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IEA DSM Task 24 update for New Zealand stakeholders

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This presentation was given in December 2013 by Dr Sea Rotmann at the Energy Efficiency and Conservation Authority in Wellington. In the audience were the main end users of the Task - policymakers, ...

This presentation was given in December 2013 by Dr Sea Rotmann at the Energy Efficiency and Conservation Authority in Wellington. In the audience were the main end users of the Task - policymakers, energy research funders and energy research networkers. It gave examples of some specific uses of storytelling from the 'Monster' report of Subtask 1 analysis.

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IEA DSM Task 24 update for New Zealand stakeholders IEA DSM Task 24 update for New Zealand stakeholders Presentation Transcript

  • social media XXIV and Subtasks of Task IEA DSM TASK 24 Task XXIV Closing the Loop Behaviour Change in DSM: From Theory to Practice Dr Sea Rotmann Operating Agent EECA, Dec 19, 2013
  • The story of Task 24 2
  • The story of Task 24 Once 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).! 2
  • The story of Task 24 Once 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). 2
  • The story of Task 24 Once 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). 2
  • The story of Task 24 Once 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). 2
  • The story of Task 24 Once 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). But, one day...They realised that they had the opportunity to make their dream collaboration a reality. 2
  • The story of Task 24 Once 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). But, one day...They realised that they had the opportunity to make their dream collaboration a reality. Because of that... They wrote a proposal to start Task 24 and presented it to the IEA DSM. 2
  • The story of Task 24 Once 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). But, one day...They realised that they had the opportunity to make their dream collaboration a reality. Because of that... They wrote a proposal to start Task 24 and presented it to the IEA DSM. 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... 2
  • The story of Task 24 Once 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). But, one day...They realised that they had the opportunity to make their dream collaboration a reality. Because of that... They wrote a proposal to start Task 24 and presented it to the IEA DSM. 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... 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. 2
  • The story of Task 24 Once 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). But, one day...They realised that they had the opportunity to make their dream collaboration a reality. Because of that... They wrote a proposal to start Task 24 and presented it to the IEA DSM. 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... 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. 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. 2
  • The story of Task 24 Once 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). But, one day...They realised that they had the opportunity to make their dream collaboration a reality. Because of that... They wrote a proposal to start Task 24 and presented it to the IEA DSM. 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... 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. 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. 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. 2
  • The story of Task 24 Once 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). But, one day...They realised that they had the opportunity to make their dream collaboration a reality. Because of that... They wrote a proposal to start Task 24 and presented it to the IEA DSM. 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... 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. 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. 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. 2
  • what’s special about Some special featuresTask XXIV Premise for of Task XXIV Task 24? Text 3
  • what’s special about Some special featuresTask XXIV Premise for of Task XXIV Task 24? Text 3
  • what’s special about Some special featuresTask XXIV Premise for of Task XXIV Task 24? Text 3
  • what’s special about Some special featuresTask XXIV Premise for of Task XXIV Task 24? Text 3
  • what’s special about Some special featuresTask XXIV Premise for of Task XXIV Task 24? Text 3
  • what’s special about Some special featuresTask XXIV Premise for of Task XXIV Task 24? Text 3
  • what’s special about Some special featuresTask XXIV Premise for of Task XXIV Task 24? Text 3
  • what’s special about Some special featuresTask XXIV Premise for of Task XXIV Task 24? Text 3
  • Target audience of Task 24 target Audience of Task XXIV 1. Intermediaries 2. Policymakers 3. Researchers 4. Industry 5. The Third Sector 4 Pics via: theinnovativeeducator.blogspot.com, dreamstime.com, agu.org, lifesupplemented.org, rassutassu.com, change.comminit.com
  • Target audience of Task 24 target Audience of Task XXIV CHANGING THE 2. Policymakers BEHAVIOUR OF THE 3. Researchers BEHAVIOUR 4. Industry CHANGERS 1. Intermediaries 5. The Third Sector 4 Pics via: theinnovativeeducator.blogspot.com, dreamstime.com, agu.org, lifesupplemented.org, rassutassu.com, change.comminit.com
  • IEA DSM Task XXIV Task 24 Subtasks of participating countries !"#$%&'(#&)'*(#+$#)",(-.(,/#(0-)'1(23#)4*(56,'--7(89:: !"#$%&'#($()%(*&+%&%,(&-)(#./&!0#&122&30)4(#()5(&")&6$207&80#9+/&")&65%0:(#&;<== © OECD/IEA, October 2011 Committee for Energy Research & Technology (CERT) Oversees 40 intʼl implementing agreements 15 Participating Countries Each country has ExCo member 24 Tasks - each task has Operating Agent/s (OA) Task 24: Behaviour Change in DSM (OAs: Ruth and Sea) DSM Implementing Agreement (www.ieadsm.org) Countries participating Netherlands Switzerland New Zealand Belgium Norway Sweden Italy South Africa UK Austria Australia US Portugal Spain (in kind)
  • Subtasks of Task XXIV subtasks 5- Expert platform 1- Helicopter 2- 3- 4- view of models, frameworks, contexts, case studies and evaluation metrics In depth analysis in areas of greatest need Evaluation tool for stakeholders Countryspecific project ideas, action plans and pilot projects
  • Subtaskof Task XXIV V - expert Subtasks platform 99 videos & presentations - 75 photos - 6 blogs - 14 events - 23 discussion fora - 3 member groups -
  • World Map of Participating countries, contributing experts Expert platform currently has 200 experts from 21 countries and 7 main sectors. 1
  • Subtasks of Task XXIV Babel to Babelfish?
  • Subtasks of Task XXIV Babel to Babelfish?
  • Subtasks of Task XXIV Babel to Babelfish?
  • Subtasks of Task XXIV Babel to Babelfish?
  • Subtasks of Task XXIV energy stories: personal
  • Subtasks of Task XXIV energy stories: sectoral Fuel efficient driving behaviour in the light vehicle fleet 15 February 2013 | Jörn Scherzer | Transport Partnerships !"#$%&"'() !"#$%&'%$( !"#$%&'($ Energy Behaviour Challenge 1 Changing household energy cultures A research perspective !"#$%&'($% )*"$+%,-$./0"1(%,++"2$.%
  • Subtasks of Task XXIV energy stories: national IEA DSM – Task XXIV Swiss Energy Strategy and research projects concerning behavior change Dr. Aurelio Fetz, Market Regulation, Swiss Federal Office of Energy Belgian Story Brussels, September 7, 2012 Norwegian Energy Story Workshop IEA DSM Task 24, 15.10.2013 demand-side The New Zealand energy story ^ Sea Rotmann and Janet Stephenson
  • subtask I SubtaskPremise for Task XXIV I - Helicopter Overview • • • • 13 Inventory of experts ‘Translation tool’ to translate theory to be useful by practitioners Overview of definitions Overview of models and theories of change used in case studies in 4 domains
  • subtask I - SubtaskPremise for Task XXIV I - Helicopter Overview Overview of definitions http://www.slideshare.net/drsea/definitions-for-task-24 14
  • subtask I - Overview of models,Overview and SubtaskPremise for Task XXIV I - Helicopter disciplines frameworks https://www.youtube.com/watch?v=DOTkdA97Woo&feature=c4-overview&list=UU_p3PlWDpLyDBh8TwUBmVHQ 15
  • feedback from Subtasks of Task XXIV workshops owards a multiple models approach wrong, but some of George E.P. Box (1979)
  • worked-examplesXXIVTask 24 Premise for Task in Subtask I Helicopter Overview 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 Domain/Country Netherlands Cases and used theories/models Smart Metering/ Jouw Energie Moment Feedback Theories/Models used: Expectancy Value Theory Design with Intent Interpretation for sustainable behaviour New Zealand Switzerland Italy Austria Responses to Time Varying Prices for Electricity (Otago Uni) Smart Metering Zurich Pilot EWZ and EKZ Time of Use Tariff Die Energiejagd Demosteinkjer Theories/Models: Classical Economics Theories/Models: Theories/Models: Theories/Models: Shared learning, Theory of Planned Constructivist Social Norming, Behaviour Learning Theory freezing/ Shared learning unfreezing Theories/Model used: Theories/Model used: Classical behavioural economics and Economics and marketing social norms/comparisons Smart Metering EKT Dietikon Norway Sweden Belgium Other countries Rettie, Ruth CHARM Clockwise UK Spain (Juan Pablo Garçia): VERDIEM Theories/Models used: social norms approach Theories/Models: practice theory Classical Economics !CO2 Management Theories/Model used: behavioural model of residential energy use by Raaij & Verhallen behavioural economics and social norms/comparisons Munx Repower website Portugal (Joane Abreu): Smart meter feedback in North Theories/Models: Classical Economics Theories: Nudge, classical economics, moments of change US (Michela Beltracchi): Opower feedback programme Theories/Model used: behavioural economics, social norming Retrofitting Blok voor Blok aanpak, Warm Up New Zealand: Heat retrofitting programme Smart Swiss Building Retrofit Program Theories/models used: Theories/Models used: social Behavioural economics marketing; social norms; classical economic; TPB Models: Cialdini’s Social Norming Retrofitting of Myhrenenga Housing Models: Classical Economics Theories: TPB Building retrofits Theories: Shared Learning 2000 Watts Society (housing) SMEs De Groene Daad Theory/model used: Nudge Mobility EECA SME Crown Loans Scheme Models: Ethics, long-term visioning Energy-Model and SME-Model from (EnAW) Finnfjord Theories: Leadership Theory/model used: originally Theories/Models used: based on TPB; changed to social Classical Economics learning and social norm Social norm theories Energy Cultures SMEs pilot Model used: Energy Cultures Het Nieuwe Rijden (the Active a2b New Driving) Theory/models used: Norm Theories and models Activation Theory used: Psychology: Henry Elaboration Likelihood Model A Murray (1938) and the Stern’s Principles for Intervening acceptability/availability Triandis TIB model of behaviour by Lewin’s Unfreezing/Refreezing Rose (1990). McKenzie-Mohr NZ Post Transport Driver behaviour training Theory/models used: Value Action Gap Theory 2000 Watt on mobility Model: Nudge Electric vehicles Stockholm Nobil congestion tax Fuel consumption of newly purchased cars 17 Chatterton & Wilson Framework Theories/Models Models: activity used: TPB based models Models: Ethics, long-term visioning Theory of Planned Behaviour (TPB) and Norm-Activation Model (NAM) Build4Change Kevin Luten UrbanTrans (Australia) Combining Transport behaviour individualistic (eg change based on BJ Triandis) and societal Fogg (Practice theory) approaches to help UK policymakers
  • THE for Task XXIV Premise MONSTER Subtask I - Helicopter Overview 18
  • Storytelling Premise for Task XXIV Subtask I - Helicopter Overview 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 19
  • Storytelling Premise for Task XXIV Subtask I - Helicopter Overview 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. 19
  • Storytelling Premise for Task XXIV Subtask I - Helicopter Overview Facts can be understood as smaller versions of a larger story, thus storytelling can supplement analytical thinking. 20
  • Storytelling Premise for Task XXIV Subtask I - Helicopter Overview Facts can be understood as smaller versions of a larger story, thus storytelling can supplement analytical thinking. 3 ways of telling the stories: 20
  • Storytelling Premise for Task XXIV Subtask I - Helicopter Overview Facts can be understood as smaller versions of a larger story, thus storytelling can supplement analytical thinking. 3 ways of telling the stories: 1. The cases fall into story groupings: hero stories, love stories, horror stories, learning stories... 20
  • Storytelling Premise for Task XXIV Subtask I - Helicopter Overview Facts can be understood as smaller versions of a larger story, thus storytelling can supplement analytical thinking. 3 ways of telling the stories: 1. The cases fall into story groupings: hero stories, love stories, horror stories, learning stories... 2. The models and theories used in the cases tell their own story from the implementer’s or end user perspective 20
  • Storytelling Premise for Task XXIV Subtask I - Helicopter Overview Facts can be understood as smaller versions of a larger story, thus storytelling can supplement analytical thinking. 3 ways of telling the stories: 1. The cases fall into story groupings: hero stories, love stories, horror stories, learning stories... 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 20
  • A Kiwi hero story 21
  • 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. 21
  • 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. Every day...100s of courier drivers were driving thousands of km to deliver these parcels to grateful Kiwis. 21
  • 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. Every day...100s of courier drivers were driving thousands of km to deliver these parcels to grateful 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 and safe as they could be. 21
  • 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. Every day...100s of courier drivers were driving thousands of km to deliver these parcels to grateful 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 and safe as they could be. 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). 21
  • 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. Every day...100s of courier drivers were driving thousands of km to deliver these parcels to grateful 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 and safe as they could be. 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). But then...they realised that a lot of the drivers didn’t like being told what to do! ! 21
  • 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. Every day...100s of courier drivers were driving thousands of km to deliver these parcels to grateful 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 and safe as they could be. 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). 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.! 21
  • 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. Every day...100s of courier drivers were driving thousands of km to deliver these parcels to grateful 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 and safe as they could be. 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). 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.! 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. 21
  • 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. Every day...100s of courier drivers were driving thousands of km to deliver these parcels to grateful 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 and safe as they could be. 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). 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.! 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. 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. 21
  • 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. Every day...100s of courier drivers were driving thousands of km to deliver these parcels to grateful 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 and safe as they could be. 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). 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.! 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. 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. 21
  • 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. Every day...100s of courier drivers were driving thousands of km to deliver these parcels to grateful 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 and safe as they could be. 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). 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.! 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. 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. 21
  • A NZ hero story The New Zealand Post driver training programme The Swedish Congestion Pilot28 22
  • A NZ 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. 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. 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). 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. 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. 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 The New Zealand Post driver training programme The Swedish Congestion Pilot28 22
  • Neoclassical economics retrofitting Several of our Retrofitting cases informed by neoclassical economics: money and information http://www.contemporaryartdaily.com/wp-content/uploads/2012/02/2.jpg http://pinterest.com/kyrpersa/homo-economicus/ 23
  • 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. 24
  • Behavioural economics retrofitting Several of our Retrofitting cases informed by behavioural economics enayetkabir.blogspot.com greenbookblog.com 25
  • 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 26
  • 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 26
  • What can we learn? 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? 27
  • Systemic approaches and retrofitting blogs.scientificamerican.com!! 28
  • 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! 29
  • What can we learn? 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 building 3. 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 30
  • Recommendations 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 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. 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. Use insulation as a gateway, not a one-off change. CHANGE LIFESTYLES NOT LIGHTBULBS. 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. Trusted messengers are everything. FOCUS YOUR MESSAGING. 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. 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. 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. 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. 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. 'Decliners' or opt-out households are potentially as valuable to survey as those engaged. LEARN FROM THE UNWILLING. 31 •
  • evaluation metrics: SubtaskPremise for Task XXIV I - Helicopter Overview retrofitting Conventional monitoring of retrofitting success · Total area of insulated building parts (windows, walls, ceilings, …), More systemic monitoring of retrofitting success • all of the issues listed left, plus: • changes in room temperature • humidity · Type of retrofit investment, type of heating system (c.f. “unit of analysis“). · Area and type of insulated building parts (windows, walls, ceilings, …) • wellbeing • trust · Type of heating system installed/replaced • number of third parties involved · Type of building • actual reduction in energy consumption · Reduction of CO2-emissions (calculated from type of heating system and type of insulation and expected calculated reduced demand for heat) • social cohesion • satisfaction of residents · Costs of measure (euro or other coin per saved ton of CO2) • opinion of residents · Total number of houses renovated. • 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 32
  • the stories of Task XXIV the 4 domains SubtaskPremise for I - Helicopter Overview The funders of Task 24 chose 4 main domains to analyse: 1. TRANSPORT 2. BUILDING RETROFITS 3. SMART METERS/FEEDBACK 4. SMEs 33
  • the stories of Task XXIV the 4 domains SubtaskPremise for I - Helicopter Overview The funders of Task 24 chose 4 main domains to analyse: 1. TRANSPORT 2. BUILDING RETROFITS 3. SMART METERS/FEEDBACK 4. SMEs Each tell their own story, for example: 33
  • the stories of Task XXIV the 4 domains SubtaskPremise for I - Helicopter Overview The funders of Task 24 chose 4 main domains to analyse: 1. TRANSPORT 2. BUILDING RETROFITS 3. SMART METERS/FEEDBACK 4. SMEs 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 33
  • the stories of Task XXIV the 4 domains SubtaskPremise for I - Helicopter Overview The funders of Task 24 chose 4 main domains to analyse: 1. TRANSPORT 2. BUILDING RETROFITS 3. SMART METERS/FEEDBACK 4. SMEs 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 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 33
  • the stories of Task XXIV the 4 domains SubtaskPremise for I - Helicopter Overview The funders of Task 24 chose 4 main domains to analyse: 1. TRANSPORT 2. BUILDING RETROFITS 3. SMART METERS/FEEDBACK 4. SMEs 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 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 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 33
  • the stories of Task XXIV the 4 domains SubtaskPremise for I - Helicopter Overview The funders of Task 24 chose 4 main domains to analyse: 1. TRANSPORT 2. BUILDING RETROFITS 3. SMART METERS/FEEDBACK 4. SMEs 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 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 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. 33
  • the best story for long-term SubtaskPremise for Task XXIV I - Helicopter Overview success? 34
  • the best story for long-term SubtaskPremise for Task XXIV I - Helicopter Overview success? • a mix of interventions that are 34
  • the best story for long-term SubtaskPremise for Task XXIV I - Helicopter Overview success? • a mix of interventions that are • tailored to different (national, local, organisational, domestic) levels; 34
  • the best story for long-term SubtaskPremise for Task XXIV I - Helicopter Overview success? • a mix of interventions that are • tailored to different (national, local, organisational, domestic) levels; • tailored at both the individual and societal level; 34
  • the best story for long-term SubtaskPremise for Task XXIV I - Helicopter Overview 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; 34
  • the best story for long-term SubtaskPremise for Task XXIV I - Helicopter Overview 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); 34
  • the best story for long-term SubtaskPremise for Task XXIV I - Helicopter Overview 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 34
  • the best story for long-term SubtaskPremise for Task XXIV I - Helicopter Overview 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. 34
  • TypesPremise for Task retrofitting ofHelicopter Overview stories: XXIV Subtask I - 35
  • WarmHelicopter Overview Up NewXXIV Zealand SubtaskPremise for Task I- 36
  • WarmHelicopter Overview Up NewXXIV Zealand SubtaskPremise for Task IOnce upon a time... there was a beautiful country called New Zealand,which had very cold, damp houses. 36
  • WarmHelicopter Overview Up NewXXIV Zealand SubtaskPremise for Task IOnce upon a time... there was a beautiful country called New Zealand,which had very cold, damp houses. Every day...Kiwis shivered and froze, but they just told each other to stop being a sissy and put on another jumper. 36
  • WarmHelicopter Overview Up NewXXIV Zealand SubtaskPremise for Task IOnce upon a time... there was a beautiful country called New Zealand,which had very cold, damp houses. Every day...Kiwis shivered and froze, but they just told each other to stop being a sissy and put on another jumper. 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. 36
  • WarmHelicopter Overview Up NewXXIV Zealand SubtaskPremise for Task IOnce upon a time... there was a beautiful country called New Zealand,which had very cold, damp houses. Every day...Kiwis shivered and froze, but they just told each other to stop being a sissy and put on another jumper. 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. Because of that...the Energy Efficiency and Conservation Authority set about tendering for the best contractors in the country to fulfil this lofty goal. 36
  • WarmHelicopter Overview Up NewXXIV Zealand SubtaskPremise for Task IOnce upon a time... there was a beautiful country called New Zealand,which had very cold, damp houses. Every day...Kiwis shivered and froze, but they just told each other to stop being a sissy and put on another jumper. 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. Because of that...the Energy Efficiency and Conservation Authority set about tendering for the best contractors in the country to fulfil this lofty goal. 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! 36
  • WarmHelicopter Overview Up NewXXIV Zealand SubtaskPremise for Task IOnce upon a time... there was a beautiful country called New Zealand,which had very cold, damp houses. Every day...Kiwis shivered and froze, but they just told each other to stop being a sissy and put on another jumper. 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. Because of that...the Energy Efficiency and Conservation Authority set about tendering for the best contractors in the country to fulfil this lofty goal. 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! 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.! 36
  • WarmHelicopter Overview Up NewXXIV Zealand SubtaskPremise for Task IOnce upon a time... there was a beautiful country called New Zealand,which had very cold, damp houses. Every day...Kiwis shivered and froze, but they just told each other to stop being a sissy and put on another jumper. 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. Because of that...the Energy Efficiency and Conservation Authority set about tendering for the best contractors in the country to fulfil this lofty goal. 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! 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.! 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. 36
  • WarmHelicopter Overview Up NewXXIV Zealand SubtaskPremise for Task IOnce upon a time... there was a beautiful country called New Zealand,which had very cold, damp houses. Every day...Kiwis shivered and froze, but they just told each other to stop being a sissy and put on another jumper. 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. Because of that...the Energy Efficiency and Conservation Authority set about tendering for the best contractors in the country to fulfil this lofty goal. 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! 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.! 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. 36
  • WarmHelicopter Overview Up NewXXIV Zealand SubtaskPremise for Task IOnce upon a time... there was a beautiful country called New Zealand,which had very cold, damp houses. Every day...Kiwis shivered and froze, but they just told each other to stop being a sissy and put on another jumper. 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. Because of that...the Energy Efficiency and Conservation Authority set about tendering for the best contractors in the country to fulfil this lofty goal. 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! 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.! 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. 36
  • WarmHelicopter Overview Up NewXXIV Zealand SubtaskPremise for Task IOnce upon a time... there was a beautiful country called New Zealand,which had very cold, damp houses. Every day...Kiwis shivered and froze, but they just told each other to stop being a sissy and put on another jumper. 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. Because of that...the Energy Efficiency and Conservation Authority set about tendering for the best contractors in the country to fulfil this lofty goal. 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! 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.! 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. 36
  • example: insulation subsidies But over the ditch, it got more serious...
  • example: insulation subsidies But over the ditch, it got more serious...
  • example: insulation subsidies But over the ditch, it got more serious...
  • Smart meter fears SubtaskPremise for Task XXIV I - Helicopter Overview 38
  • Smart meter fears SubtaskPremise for Task XXIV I - Helicopter Overview 38
  • Smart meter fears SubtaskPremise for Task XXIV I - Helicopter Overview 38
  • Smart meter fears SubtaskPremise for Task XXIV I - Helicopter Overview 38
  • Smart meter fears SubtaskPremise for Task XXIV I - Helicopter Overview 38
  • SubtaskPremise for Task XXIV I - Helicopter Overview 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 39 during the hunt. The end.
  • Austria - for Task Management SubtaskPremise vs !CO2XXIV I - Helicopter Overview Die Energiejagd 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 savings Huge success Unexpected failure 40
  • Austria - for Task Management SubtaskPremise vs !CO2XXIV I - Helicopter Overview Die Energiejagd 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 savings Huge success Unexpected failure 40
  • Austria - for Task Management SubtaskPremise vs !CO2XXIV I - Helicopter Overview Die Energiejagd 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 savings Huge success Unexpected failure 40
  • want to hear/read more Subtasks of Task XXIV of our stories? to join the expert platform: drsea@orcon.net.nz
  • Subtasks extension? why an of Task XXIV 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 extension? why an of Task XXIV Because the human (behavioural) component is still in the ‘too hard basket’, mainly because this is still the most difficult-toanswer 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 extension content of Task XXIV New Subtasks: SUBTASK 6 - Who are the behaviour changers? Subtask number Start date or starting event: 6 Month 3 End date of Subtask Subtask title Month 12 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
  • Subtasks of extension content of Task XXIV New Subtasks: SUBTASK 7 - What do Behaviour Changers most need to change? Subtask number Start date or starting event: End date of Subtask Subtask title Activity Type 7 Month 6 Month 18 Top DSM Issues per Participating Country Workshops, empirical analysis 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.
  • Subtasks of extension content of Task XXIV New Subtasks: SUBTASK 8 - What tool do Behaviour Changers need? Subtask number Start date or starting event: 8 Month 12 End date of subtask Subtask title Activity Type Month 24 Decisionmaking tool for Behaviour Changers Software, online application 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.
  • Questionsquestions for a decisionThe for Task XXIV SubtaskPremise I - Helicopter Overview 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? 48
  • Subtasks of extension content of Task XXIV New Subtasks: Subtask 9 - How to change the Behaviour Changers? Subtask number 9 Start date or starting event: Month 12 End date of subtask Month 30 Subtask title Training Sessions for Behaviour Changers in Participating Countries Training, support Activity Type 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
  • Subtasks of extension content of Task XXIV New Subtasks: (Voluntary) Subtask 10: Implementation, Evaluation, Iteration Subtask number 10 Start date or starting event: Month 18 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 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.