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IEA DSM TASK XXIV

Closing the Loop -

Behaviour Change in DSM: From Theory to Practice

Pecha Kucha - Brussels Workshop, Sept 7, 2012

Subtask I: Helicopter Overview Dr Sea Rotmann (Co-operating Agent, Task XXIV)1

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Who are we?

THEORY PRACTICE

Ruth: Science and Technology Studies, Cross-EU Behaviour Change research projects, DSM consulting

Sea: Biological studies, sustainable energy policy, research funding and evaluation, sustainability implementation

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Background to IEA DSM Implementing Agreement

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• Demand Side Management (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).

What is DSM?

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• It is estimated that up to 30% of energy demand is locked in the so-called ‘behavioural wedge’.

• This ‘wedge’ includes peoples’ conservation behaviours and peoples’ efficiency behaviours

What is Behaviour Change?

Intentional or efficiency behaviours Routine or conservation behaviours

Demand reduction Demand shifting

Demand reduction Demand shifting

Demand management?

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An important caveat

In this Task, a successful behaviour change outcome results in improved energy use by households and businesses. This does

not necessarily focus solely on reduction in total energy use (although this is the medium to long-term goal), but on the most efficient and environmentally friendly use of energy to derive the

services that underpin societal and economic wellbeing (eg comfort, mobility, entertainment, cleanliness, production etc).

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Premise for Task XXIV

That the current energy efficiency gap (or ‘market failure’ of energy efficiency) results from:

Homo sapiens sapiens ≠ Homo economicus

overly technocratic approaches

the limited transfer of best practice and good research

to the policy domain

the lack of meaningful monitoring and evaluation tools

limited information tailored specifically to countries’ needs.

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Objectives of Task XXIV

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Subtasks of Task XXIV

5- Expert platform

1- Helicopter

overview of models,

frameworks, contexts,

case studies and

evaluation metrics

2- In depth

analysis in areas of greatest

need

3- Evaluation

tool for stakeholder

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4- Country-specific project ideas,

action plans and pilot projects

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Some special features of Task XXIV

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Subtask 5 - Expert platformwww.ieadsmtask24.ning.com

Want to join? http://ieadsmtask24.ning.com/?xgi=5LLXb1UhqKzXNK

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Learnings - Expert platform

Really good in terms of invitations and organic, ongoing increase of members

~ OK in terms of engagement with discussions, groups, events etc

X Insufficient in terms of data management

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Subtask I - Helicopter Overview

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Subtask I - Example: Energy Cultures

3. What are the strengths of this model?(e.g. in terms of providing explanation, insight, a novel perspective; in terms of providing ideas for intervention; being action oriented or not; grounded in theory; grounded in empirical work)

Model offers a novel perspective for thinking about energy behaviour in an integrated way. It is applicable at different scales (one household to nation); applies in different contexts (households, businesses and even non-energy contexts) and deals with heterogeneity of situations. Useful as basis for design of interdisciplinary research and integrating findings from different sources. Gives insights into where effort is best placed for interventions to achieve behaviour change. Draws from several theoretical perspectives.

4. What are the weaknesses of this model?(e.g. in terms of providing explanation, insight, a novel perspective; in terms of providing ideas for intervention; being action oriented or not; grounded in theory; grounded in empirical work)

It is a theoretical framework rather than an explanatory theory of behaviour. Model has been used & tested in New Zealand work since 2010 and we are aware of it being used elsewhere, but is still relatively new - to date (Aug 2012) it has 15 citations.

5. Additional comments(e.g. on how this model can be made practicable for practitioners, policy makers; in case this model addresses other topics than energy, how it still bears relevance to energy DSM)

Model has also been applied (by others) to changing behaviour in relation to greenhouse gas emissions.

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Subtask II - Case studiesName of person who submitted this case study

Case study year, researchers, references, main topic

Contact details of person in charge/in the know

Publications/ reports/ weblinks

Summary (max 1 page)

Key words, tags

Behavioural change investigated (routine/habit, investment/purchasing)

What was the case (unit of analysis)

Geographical scope

Context particularities (infrastructure, political, technological, cultural, social, economic, psychological, geographical, historical etc; point out country-specific issues pertaining to context influences)

Main focus/hypothesis

Model of understanding used key units of analysis; main question; method

Monitoring and evaluation metrics used - definitions of success; effectiveness, efficiency – criteria for evaluation - Indicators, qualitative? Quantitative? Limitations of this evaluation ?

Main outcomes: findings and conclusions In terms of the case outcome (e.g. success or not of the DSM practice; effectiveness & efficiency; other...)

Lessons learned (bullet point format) - with regard to the model of understanding used; - with regard to behavioural change processes; - with regard to measuring behavioural change; etc.

Success according to whom? Based on what outcome?

Relevance for the IEA task Does it cover the broad areas of smart metering, transport, SMEs or building renovations?

Strengths of the study

Weaknesses of the study

Additional comments - e.g. follow-ups?

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4 overarching themes

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EFFICIENCY BEHAVIOUR

CONSERVATION BEHAVIOUR

BUILDINGS

TRANSPORT

$$$once-offlarge impactsintended

routinecheap/freehabitualsmall, cumulative impacts

4 overarching themes: HOUSEHOLDS

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EFFICIENCY BEHAVIOUR

CONSERVATION BEHAVIOUR

BUILDINGS

TRANSPORT

$$$once-offlarge impactsintended

routinecheap/freehabitualsmall, cumulative impacts

4 overarching themes: SMEs

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Subtask III- Evaluation

WHAT IS A SUCCESSFUL LONG-TERM BEHAVIOUR CHANGE OUTCOME TO YOU?

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Subtask IV: Country-specific recommendations