widely and make it about more than money. USE A TOOLBOX OF INTERVENTIONS AND GO BEYOND kWh TARGETS.

8. Pre-scope to find out what is most important to end users. IF YOU KNOW WHAT THEY WANT, MAKE SURE YOU TRY AND GET IT FOR THEM.

9. People don’t live according to sectoral divisions, even people in a household have different needs and habits. DON’T BOX PEOPLE IN TOO MUCH.

10. It should not be left to the individual to buy and install metering devices to meter the actual impact of retrofitting. BENCHMARK YOUR HEART OUT, MEASURE, NOT MODEL.

11. 'Decliners' or opt-out households are potentially as valuable to survey as those engaged. LEARN FROM THE UNWILLING.

•

Recommendations

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Subtask I - Helicopter OverviewPremise for Task XXIVevaluation metrics:

retrofittingConventional monitoring of retrofitting success More systemic monitoring of retrofitting success

· Total area of insulated building parts (windows, walls, ceilings,…),

· Type of retrofit investment, type of heating system (c.f. “unit of analysis“).

· Area and type of insulated building parts (windows, walls, ceilings, …)

· Type of heating system installed/replaced

· Type of building

· Reduction of CO2-emissions (calculated from type of heating system and type of insulation and expected calculated reduced demand for heat)

· Costs of measure (euro or other coin per saved ton of CO2)

· Total number of houses renovated.

• all of the issues listed left, plus:

• changes in room temperature

• humidity

• wellbeing

• trust

• number of third parties involved

• actual reduction in energy consumption

• social cohesion

• satisfaction of residents

• opinion of residents

• sensitivity to (other) energy efficiency measures

• comfort level

• reduction in doctor visits

• improvement in health, decrease asthma and respiratory diseases

• number of jobs created

• quality of industry before and after

• creation of standards

• days off school

• sick days

• mental health/domestic violence reduction

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Subtask I - Helicopter OverviewPremise for Task XXIVthe stories of the 4 domains

The funders of Task 24 chose 4 main domains to analyse:1. TRANSPORT2. BUILDING RETROFITS3. SMART METERS/FEEDBACK4. SMEs

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Each tell their own story, for example:

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Each tell their own story, for example:• driving is a very routine behaviour, with built-in capacity for adaptation/

adoption to new cars/routes/traffic

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adoption to new cars/routes/traffic• retrofitting-related behaviour deals with investment decisions at the planning

stage where unappealing new behaviours can be quickly rejected or even result in cancelling a planned action

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• smart metering cases demonstrate that this domain deals with an entirely new behaviour, presenting opportunities for impact through training but also almost no existing behavioural context to use as a starting point

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• smart metering cases demonstrate that this domain deals with an entirely new behaviour, presenting opportunities for impact through training but also almost no existing behavioural context to use as a starting point

• And in the case of SMEs many of the behaviours that need to change require a lot of risk taking and senior leadership, with potentially big impacts on staff and productivity.

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Subtask I - Helicopter OverviewPremise for Task XXIVthe best story for long-term

success?

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success?

• a mix of interventions that are

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success?

• a mix of interventions that are • tailored to different (national, local, organisational, domestic) levels;

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success?

• a mix of interventions that are • tailored to different (national, local, organisational, domestic) levels; • tailored at both the individual and societal level;

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success?

• a mix of interventions that are • tailored to different (national, local, organisational, domestic) levels; • tailored at both the individual and societal level; • aiming at changing both the investment and habitual behaviour;

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success?

• a mix of interventions that are • tailored to different (national, local, organisational, domestic) levels; • tailored at both the individual and societal level; • aiming at changing both the investment and habitual behaviour;• targeting multiple motivations (not only economic and informational ones);

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success?

• a mix of interventions that are • tailored to different (national, local, organisational, domestic) levels; • tailored at both the individual and societal level; • aiming at changing both the investment and habitual behaviour;• targeting multiple motivations (not only economic and informational ones); • adding strong quantitative and qualitative evaluation (of actual and perceived/modelled behaviour changes) into project design; and

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success?

• a mix of interventions that are • tailored to different (national, local, organisational, domestic) levels; • tailored at both the individual and societal level; • aiming at changing both the investment and habitual behaviour;• targeting multiple motivations (not only economic and informational ones); • adding strong quantitative and qualitative evaluation (of actual and perceived/modelled behaviour changes) into project design; and• focusing on the lifestyle in which energy is key to performing functions.

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Subtask I - Helicopter OverviewPremise for Task XXIVTypes of stories: retrofitting

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Subtask I - Helicopter OverviewPremise for Task XXIVWarm Up New Zealand

Once upon a time... there was a beautiful country called New Zealand,which had very cold, damp houses.

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Every day...Kiwis shivered and froze, but they just told each other to stop being a sissy and put on another jumper.

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But, one day...the new right-wing Government decided it needed to show it wasn’t uncaring and evil and created a programme called Warm Up New Zealand. It was meant to insulate a quarter of the housing stock, create many jobs and a new market, and reduce energy use, energy bills and CO2.

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Because of that...the Energy Efficiency and Conservation Authority set about tendering for the best contractors in the country to fulfil this lofty goal.

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But then...they realised that people weren’t that interested in insulation, they rather spent their money on a new kitchen and kept putting on those jumpers!

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Because of that... they concentrated on using Third Party Providers and other community groups to ensure that at least the most needy and vulnerable people got free insulation and clean heating installed.!

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So, finally... they did an evaluation of the programme and found that the real benefits - $5 for every $1 spent, lay in the health improvements, not a new market or energy savings or lower bills.

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So, finally... they did an evaluation of the programme and found that the real benefits - $5 for every $1 spent, lay in the health improvements, not a new market or energy savings or lower bills.

And, ever since then... The other Kiwis also slowly realised that being warm and cozy in your home was maybe just as important as having a new kitchen.

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example: insulation subsidies

But over the ditch, it got more serious...

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Subtask I - Helicopter OverviewPremise for Task XXIVSmart meter fears

Once upon a time... Households all over Europe were very energy inefficient. Austria was slightly better than some other countries but people still liked to have 23C inside their flats even when it was -20C outside.

Every day... Clever policymakers were trying to come up with new ways to make people more energy efficient.

But, one day... The European Commission’s Intelligent Energy Europe programme had a great idea and funded an ‘Energy Hunt’ programme where neighbourhoods from 16 countries all over Europe were pitted against their City Council with the goal to save 9% energy.

Because of that... 8 Styrian cities took part in this programme for Austria, with 35 neighbourhoods participating in the ‘hunt’.

But then! They realised that it was quite difficult to get people to monitor their own energy consumption, as this project was done without clever smart meter technology. So they needed to find the early adopters and make them into ‘Energy Masters’ who were leading the other households in the neighbourhood in the competition and made sure that they were monitoring their consumption.

So, finally... they realised that bringing people together in a group with a common goal and a strong social learning component inspired them to save quite a lot of energy - up to 26% in the winning household! 20 households saved more than the 9% that was their bet against the city.

And, ever since then... some energy saving habits that were learned during the competition are still embedded in the households as are some of the friendships made during the hunt. The end. 39

Subtask I - Helicopter OverviewPremise for Task XXIV

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Subtask I - Helicopter OverviewPremise for Task XXIVAustria -

Die Energiejagd vs !CO2 Management

social approach individualistic approach

social norm (MoU)social learning (ToC)Freezing/unfreezing (ToC)

classical economics (MoU)

Gamification, competition, feedback, tailored advice, champions

Feedback, Advice & Incentive (iPod!)

Goal: CO2 savingsGoal: CO2 savings

Huge success Unexpected failure

Subtasks of Task XXIVwant to hear/read more

of our stories?

to join the expert platform: [email protected]

mailto:[email protected]

mailto:[email protected]

Subtasks of Task XXIVwhy an extension?

The 200+ stakeholders now committed to Task 24 participate because of three main reasons:

1. Great opportunities to share knowledge and learnings, to network and to position themselves

2. Acknowledged shortcomings of current DSM pilots and programmes that could benefit from findings and shared learnings from Task 24

3. Opportunities to work with the policymaking level when it comes to applying learnings from research to the design, implementation and evaluation of more effective DSM-related policies and programmes.

Subtasks of Task XXIVwhy an extension?

Because the human (behavioural) component is still in the ‘too hard basket’, mainly because this is still the most difficult-to-answer question:

Why do people behave the way they do, when it is seemingly not rational, costs them money and causes discomfort and even bad health, when they say they are willing to do something but act completely different, and (unnecessarily) waste energy and resources despite being largely aware of the importance of acting on global concerns such as climate change?

Subtasks of Task XXIVcontent of extension

New Subtasks:SUBTASK 6 - Who are the behaviour changers?

Subtask number 6

Start date or starting event: Month 3

End date of Subtask Month 12

Subtask title National DSM Experts and Stakeholder Analysis

Activity Type Networking, workshops, empirical analysis

Objectives • Identify the most important stakeholders and experts working on DSM and/or (energy) behaviour change in each participating country• Collect detailed information on their specific expertise, organisations, past and current work - including lists of reports and other references which will form a (inter)national repository of most relevant DSM work in each country with links to available documentation.• Develop national stakeholder dialogues in each participating country by holding (bi)annual workshops and/or webinars (1-2 days per country per year)• Foster mutual engagement, collaboration and shared learning amongst stakeholders from different sectors• Collect examples of successful matchmaking stories to illustrate benefits of shared learning and collaboration among all stakeholder sectors and creating inspiring filmed interviews.• NB: There will be international workshops every year where all the national experts will be invited to


New Subtasks:SUBTASK 7 - What do Behaviour Changers most need to change?

Objectives • Building on work from Subtasks 2 and 4, develop lists of top 3 DSM issues per country (with country experts identified in Subtask 6) • Review current approaches, nationally and internationally, on these top issues and provide case study examples that could illuminate some of the issues (based on work in Subtask 1 and 2)•Feed these cases, and the ones analysed in Subtask 1 and 2 into a broad decisionmaking tool (Subtask 8)• Develop a country-specific list, together with country experts, of top 20 efficiency and conservation behaviours and their approximate potential in shifting or decreasing load (similar to what Gardner & Stern have done in the US) and tailored DSM approaches to achieve actual change on these behaviours for different lifestyle segments. This will help chose which top DSM issue should be addressed in each country in Subtask 9.

Subtask number 7Start date or starting event: Month 6End date of Subtask Month 18Subtask title Top DSM Issues per Participating CountryActivity Type Workshops, empirical analysis


New Subtasks:SUBTASK 8 - What tool do Behaviour Changers need?

Objectives • Build a decisionmaking tree from 100+ cases collected in Subtasks 1, 2 and 7. Following the decisiontree process using similar questions as shown above (probably with a multiple choice option), the tool will remove all case studies that do not pertain to the Behaviour Changers’ specific sector, needs and type of inqiry and leave only the cases that are relevant to them. •We will then aspire to perform a summary of recommendations giving specific examples of dos and don’ts and connect the Behaviour Changer with other Behaviour Changers that have successfully undertaken similar work.•This could potentially take the form of an online game or an App.

Subtask number 8


End date of subtask Month 24Subtask title Decisionmaking tool for Behaviour ChangersActivity Type Software, online application

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Subtask I - Helicopter OverviewPremise for Task XXIVThe questionsQuestions for a decision-making tool

For example:• What behaviour do you want to change?• Why?• Who’s the target for the behaviour change?• Where do they behave like that normally?• How do you think you can change it?• Why would you go about it like that?• When do you need to get it done by?• How do you measure success?• How will you get these measurements?• How much $ do you have/need?• How many people are you hoping to change?• How long will the effects of the change last?


New Subtasks:Subtask 9 - How to change the Behaviour Changers?

Objectives • Building on the national expert groups identified in Subtask 6, develop training sessions (6 days per country, 3 initial training days with 3 days set aside for assistance during design, implementation and evaluation of new approaches - Subtask 10) focusing on interdisciplinary understanding of different models of understanding behaviour and their applications• Showcase the use of the decisionmaking tool (Subtask 8) and apply it to specific needs and current problems of the national Behaviour Changers• Building on the top national needs established in Subtask 7, work with Behaviour Changers to develop policies, programmes or pilots based on their improved understanding OR• Assist Behaviour Changers analyse, evaluate and iterate a current programme or policy of their choosing - this includes analysing the country-specific policy on DSM and behaviour change and the associated policy practices

Subtask number 9


End date of subtask Month 30

Subtask title Training Sessions for Behaviour Changers in Participating Countries

Activity Type Training, support


New Subtasks:(Voluntary) Subtask 10: Implementation, Evaluation, Iteration

Objectives • Provide continual assistance during implementation and evaluation of these policies, programmes or pilots in order to iterate them, if necessary • Report-back outcomes from each country’s intervention and develop shared learning platform.

Subtask number 10


End date of Subtask Month 36

Subtask title Implementation, Evaluation, Iteration of Pilots, Programmes or Policies designed in Subtask 9

Activity Type Support, empirical analysis