Why don’t buildings perform the way we want them to?

Rick Diamond

Macau Environmental Forum

30-31 March, 2017

Big Picture

1. Buildings

2. People

3. Change

1. Buildings

What Drives Energy Demand in Commercial Buildings?

Understanding Commercial Buildings

• Places to transact commerce

• Investments

• Shaped by many players:

– Designers

– Owners

– Code Officials & Standard Developers

– Marketers

– Others

Understanding Variability in Energy Demand in Commercial Buildings

• Variability in time: When do people come to work and leave?

• Variability in space: Where are they during the day?

• Variability in activity: What are they doing, what equipment and systems are they using?

Low-Energy Buildings Do Not Perform as

We Expected

6

Observations:1. Various building types, ages,

locations

2. Average over all projects is not bad

3. Max over-predict by 120%

4. Max under-predict by 65%

5. Almost all under-predictedfor low energy designs

(red triangle: EUI <= 40)

[1 kBtu/ft2 = 3.2 kWh/m2]Source: Energy performance of LEED-NC buildings, NBI, 2008

Design EUI (kBtu/ft2)

Measu

red

EU

I (k

Btu

/ft2

)

Measured=Design

Occupancy and Energy Demandsource: Menezes et al. 2012

Improving the Model

2. People

What goes on in real buildings?

BuildingOperator Tracks, adjusts Conditions

Decision makers Set the agenda

Workers Have different comfort preferences and work styles.

Office manager Makes purchasingdecisions

IT staff Keeps

the energy consumingcomputers & devices up andrunning.

Many people, many roles, perspectives, & needs

Facility Manager Deals with complaints

Physical system

System of things-Technologies- Operations

- Design

Social System

System of people- Behavior- Culture- Mission Influence of social system on

building performance

Building Systems

Influence of physical system on human health,

comfort and performance

How people cope with discomfort

0 10 20 30 40 50 60 70

Add space heater/fan

Adjust thermostat

ENVIRONMENTAL

Adjust clothing

Drink something warm/cold

Complain to facility manager

Complain to coworkers

BEHAVIORAL

Try to ignore

There's nothing I can do

EMOTIONAL

Percent using

J. Heerwagen, R. Diamond and J. Loveland 1993. Post occupancy of Seven Energy Edge Buildings, US Department of Energy.

Under floor air vent cover

They alter thermal conditions.

They operate the space and add devices to improve

comfort and convenience.

Personal printerCoffee maker

Personal lamp

Radio

Light on

Computer on

Glare is a frequent problem

They disable daylight sensors, de-lamp fixtures, add task lamps, and turn lights back on when automatic sensors turn them off.

J. Heerwagen, R. Diamond, and J. Loveland, 1993. Post Occupancy EvaluationOf Seven Energy Edge Buildings, US Department of Energy.

People are not passive recipients of design--they actively alter the environment to increase their

comfort and reduce distractions.

We want to save energy

They want to be comfortable and productive.

Implications for energy reduction

Energy reduction goals and technologies are at risk when they are perceived as interfering with personal goals and perceived needs.

How do we counteract this problem?

How do we support and encourage change?

A Key Barrier:Energy not only supports an organization’s mission and work. It also makes our desires possible – comfort, status, convenience.

This is why it’s hard to change.

Key Questions

• Can deliberate behavioral modifications change current energy habits? And create new, more energy efficient habits?

• What is the impact on energy use compared to existing conditions? (Need pre and post data)

• Which behavioral change strategies are most effective and under what contexts?

• How do we maintain change over time? (tendency to revert to old habits is strong)

3. Change

How do we change the demand for energy in Commercial Buildings?

A Model for Behaviour Change

B = M * A * C

B = Behaviour Change

M = Motivation

A = Ability

C = Context

A Model for Creating and Maintaining Behavioral Change

Behavior Change = Motivation * Ability * Context

Do you wantto change the behavior?

Are you able to?Do you havecontrol?

Does thecontext aidor inhibitthe change?

What behavior?Whose?

In order to change a system, you need to change the behaviors of many people in many roles.

HighMotivation

LowAbility

High Ability

People may bewilling to try hard to change

Change is jeopardized

Change most likely to occurwhen ability & motivation are high

Change may occur If behavior is simple

LowMotivation

What Next?

Q. How do we change the culture of how we design, inhabit, and operate buildings?

A. Slowly and incrementally, within the existing rules, roles, and organizational infrastructure

Using Existing Channels

Working with:

1. Architects

2. Engineers

3. Simulation experts

4. Construction specifiers

5. Policy makers

Working with architects

For whom are they designing:

A. Owners—repeat clients

B. Occupants—user satisfaction

C. Peers—professional recognition

D. Awards

Working with Engineers

Where do engineers turn for new information?

A. Their experience

B. Peers

C. Professional handbooks

D. Other

Working with Simulation Experts

• How do they model people?

• What are the people doing?

• When and where are they doing things?

• Working with IEA Annex 66: Definition and Simulation of Occupant Behavior in Buildings

Working with Construction Specifiers

CSI Division 50 -- Behavior50.1 Whose Behavior

50.1.1 Occupants

50.1.2 Operators

50.1.3 Owners

50.1.4 Other

50.2 What Behavior50.2.1 Thermal control

50.2.2 Window management

50.2.3 Energy management

50.2.4 Other

Working with Policy Makers

• Building Codes

• Benchmarking

• Technology Assessment

Unfinished Business

Unfinished buildings

Unfinished polices

Unfinished conversations

Thank you.

Rick Diamond

RCDiamond@lbl.gov