This document provides an agenda and background information for a kick-off webinar for IEA Task XXIV on behavior change in demand-side management (DSM). The task aims to bring together an international expert network to share knowledge and best practices in using behavior change approaches for DSM. Over the webinar, the operating agents will present the scope, timeline, budget, and deliverables for the task. They will also summarize feedback received from previous workshops to refine the task plan. Countries participating in the task expressed needs around learning from case studies, developing tailored recommendations and solutions, and establishing an online platform for collaboration.

1. 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)

2. Agenda
1. Welcome
2. 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 workshops
3.Your feedback on our questions and discussion
4. Wrap-up and summary of changes to task plan

3. 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).

4. 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.

5. 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.

6. Background to Task XXIV
The 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.

7. Objective of Task XXIV
To 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 in
areas 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).

8. We want to:
Tell a new story of demand side behaviour that breaks
through inter/national barriers and comes up with
solutions that create real change... and to make sure it is
not whether a change will happen but how fast

9. 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
metrics
It is critical to draw as wide a research scope as is manageable -
if the wider dependencies are not taken into consideration, the
options and recommendations will be flawed and are unlikely to
gain lasting traction.

10. 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.

11. 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 €250,000
Level 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 on
analysis monitoring and evaluation · In-depth analysis · Sectors
· General-level · In-depth analysis of country-specific context of 8 · Countries
evaluation and monitoring country-specific context of countries · Monitoring and
· In-depth analysis 6 countries · Country-specific evaluation
country specific context of · Country-specific sectoral analysis 8 countries · Context-specific
4 countries sectoral analysis 6 · Country-specific guidelines for different types
· General guidelines countries guidelines for different types of of stakeholders
for different types of · Country-specific stakeholders
stakeholders guidelines for different
types of stakeholders
18 months duration 24 months duration 24 months duration 24 months duration

12. 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

13. 1
World Map of
Participating and interested countries and potential sponsors

14. Feedback received from workshops
Comments Actions
Helicopter overview vs detailed case studies on sectors
Isn’t it too ambitious, the scope too wide?
regarded as main priorities (eg smart meters, SMEs, transport)
Social platform for collaboration; IEA linkage; concentrates on
What’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-made
What’s in it for me, my organisation or my country? country action plans; no duplication of efforts; turning theory to practice and
evaluate ongoing success
Need more technology developers and industry experts to Absolutely. Shared platform will hopefully attract industry and
participate technology sponsors and contributors
Action plans for countries, evaluation tools, complete social
No more reports and guidelines, turning theory into practice
media utilisation, webinars, workshops, wide-ranging publication
needs 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 undertake
Start thinking ahead - where will this go? long-term evaluations; Behaviour Change Implementing
Agreement?
These kind of programmes will definitely be show-cased as
Motiv Allianzen’, cross-overs with eg health
there are many learnings from especially health areas

15. Feedback received from workshops
Comments Actions
Will talk to Head of IEA and already talking with ISGAN and other
Need 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 running
platform is urgently needed! asap; it will involve all forms of communication
Need 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 have
What is considered a ‘successful behaviour change outcome’?
different outcome metrics and interests
Build trust and emphasise shared learnings and not duplicating failed
Unsuccessful case studies just as important as successful
efforts. Interview end users to get bottom-up impressions of
ones. How to get people to share them? programme outcomes
Outcomes are not to solve all issues but to provide helicopter view
What is the ‘key to success’ of behaviour change programmes? But
of the landscape and detailed analysis of do’s and don’ts in specific
don’t promise a cook book with the recipe to solve everything
situations/contexts
Behaviour 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

16. 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 and
work with key-words and sub-sections
• A set of definitions, information, experiences, recommendations and contacts
that can be accessed easily and quickly on a website
• Make it attractive and fun but be careful to align communication and tone to the
stakeholder
• Re-work work definition plan to be less dry and theoretical, make benefits to
stakeholders and distinguishing features clear at the outset

17. Your Expert Feedback
1. 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?

18. Needs Netherlands
• Research agenda with priority research and pilots to
undertake 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

19. 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 in
interdisciplinary 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.

20. Needs Belgium
• Learning about effectiveness of DSM and building renovation programmes
• Learn about impact of economical instruments and legal frameworks
targeting the use of smart meters by the final consumer in other countries
• Learn about effectiveness of DSM accompanying smart metering
implementation (savings achieved, evaluation)
• Find out what basic functionalities are necessary for smart meters to allow
for DSM
• Need solutions that help their energy security and innovation agendas

21. Needs New Zealand
• International overview of policies, programmes and field-experiments and what
can be learnt from them
• To see the link between good research theory and practical outcomes for
policymakers and DSM implementers
• Tailor-made recommendations for the NZ context and end user needs
• Monitoring and evaluation metrics, how to show ongoing behaviour change
outcomes from Government-driven energy efficiency or DSM policies