This was the presentation to experts attending our task's first webinar in April 2012. Their feedback fed into the reworking of the draft workplan, which was presented and accepted at the ExCo meeting in May 2012.
IEA DSM TASK XXIV Closing the Loop -Behaviour Change in DSM: From Theory to Practice Kick-off Webinar April 12, 2012 Dr Sea Rotmann & Dr Ruth Mourik (Co-Operating Agents)
Agenda1. Welcome2. Task Presentation by Operating Agents including: - Background to DSM Implementing Agreement - What is DSM? What is Behaviour Change? - Background to Task XXIV - Scope - Subtasks - Deliverables - Timeline - Budget - Beneﬁts - Participants - Feedback from workshops3.Your feedback on our questions and discussion4. Wrap-up and summary of changes to task plan
Background to IEA DSM Implementing Agreement• The Demand-Side Management (DSM) Implementing Agreement (IA) started in 1993.• One of more than 40 co-operative energy technology programmes within the International Energy Agency (IEA).• The DSM IA is an international collaboration of 14 countries.• DSM offers solutions to problems such as load management, load shifting, energy efﬁciency, strategic conservation and related activities.• The work is organised through a series of Tasks.• Work is reported in publications.• The IA is managed by an Executive Committee (ExCo).
What is DSM? What is Behaviour Change?• DSM refers to all changes that originate from the demand (energy user) side.• Reduce the demand for energy (conservation) and shift demand from peak periods to off-peak periods (load-management).• Goal is to achieve large scale energy efﬁciency improvements usually by deployment of improved technologies.• It is estimated that up to 30% of energy demand is locked in the so-called ‘behavioural wedge’.• This ‘wedge’ includes people’s energy-using habits, as well as their purchasing decisions of energy (in)efﬁcient technologies.• The ‘market failure’ of energy efﬁciency is often due to the vagaries of human behaviour and choice, not a lack of energy efﬁcient or demand-managing technologies.• We believe that a better understanding of human behaviour in energy use is key to achieving a successful transition to a sustainable energy system.
Background to Task XXIV• Behaviour change has started to become a little bit more ‘mainstream’ in recent years, even on the international scale:• IEA Energy Technology Perspectives 2010 - Chapter 16• IEA 2011 EGRD Baden workshop on behaviour change• EC BEHAVE, Create Acceptance, Changing Behaviour, Energy Cultures and a lot of University research• ‘Nudge unit’, ‘mindspace’, UK house of lords reports on behaviour change• Opower, ECS and other implementers• Jeju Island, 38th EXCO meeting Nov 2011 decided to initiate this Task.
Background to Task XXIVThe underlying proposition is that the energy efﬁciency gap results from:· Limited understanding of the complexities of human behaviour, often over- simplifying human beings as ‘economically rational’ actors;· Insufﬁcient sharing of results within the research community and across scientiﬁc and national borders;· Limited transfer of best practice and good theory to the policy domain to inform real-life interventions;· Failure to use monitoring and evaluation tools that are meaningful to stakeholders and show ongoing behaviour change outcomes;· Absence of clear recommendations and guidelines concerning the role and actions for different stakeholders, and the contexts they operate in.
Objective of Task XXIVTo draw on the knowledge and learnings of an international expert network.To enable this network to share ideas, learnings, case studies and discuss best practice.To provide a helicopter overview of behaviour change models, frameworks, disciplines, contexts,monitoring and evaluation metrics. To provide detailed assessments of successful applications inareas of greatest need (smart meters, SMEs, transport?) and a template for assessing case studies.To help policymakers, funders of DSM programmes, researchers and DSM implementers to: Build up a common interdisciplinary, trans-national knowledge base on context-speciﬁc energy-using behaviours and their drivers and barriers; Build up a clear understanding of the needs of individual countries, their researchers and DSM implementers (our ‘stakeholders’ and end users of this task); Make better decisions about designing and funding future behaviour change research and DSM projects/programmes to successfully turn theory into practice; Monitor and evaluate the effectiveness of behaviour change DSM projects and programmes (research or implementation).
We want to:Tell a new story of demand side behaviour that breaksthrough inter/national barriers and comes up withsolutions that create real change... and to make sure it isnot whether a change will happen but how fast
Scope 5- Expert platform 1- Helicopter 2- 3- 4- view of models, In depth analysis Evaluation tool Country-speciﬁc frameworks, in areas of for stakeholders project ideas, contexts, case greatest need action plans and studies and pilot projects evaluation metricsIt is critical to draw as wide a research scope as is manageable -if the wider dependencies are not taken into consideration, theoptions and recommendations will be ﬂawed and are unlikely togain lasting traction.
Deliverables• Social platform and meeting place for DSM and behaviour change experts and implementers. Hope to include wide range of social media tools to foster greatest ability to interact, share and discuss (RSS, wiki, blogs, vlogs, twitter, facebook, youtube videos, TED talks, Pecha Kucha, bookmark, doc and photo sharing, whiteboards, webinars, newsletters, cloud computing, podcasts, maps, IM, skype and email).• Database and Wiki of all collected case studies, best practice, models, frameworks, deﬁnitions, contexts, references etc.• Surveys and post-evaluation of detailed case studies in priority areas. Tool to evaluate ‘successful outcomes’ for variety of stakeholders (political, policy, community, industry, end user).• Collaborative governance model with advisory committee of stakeholders from research, commercial, community, policy and end user sectors providing strategic guidance.• Action plans, priority research areas and ideas for pilots and projects for participating countries and stakeholders.• ‘Matchmaking’ service to enable trans-national, inter-disciplinary teams of experts and end users to collaborate and bid for funding.
Budget 4 countries 6 countries 8 countries 10 countries€40,000 per country €40,000 per country €30,000 per country €25,000 per country(2 project coordinators, (2 project coordinators, (2 project coordinators, travel, (2 project coordinators, travel,travel, platform travel, platform platform development, platform development,development, overheads) development, overheads) overheads) overheads)Total budget €160,000 Total budget €240,000 Total budget €240,000 Total budget €250,000Level of detail in Level of detail in Level of detail in deliverables: Maximum level of context-deliverables: deliverables: · Country-speciﬁc level speciﬁc detail for 10 countries· General sectoral · General-level monitoring and evaluation or more onanalysis monitoring and evaluation · In-depth analysis · Sectors· General-level · In-depth analysis of country-speciﬁc context of 8 · Countriesevaluation and monitoring country-speciﬁc context of countries · Monitoring and· In-depth analysis 6 countries · Country-speciﬁc evaluationcountry speciﬁc context of · Country-speciﬁc sectoral analysis 8 countries · Context-speciﬁc4 countries sectoral analysis 6 · Country-speciﬁc guidelines for different types· General guidelines countries guidelines for different types of of stakeholdersfor different types of · Country-speciﬁc stakeholdersstakeholders guidelines for different types of stakeholders18 months duration 24 months duration 24 months duration 24 months duration
Timelines• April 10 & 12 workshops and webinar• April 18-21 EXCO meeting in Trondheim• May - launch of expert platform (Subtask 5)• May to September prep work for Subtask 1 and 2• August workshop on Helicopter Overview (Subtask 1) in Benelux• October 9/10 Oxford, UK workshop for detailed case study analysis (Subtask 2)• December ﬁnal deliverables on Subtasks 1 and 2• 2013 January to April prep work on evaluation tool (Subtask 3)• 2013 Workshops in Switzerland (Subtask 3) and New Zealand (Subtask 4)• End of 2013 ﬁnal deliverables Subtasks 3, 4• 2014 onwards: extension of task to pilot projects and long-term evaluation
1World Map ofParticipating and interested countries and potential sponsors
Feedback received from workshopsComments Actions Helicopter overview vs detailed case studies on sectorsIsn’t it too ambitious, the scope too wide? regarded as main priorities (eg smart meters, SMEs, transport) Social platform for collaboration; IEA linkage; concentrates onWhat’s new and exciting? Isn’t it more of the same? human element; shared problem-solving; creative dissemination Trans-national knowledge-sharing and collaboration; ‘match-making’ of expert teams; puts behaviour change on the international agenda via IEA; tailor-madeWhat’s in it for me, my organisation or my country? country action plans; no duplication of efforts; turning theory to practice and evaluate ongoing successNeed more technology developers and industry experts to Absolutely. Shared platform will hopefully attract industry andparticipate technology sponsors and contributors Action plans for countries, evaluation tools, complete socialNo more reports and guidelines, turning theory into practice media utilisation, webinars, workshops, wide-ranging publicationneeds a more creative dissemination strategy and publicity of learnings Use detailed examples from frontrunner countries (US, UK,Be realistic, delegate and ﬁnd the right balance France, Germany) and compare with non-OECD or developing countries (BRICST)Focus clearly on legal and judiciary frameworks Experts will include legal professors and professionals Task extension using recommendations to pilot and undertakeStart thinking ahead - where will this go? long-term evaluations; Behaviour Change Implementing Agreement? These kind of programmes will deﬁnitely be show-cased asMotiv Allianzen’, cross-overs with eg health there are many learnings from especially health areas
Feedback received from workshopsComments Actions Will talk to Head of IEA and already talking with ISGAN and otherNeed to involve IEA at highest levels implementing agreements. Include behaviour change in next Energy Technology Outlooks.Enable maximum level of collaboration and sharing. Expert Will concentrate on getting expert platform up and runningplatform is urgently needed! asap; it will involve all forms of communicationNeed to be very clear on deﬁnitions, especially around what Will form part of helicopter overview (Subtask 1)is behaviour, which types of behaviour etc Will add bios, photos, videos of case studies and expert interviews,Ensure experts get to know each other to maximise ﬁelds of expertise and interest, webinars, workshops, TED talks,interaction with platform Pecha Kuchas etc Evaluation template for different stakeholders, as they all haveWhat is considered a ‘successful behaviour change outcome’? different outcome metrics and interests Build trust and emphasise shared learnings and not duplicating failedUnsuccessful case studies just as important as successful efforts. Interview end users to get bottom-up impressions ofones. How to get people to share them? programme outcomes Outcomes are not to solve all issues but to provide helicopter viewWhat is the ‘key to success’ of behaviour change programmes? But of the landscape and detailed analysis of do’s and don’ts in speciﬁcdon’t promise a cook book with the recipe to solve everything situations/contextsBehaviour change is cheaper than new technology, but some Focus on low-hanging fruit and easy-to-solve barriers. Calculate cost-behaviours are almost impossible to change beneﬁts of successful behaviour change research and interventions We won’t - we also see behaviour affecting technology: innovation,Don’t forget technology diffusion, market uptake, purchasing and use of technology are all behaviour-driven
General Comments• Know your audience and stakeholders and meet their needs• Regular publications and publicity• Seminars for policymakers• Keep it clear, use visual aids, try to keep it as short and modular as possible andwork with key-words and sub-sections• A set of deﬁnitions, information, experiences, recommendations and contactsthat can be accessed easily and quickly on a website• Make it attractive and fun but be careful to align communication and tone to thestakeholder• Re-work work deﬁnition plan to be less dry and theoretical, make beneﬁts tostakeholders and distinguishing features clear at the outset
Your Expert Feedback1. What are your/your countries specific comments, suggestions and concerns on the Draft Task Definition Plan?2. What do you hope to specifically learn from this task?3. What is your main area of interest/expertise (which subtask)?4. What are your/ your countries most important needs to be met by this task?5. What is the best form of communication (social media, email, workshops, webinars, reports)?6. What output or deliverable would be most valuable to you or your country?7. What is the approximate time commitment and in-kind support that you or your country can commit to this Task?
Needs Netherlands• Research agenda with priority research and pilots toundertake in the space• Learn from others, don’t duplicate efforts and mistakes• Link researchers with research end user stakeholders• Platform to enable sharing and interaction• Evaluation tool
Needs Switzerland• International overview of ﬁeld-experiments and what can be learnt from them,• Better see the links and differences between the different scientiﬁc approaches(from the different ﬁelds – we also try to push researchers to work ininterdisciplinary teams)• Also need solutions for their energy security and innovation agendas• What are the do’s and don’ts in terms of DSM in a given context?Switzerland has an ambitious plan for energy efﬁciency increases – any new ideas to that work are welcome.
Needs Belgium• Learning about effectiveness of DSM and building renovation programmes• Learn about impact of economical instruments and legal frameworkstargeting the use of smart meters by the ﬁnal consumer in other countries• Learn about effectiveness of DSM accompanying smart meteringimplementation (savings achieved, evaluation)• Find out what basic functionalities are necessary for smart meters to allowfor DSM• Need solutions that help their energy security and innovation agendas
Needs New Zealand• International overview of policies, programmes and ﬁeld-experiments and whatcan be learnt from them• To see the link between good research theory and practical outcomes forpolicymakers and DSM implementers• Tailor-made recommendations for the NZ context and end user needs• Monitoring and evaluation metrics, how to show ongoing behaviour changeoutcomes from Government-driven energy efﬁciency or DSM policies