All you ever wanted to know about energy and behaviour change

Subtasks of Task XXIV
social media and
Task XXIV
Dr Sea Rotmann Operating Agent
NZ stakeholder update, EECA, February 17, 2015
Closing the Loop -
Behaviour Change in DSM: From Theory to Practice
IEA DSM TASK 24

social media and
Task XXIV
• July 2012 - February 2015: Ofﬁcial start and end dates
• 8 participating countries: Netherlands, New Zealand, Sweden, Norway,
Switzerland, Belgium, Italy, Austria
• 9 countries gave in-kind (expert) support: the UK, Spain, Portugal, UAE, France,
Australia, South Africa, Canada and the US.
• 226 behaviour change and DSM experts from 21 countries
participate in Subtask 5, the invite-only Task 24 Expert Platform
(www.ieadsmtask24.ning.com), of them are 38 Kiwis (13 from Govt, 11
researchers, 7 industry members, 4 community group representatives, 1 funder and
4 media and web support people)
• 15 successful expert workshops/webinars have been held to date,
including 2 in Wellington with attendence of >50 people in each
• 135 videos and presentations of these events on the Expert Platform
• 1000s of experts in 28 conferences/seminars have heard about Task 24
• Over 30 publications have been created and disseminated
• Almost 60 case studies showing the successful (or not so successful) use of
diverse models of understanding behaviour in the areas of transport, SMEs, smart
meters and building retroﬁts have been collected to date from 16 countries in a
Wiki (www.ieadsmtask24wiki.info)
Some numbers of
Task 24 - Phase 1

Subtasks of Task XXIVSubtasks
5- Social Media Expert platform
1- Helicopter
view of models,
frameworks,
contexts, case
studies and
evaluation
metrics
2-
In depth
analysis in
areas of
greatest need
(buildings,
transport,
SMEs, smart
metering)
3-
Evaluation tool
for
stakeholders
4-
Country-
speciﬁc
recommen-
dations, to do’s
and not to do’s

1- Helicopter
view of models,
frameworks,
contexts, case
studies and
evaluation
metrics
2-
In depth
analysis in
areas of
greatest need
(buildings,
transport,
SMEs, smart
metering)
3-
Evaluation tool
for
stakeholders
4-
Country-
speciﬁc
recommen-
dations, to do’s
and not to do’s
Subtasks
1- Helicopter view of
models, frameworks,
contexts, case studies
and evaluation metrics

5
Subtask I - Helicopter OverviewPremise for Task XXIV
subtask I -
Overview of deﬁnitions
http://www.slideshare.net/drsea/deﬁnitions-for-task-24

6
subtask I -
What is behaviour?
Effectiveness refers to the extent in which an intervention reaches the intended goals. Go
evaluated usually consist of: a reduction in energy consumption, energy savings, number o
retrofitted etc., but sometimes benefits are included that fit in a broader energy context, e.g. h
provements, job creation and safety improvements.
In addition, some (Breukers et al. 2009) emphasise that particularly when it concerns be
change, another element that needs to be taken into account when evaluating effectivene
lasting effect beyond the duration of an intervention.
This applies to both habitual and one-off or one-shot decisions. See both figures below for
view of the types of behaviour interventions can target and the differences between these beh
Energy behaviour refers to all human actions that affect the way that fuels (electricity, gas, petro-
leum, coal, etc) are used to achieve desired services, including the acquisition or disposal of energy-
related technologies and materials, the ways in which these are used, and the mental processes that
relate to these actions.
Behaviour Change in the context of this Task thus refers to any changes in said human actions which
were directly or indirectly influenced by a variety of interventions (e.g. legislation, regulation, incen-
tives, subsidies, information campaigns, peer pressure etc.) aimed at fulfilling specific behaviour
change outcomes. These outcomes can include any changes in energy efficiency, total energy con-
sumption, energy technology uptake or demand management but should be identified and specified by
the Behaviour Changer designing the intervention for the purpose of outcome evaluation.

7
subtask I -
Overview of models, disciplines and
frameworks
https://www.youtube.com/watch?v=DOTkdA97Woo&feature=c4-overview&list=UU_p3PlWDpLyDBh8TwUBmVHQ

8
Subtask I - Helicopter OverviewPremise for Task XXIVsome definitions
Models of behaviour help us to understand specific
behaviours, by identifying the underlying factors
which influence them.
There are individualistic models and social models.
By contrast, theories of change show how
behaviours change over time, and how they can be
changed.
Behavioural theory is diagnostic, and change
theory is more pragmatic.
Both are important to understand when designing
interventions.

9
subtask I -
Some main differences between disciplines
The programmes based (explicitly and implicitly) on economic theories usually
translate into approaches that:
- focus mainly or even solely on individuals
- are mostly technocratic and this often gets perceived as generating biggest
benefits for the supply side, not the end user
- regard individuals as instrumentally/economically rational creatures (‘Homo
economicus’) that aim at maximising financial benefits and act largely in a self-
interested manner
- regard information deficits as an important cause of ‘non-rational’ behaviours
(and consequently view information provision, along with financial incentives, as
imperative to enable economically rational choices by individuals)
- focus often on short and one-off financial incentives
- focus on extrinsic motivations mainly (ie are dependent on the response they
evoke from others, such as social status, praise or reward)
- do not tailor their approach to the individual characteristics, except for
(sometimes) some financial or technological tailoring
- lack flexibility and room for engagement, co-creation and participation
- monitor mainly quantitative aspects and work with calculated or modeled savings
Behavioural economics-based approaches also include insights from social
psychology, and for instance focus on the power of nudging people into
different behaviours through their infrastructural, institutional or design

10
subtask I -
The benefits of economic or behavioural economic
approaches are:
- They do well within what they intend to do and fit well
within the current economic and political system and way of
thinking
- The programmes are relatively easy to evaluate in
quantitative terms and often show 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 (around 30% in well-designed projects)
- Free riders upgrade their plans and retrofit more
comprehensively
- Sometimes even a new norm seems to be emerging...

11
subtask I -
Social marketing, or insights from psychology, sociology and
collaborative learning and practice theory approaches are
increasingly being used.These programmes are often cross-sectoral
and use elements of theories and models in an eclectic manner.Very
often, user engagement is central to the design.They do take account
of the impact of the wider context and environment and social norms
and are thus clearly based on a more systemic perspective/theory or
model.They:
- focus on collaboration and institutional capacity building
- focus on building trust in market parties and information sources
- target end user needs and multiple benefits
- use multiple definitions of success
- perform pre-scoping
- allow for engagement and participation
- allow for flexibility and iteration of programmes
- focus on institutional change
- focus on lifestyles
- use the power of social norms

12
subtask I -
This systemic approach’ story line sounds more
appealing to most and makes inherent sense. Also, the
participants of such programmes often report more
satisfaction with being engaged in this way.
However, as there is no silver bullet, if we want to tell a
learning story:
- These types of interventions are very complex with many
partners who have different mandates, needs and restrictions
- They cannot be driven by policy alone, need all levels
collaborating (ie top down and bottom up)
- Not everyone wants to change everything or their lifestyle
- Not everyone wants to engage and it is important to ensure
that the naysayers are not becoming the over-riding voice
(though it is important to understand their reasons)
- The ﬂexibility of changing goals, aims and interrelatedness of
issues etc makes it difﬁcult to evaluate

14
Subtask I - Helicopter OverviewPremise for Task XXIVworked examples in Task 24

16
Subtask I findings
• That conventional approaches (providing information and financial incentives)
towards energy behavioural change often fail to achieve a strong, lasting impact but
are still widely used
• That there are some promising experiments with end-user and context-tailored
approaches that move beyond changing the individual into more societal, lifestyle
and practice changes
• That current experiences are very scattered and there is no overarching method to
evaluate success (nor are there commonly agreed-upon metrics) and that this
makes it difficult to replicate success elsewhere, which is why we need to
investigate a more coordinated approach
• That we need more empirical and in-depth case studies (including field research) in
order to investigate how such a coordinated, whole-system approach could work in
practice, in different (national) contexts
• That there are still gaps in social science knowledge, for example, the use of
narratives is being promoted, especially by marketers, but has not been researched
in depth in the energy field
• That there is still limited interaction between different relevant stakeholders and
disciplinary and sector silos, due to their different mandates and system-imposed
restrictions, which keep them from collaborating effectively.

17
Subtask I findings
Each of the domains also had some unique story lines, eg:
•
Transport: driving is a very routine behaviour, with built-in
capacity for adaptation/adoption to new cars/routes/traffic;
•
Buildings: 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: many 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.
•
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.

18
Some highlights
Each of the domains also had some highlights, eg:
•
Buildings: Warm Up NZ programme for its use of
intermediaries and strong stakeholder engagement, as well as
evaluation focus on health improvements as main metric and
Swedish Sustainable Järva Project
•
Transport: NZ Post’s Driver Behaviour Training for its use of
trusted trainers and the Dutch Spitsmijden congestion avoidance
pilot
•
Smart metering: NOT working were time of use tariffs (NZ
and Italy) and solely economic incentives (though NLs Jouw
Energie Moment had a more systemic approach); the Swedish
Energy AWARE Clock was a great example of using smart design
in providing better feedback
•
SMEs: EECA’s Crown Loan Subsidy was thought to be great once
it learnt to use trusted intermediaries and shared learning.A good
example of nudging was shown in the Belgian Build4Change case.

19
Sustainable Järva
Once upon a time.... There were six neighborhoods around the field of Järva that were in urgent need of improvement. The
area had been constructed during the 1960s and 70s as part of the one-million-home-programme, initiated by the Swedish
government to tackle a growing housing deficit in the country’s urban areas. The neighborhoods contained housing units for
more than 60 000 people, but the socio-cultural context had changed and the buildings were turning old and outdated.
Every day.... People in the area were experiencing economic as well as social challenges. Many of the foreign residents
were unemployed, had difficulties learning the Swedish language, and the younger generations were lacking good
opportunities for education. The houses they lived in were terribly inefficient, and the area in general did not work for the
needs of its current residents. Several investments had been undertaken during the years to improve the situation, but
nothing helped and the people felt no one was listening to them.
But, one day... The city of Stockholm decided that it would once again invest in the area, and to improve the living
conditions for the people living there. But this time it would be different, this time they had realised that the circumstances
were radically different to the 1960s and 70s. They realised that in order for the ”upgrading” to be successful they needed to
include the residents in the process - from the beginning.
Because of that... The Järva dialogue was initiated during the fall 2009 and for one week 10 000 residents contributed with
more than 30 000 opinions and suggestions about how the area should be developed and improved. Based on these
contributions the vision Järva 2030 was formulated and measures were planned to address the four areas of 1) improved
housing and urban environment, 2) everyday security, 3) better education and language teaching, as well as 4) more jobs
and entrepreneurship.
But then... It was also realised that the area and the buildings had been constructed before the energy crisis without
considering the environment, and thus the project Sustainable Järva was introduced to also bring about an environment-,
climate- and energy- focus in the development.
Until, finally... The dialogue with the residents continued and together with all stakeholders many great measures were
planned to promote sustainable lifestyles, satisfaction and well-being. The ultimate goal with the project is for Järva to serve
as model and inspiration for sustainable development of similar areas both nationally and internationally.
And, ever since then... The neighborhoods around the field of Järva have become a place where people want to live! The
end.

20
Spitsmijden
website and in feedback mails after the pilot. The avoidance plan is based on the principle of commitme
and consistency by Cialdini.32
Once upon a time... in a small county with many cars, enthusiastic hardworking Dutch people left every morning
around 9 o’clock, five days of the week to go off to work, to be returning just as eagerly around five o’clock in the
afternoon.
Every day... they would bore themselves to death driving in rush hour in the morning and the afternoon. Such a waste
of time, that could otherwise be spent on making wooden clogs and picking tulips, the favourite activities of every
Dutchman.
But, one day... a cooperation between universities, governments and business started a project called Spitsmijden
(congestion pricing) to engage people in avoiding congestion. Two types of incentives were used to achieve this
change in behaviour: a price incentive for every avoided drive in the city and information supply through a hand
computer in the form of navigation and suggestions for other modalities.
Because of that... several pilots in The Netherlands were set up to see if it would help people in avoiding rush hour.
And indeed, people were tempted: four months after the pilots, when the financial incentive was gone, 47% of the
participants were still avoiding rush hour one way or another!
But then... the initiators came up with an additional incentive: the personal avoidance plan. People were told to plan
their congestion avoidance behaviour, using a scheme of when and how the behaviour would be conducted. A theory
of Cialdini states that when a person commits itself to something, he or she is inclined to be consistent with that
commitment. But if the theory would apply to this specific case was still uncertain.
Until, finally... the results showed that the avoidance plan indeed caused an additional effect on rush hour avoidance
behaviour: the percentage of rush hour avoidance was 27% higher than in the cases with absence of the personal
avoidance plan.
And, ever since then... former participants are still omitting traffic jam. Although the percentage slightly dropped after
the project, an increased (and increasing) number of Dutchmen now have more time to do what they really like: making
wooden clogs and picking tulips. The end.

21
Energy AWARE Clock
display that uses a time (i.e. an analogue clock) metaphor to visualise a homes’ electricity consumption.
Just as a clock, the EAC may be hung on the wall. Providing the ambient feedback on electricity
consumption drew the attention to high-consuming activities and products. Providing electricity consumption
feedback in an aesthetically attractive way motivated people to engage in using electricity more efficiently
(Emotional Design – e.g. Norman “Emotional Design”, 2004).
Once upon a time... There were nine families living in nine identical houses in Ursvik – a
small, small suburb in a very cold and dark country called Sweden.
Every day... The families used their electrically heated bathroom floor, their electrical coffee
maker, their dishwasher, their tumble dryer and their spotlights without reflecting about the
amount of electricity they used.
But, one day... The families were contacted by the people who had built the houses the
families lived in. They were asked if they would like to participate in an experiment organised
by a creative research institute. The experiment would place a funny object called The Energy
AWARE Clock in each house and after three months researchers from the creative research
institute would interview the families about their experience with the clock. The clock was no
ordinary clock. In fact, it was connected to the energy meter of the house and measured the
household’s electricity use. It displayed this in inspiring circular graphs so that the family could
follow their own behavioural pattern on the level of one minute, one day and one week. Of course,
the families said yes, they would love to participate in the experiment.
Because of that... The families learned about how much electricity their individual appliances
used and reflected about what a kWh really is and started to discuss energy use with their
neighbours. During the first three weeks they really learned a lot about their own household.
But then... They didn’t use the clock for learning anymore. Rather, the clock was domesticised
into the households and was subsequently used to check that everything was normal and that
no unnecessary electricity use was going on. They clock became like a member of the family.
Because of that... The nine families in Ursvik got interested in energy use, reduced their use
of some appliances and increased their use of others.
And, ever since then... The Energy AWARE Clock was developed into a product, which may
now be bought off the shelf in the shop. The end.
he Energy AWARE Clock
he Dutch project Your Energy Moment43
he Dutch project Your Energy Moment runs in three neighbourhoods in the Netherlands. In Your Energy
oment, participating residents receive a smart meter, an energy computer, solar PV panel and a smart
ashing machine/dryer/heat pump. Participants can indicate what their preferences are for consuming
ectricity. These smart machines will turn on automatically when conditions are favourable (e.g. when the
n is shining or when the electricity tariff is low). With feedback and feed forward on the display of the
ergy computer, participating residents can shift other appliances as well. To stimulate consumers to shift
eir demand, a variable tariff is used. The project is performed with neighbours collectively to encourage
rticipation. The project is (implicitly) built on the Design with Intent (DwI) Toolkit and explicitly built on
sights from a previous pilot called ‘Smart Wash’. These insights are used to develop the smart grid
chnology of this pilot. A combination of theories and models further implicitly underlie the pilot and the
oject, most of them derivatives and interpretations of the Expectancy Value Theory (EVT). Expectancy
alue Theory (EVT) assumes that the sum of positive and negative beliefs and the strengths of those
liefs about a certain behaviour, determine the attitude towards that behaviour. Attitudes – among others -
sult in behavioural intention, which leads to actual behaviour. Energy consumption is habitual behaviour
d information about it is indirect and obscured. Energy efficient behaviour can be achieved by disturbing
e pattern of energy consumption.
96
www.jouwenergiemoment.nl

22
Build4Change
Once upon a time... The real estate management industry in Belgium was only interested in money, spending
as little as possible on its buildings and charging as much as possible to its clients.
Every day... Belgian occupants would shiver or sweat, complain to themselves, old boilers would pump heat
straight out the chimney, the leaky walls or the open doors, before crawling home in traffic, all together at the
same times. Real estate owners would only shrug and say ‘can’t afford to upgrade’ and ‘it’s a prime location’
and ‘the rent’s going up.’
But, one day...EU policy (EPBD) & voluntary eco-labelling (BREEAM) started to push for building quality
standards, both for their users and the environment.
Because of that...The new regulatory standards brought about an improvement in building performance, the
voluntary labels started, though only slowly in the beginning to create a market differentiation for greener real
estate. One consultant decided to promote the highest standards to his clients by setting the norm he wanted
them to follow: he moved his company HQ from a car-convenient out-of-town site to an existing inner-city
conversion, renovated it to the highest green performance and started attending his meetings by train & bike.
But then...His staff were not all so easily convinced to take up biking to work or to meetings, even though it
was a busy drive through the centre every morning and difficult to park. But he needed to convince them
because it was necessary for his staff to bike to meetings to demonstrate to his clients that he put his money
where his mouth was.
Because of that...He bought them all folding-bikes and used his influence as their boss to suggest they try it,
‘next sunny day’, maybe not all the way from home, but at least from the park & ride, to avoid the city rush
hour, get free parking and see how it makes you feel
So, finally...the staff all tried it, they all rather enjoyed the fresh air, riding through the city as it woke and
having the time to look around, feeling young again like the students they were sharing the cycle paths with.
Soon they felt fitter, started going to meetings by bike and by train and telling their clients about how good it
feels. The end.

23
The morale of the
story
A mix of interventions that are tailored to
different (national, local, organisational, domestic)
levels; tailored at both the individual and social
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 will probably get you long-term success.

24
Some special features of Task XXIV
Text
Premise for Task XXIVSubtask 1 - Main lessons
A helicopter overview of models of understanding
behaviour is/not:
A great way to provide a general understanding/overview
Good representation of different models/disciplines
Collection of international best practice (but snapshot)
Good storytelling platform
Creating a ‘monster’ that keeps on growing
An in-depth review of all literature on the subject
Adhering to a ‘subjective’ disciplinary or sectoral view
Easy to read, hence the Wiki and ST8 decision-making tool
==> will continue to grow as a ‘living monster’ on the
Wiki throughout the Task 24 extension (and ST8 tool)

1- Helicopter
view of models,
frameworks,
contexts, case
studies and
evaluation
metrics
2-
In depth
analysis in
areas of
greatest need
(buildings,
transport,
SMEs, smart
metering)
3-
Evaluation tool
for
stakeholders
4-
Country-
speciﬁc
recommen-
dations, to do’s
and not to do’s
2-
In depth analysis in
areas of greatest need
(buildings, transport,
SMEs, smart metering)

26
subtask II -
case studies

27
Norway - SMEs
Finnfjord

28
Norway - SMEs
Finnfjord
Duration 2007-13
Country Norway (Finnsnes)
Type Project
Cost Initially: NOK850m (€108m), incl
ENOVA grant of NOK175m (€22m)
Overrun: NOK100m (€16m)
Specification/Goal Become world’s first carbon neutral
smelter by installing innovative heat
recovery system and other energy
efficiency measures
Behavioural model/s or theories of
change
Not individual, but organisational culture
Rogers diffusion of innovation
Context Almost 100% RES, subsidies for intensive
industry, national policy on EE including
national funding that takes on some risk,
small family-owned business

29
Subtask I - Helicopter OverviewPremise for Task XXIVFinnfjord learnings
Becoming the world’s ﬁrst carbon neutral ferro-silicon
smelter is/not:
A massive goal that needs buy-in from all levels
Proof that company culture is everything
That a performative vision is essential
A technologically innovative showcase/best practice
A forerunner that breaks down hurdles for fast
followers (replicable)
Possible because of strong CBA (barriers/drivers)
Easy, cheap or straightforward
Without a very large level of shared risk
Possible without behavioural change in management

30
Switzerland - Buildings
2000 Watt Society

31
Switzerland - Buildings/Transport
2000 Watt Society
Duration 1998 - 2100
Country Switzerland (several cities and cantons)
Type Policy/Vision/Roadmap
Cost ???
Specification/Goal Efficiency: Less energy used for the same purpose!
Consistency: Renewable energy resources instead
of non-renewable resources!
Sufficiency: The right measure for a better quality
of life!
change
Societal habit change via constitutional
embedding of the vision/goal
Context Early industrialisation, very rich country,
technology leader, citizen-led referenda

32
Switzerland - Buildings/Transport
2000 Watt Society
Becoming the world’s ﬁrst Western 2000 Watt society
is/not:
A national, societal vision with a measurable goal
Important to: create awareness/lighthouse projects
Marry top-down and bottom-up approaches
Have active pioneers and forerunners
Talk lifestyle change but tackle it with innovation
Have strong, ongoing communication with public
Address different people in their own language
Easy, cheap or straightforward
Possible to benchmark rural vs urban
Not possible if using rational neoclassical approach

33
First in-depth analysis
Austria

34
Subtask I - Helicopter OverviewPremise for Task XXIV€CO2 Management
www.grazer-ea.at
Haushaltskasse aufbessern Wärmekosten senken Klimaschonend durchstarten
Tipps zum
Energiesparenbei Strom | bei Wärme | bei Mobilität
ergiesparen?
osten und ein nachhaltiger Beitrag zum Klimaschutz sind nur zwei
uten Gründen, um seinen Energieverbrauch zu senken. Dabei gilt es,
nziale zu erkennen und Energiespartipps zu nutzen.Warum
Energiesparen?
Geringere Kosten und ein nachhaltiger Beitrag zum Klimaschutz sind nur zwei
von vielen guten Gründen, um seinen Energieverbrauch zu senken. Dabei gilt es,
Energiepotenziale zu erkennen und Energiespartipps zu nutzen.
500 7.5006.5005.5004.5003.5002.5001.500
Stromverbrauch (kWh)
Haushaltsgröße
ab
Bewertung des
Stromverbrauchs
im Haushalt
(kWh)
sehr effizient
verbesserungsfähig
sehr ineffizient
13
Geräte-
bezeichnung
Stk.
Leistung
Stand-by
(Watt)
Stand-by-
Betrieb
(Std./Tag)
Stand-by-
Stromverbrauch
(kWh/Jahr)
Stand-by-
Stromkosten
(€ im Jahr)
Meine Geräte
Stk. €/Jahr
Stand-by-Geräte im Vergleich
Beispiel Meine Kosten

35
Subtask I - Helicopter OverviewPremise for Task XXIVDie Energiejagd

36
Austria learnings -
Die Energiejagd vs €CO2 Management
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 savingsGoal: CO2 savings
Huge success Unexpected failure

37
Sweden - Transport
Stockholm congestion charges

38
Sweden - Transport
Stockholm congestion charges
Duration January 3rd and July 31st, 2006
Country Sweden (Stockholm)
Type Pilot then becoming policy
Cost 3.8b SEK
Speciﬁcation/Goal - reduce the amount of cars
- improve accessibility
- improve environmental aspects
change
Financial incentive, based on a model
called the “Homo economicus”plus
facilitating behaviour change by other
factors such as providing better PT
infrastructure
Context Stockholm has very good conditions for implementing
congestion charges: well-structured public transport, a
special topology reducing the number of roads leading
in and out of the city and therefore also reducing the
number of toll stations implemented. Sweden also has
a history of making big reforms across the right and
the left wing.

39
Sweden - Transport
Stockholm Congestion Pilot
Using congestion charging in Sweden is/not:
A successful tax that aimed at reducing trafﬁc congestion and
improve environmental quality
Working because of favourable context such as public transport
infrastructure, topology and politics
Easier as people in Stockholm were not habitual commuters via
car (large PT use already)
Evaluated quantitatively and qualitatively showing a 20%
reduction, improved air quality and a change in perception before/
after
A pilot that was then voted in to stay for good by the citizens
Easy to replicate elsewhere with less favourable conditions
Working as well for richer people who could afford the tax
Something to undertake lightly! (see Milan)

40
NZ-Buildings/Smart Grid
PowerCo Smart House Trial
POWERCO SMART HOUSE
PROGRAMME
Subtask 2 report - NEW ZEALAND
Metering/Feedback and Building Retrofits)
nn Date: July 11, 2014
1. We are not there yet but: Can or can’t we make a significant technical shift in peak deman
consumption?
2. Every consumer, every intervention, every household has a different response, it is very comple
about the conversation the consumer wants to have, not what the market or government want to
It is about finding the best solution for consumer and good compromises. This is a good learning.
3. We need to go beyond classical economics and BAU models, the world and the system is changi
STRATEGY FOR SMART HOMES: IMPLEMENT AND MEASURE
In order to embark into new territory, we need a methodology that embraces change but reflects the
kind of solid, robust engineering that PowerCo already delivers. One of the clear outcomes of recent
“Smart Grid”trials is the need for simplicity. While there may be users that actively enjoy using energy
management software and gadgets, the majority of people do not have the time. It is our opinion that the
solutions PowerCo provides to customers be“opt-in”in the sense that they will be working for you whether
!"#$%&'O(!)&*I+O%&*$O,$#"")&-O14
Studies Show...
Consumers respond to information - enabled with technology.
They respond to price somewhat but respond to price plus technology most of all.
Opportunities for EDBs
Information: pricing and technology services and solutions to lower peaks
Information standards plus demo technology to lower new investments
Enable new consumer choices without surprises / efficiently using networks
Evolve new services and / or engagement models
EDB Pressures
Higher Peaks, Lower Load Factors,
Lower Economic Efficiency
Threat to Volume
Need for New Investments
Increasing Costs
Uncertain Reserves
EDB Network Strength
Need not be volume consumed - kWh based
Regulated - right incentive can deliver NZ Inc efficiency
Across Network View - (can optimise)
Enable infrastructure best shared (storage?)
Long DSM history (hot water)
Evolving Consumer
Preferences and Choices
Value
Social and Environment
Comfort
Resilience
Lifestyle
Enabling Technologies
Smart Meters
Heat Pumps
Efficient Appliances
Apps and Services
PV
Internet of Things (Smart Appliances)
EVs Storage
Retailers and Aggregators
TOU Pricing
New Commercial Models
v 2013.09.17a
Figure 4. From the PowerCo Smart House brochure
Methodology
The 3 houses chosen here fall into 3 of the 4 categories from the Energy Cultures5 research project:
Figure 3. Energy Cultures Clusters
House A in Tauranga belongs to the Energy Cultures’ Energy Efficient cluster and PowerCo’s Value
Consumers. A young couple and a baby live in the house, as well as 3 cats. The homeowners are using
only a little over 6000kWh pa and operate only 23 appliances. The House was built in 1998, has 100m2
and had good insulation and weather tightness (though no double glazing, which is typical for New
Zealand. None of the houses in this trial have double glazing). The house operated on tariff-reduced
ripple control for the hot water (from 11pm-7am and 1pm-3pm). There was no heated towel rack or
clothes dryer. Heating was originally undertaken via portable heaters and a water radiator with plug-in
timers. They also use electric blankets in winter and a HRV heat replacement system which is on 24h a
day.
The house received 1kW of Canadian Solar PV installation, and a network-controllable (for occasional

41
POWERCO SMART HOUSE
PROGRAMME
consumption?
!"#$%&'O(!)&*I+O%&*$O,$#"")&-O14
Studies Show...
EDB Pressures
Threat to Volume
Increasing Costs
Uncertain Reserves
Evolving Consumer
Value
Comfort
Resilience
Lifestyle
Smart Meters
Heat Pumps
Apps and Services
PV
EVs Storage
TOU Pricing
v 2013.09.17a
Methodology
day.
The house received 1kW of Canadian Solar PV installation, and a network-controllable (for occasional3
ART HOUSE
LAND
Duration 2014-2017
Country New Zealand (3 cities)
Type Pilot project
Cost >NZD 500,000
Speciﬁcation/Goal Better design tomorrows network; determine pricing
strategies with customers; guide development of
appropriate policy and technical standards, understand
DSO’s role in DSM
change
Neoclassical economics, energy cultures,
technological innovation systems,
transition theory, moments of change
Context 80% RES, DSM issues, legislation
requiring EE from DSOs, smart meter/
grid rollout

42
POWERCO SMART HOUSE
PROGRAMME
consumption?
!"#$%&'O(!)&*I+O%&*$O,$#"")&-O14
Studies Show...
EDB Pressures
Threat to Volume
Increasing Costs
Uncertain Reserves
Evolving Consumer
Value
Comfort
Resilience
Lifestyle
Smart Meters
Heat Pumps
Apps and Services
PV
EVs Storage
TOU Pricing
v 2013.09.17a
Methodology
day.
The house received 1kW of Canadian Solar PV installation, and a network-controllable (for occasional3
ART HOUSE
LAND
Duration 2014-2017
Country New Zealand (3 cities)
Type Pilot project
Cost >NZD 500,000
Speciﬁcation/Goal Better design tomorrows network; determine pricing
strategies with customers; guide development of
appropriate policy and technical standards, understand
DSO’s role in DSM
change
Neoclassical economics, energy cultures,
technological innovation systems,
transition theory, moments of change
Context 80% RES, DSM issues, legislation
requiring EE from DSOs, smart meter/
grid rollout
4
ART HOUSE
LAND
Piloting smart home technology is/not:
A good way of establishing technological potential
A very good way to engage customers
A ﬁrst step to creating smart prosumers
A way to change lifestyles and break (some) habits
A good way to showcase best practice before rollout
Important lesson on consumer service perspective
Statistically meaningful to quantify impacts
Necessarily straightforward DSM tool
Technologically fully matured
Easily replicable on the national scale

Engaged participants
Ruth Mourik
PowerMatching
City

Ruth Mourik
PowerMatching
City
6
NL-Buildings/Smart Grid
PowerMatching City
Duration 2007-2011 (pilot) 2012-14 (evaluation)
Country the Netherlands (2 cities)
Type Pilot project
Cost several million €€€
Speciﬁcation/Goal Test integral smart grid with innovative appliances in
real life; set up by a consortium of stakeholders (DSO,
technology, ICT, research); early movers; variable
pricing; co-creation of feedback with end users
change
Neoclassical economics, gamiﬁcation,
participatory learning, co-creation
Context Technical system not yet mature nor
available; energy communities already
existed

Ruth Mourik
PowerMatching
City
6
PowerMatching City
Type Pilot project
change
existed
7
PowerMatching City
Important to match technology to consumer needs
A 1st step to creating smart prosumers/communities
Lesson that communities offer scalability
A good way to embed trust and transparency
Especially around importance of co-creation
Easy to make technology match real life needs
A way to change individual behaviour
Easily trusted as commercial interests get in the way
A good idea to ignore frustrations

Ruth Mourik
PowerMatching
City
6
PowerMatching City
Type Pilot project
change
existed
7
PowerMatching City
Important to match technology to consumer needs
A 1st step to creating smart prosumers/communities
Lesson that communities offer scalability
A good way to embed trust and transparency
Especially around importance of co-creation
Easy to make technology match real life needs
A way to change individual behaviour
Easily trusted as commercial interests get in the way
A good idea to ignore frustrations
8
Common lessons and
learnings
It really is all about the people, but...
Not just about the individuals, also wider community
Big differences even within households (eg gender)
Trust really is everything, hard to gain and easily lost
Present a face and keep one human intermediary
It’s OK to be technical, but don’t be technocratic
Learn how to communicate differently
Balance research needs with user needs
Make it about lifestyle not technology
Listen to the frustrated, don’t shy away from problems
Co-create and share learnings

47
Italy - Buildings/smart meters
Energy at Home project

48
Text
Premise for Task XXIVSubtask II - Main lessons
An in-depth review of case studies is/not:
A great way to drill deeper into most interesting cases
Showing impact of country-speciﬁc contexts
Providing some comparison between cases and countries
A way of standardising the analysis across countries
Important to collect different points of view
In-depth as it focuses only on one issue per country
Quantitative analysis, as it is empirical research by nature
Available to countries that provided in-kind expertise
==> will continue to collect case studies for ST6 of the
extension

1- Helicopter
view of models,
frameworks,
contexts, case
studies and
evaluation
metrics
2-
In depth
analysis in
areas of
greatest need
(buildings,
transport,
SMEs, smart
metering)
3-
Evaluation tool
for
stakeholders
4-
Country-
speciﬁc
recommen-
dations, to do’s
and not to do’s
3-
Evaluation tool for
stakeholders

50
What is it?
• Monitoring: measuring progress and achievements
and production of planned outputs
• Evaluation: structured process of assessing success in
meeting goals and reﬂect on learnings. Explicitly
places a value judgement on the data and information
gathered in an intervention
Why do it the way we do now?
Establish effect of policies
Assess need for improvements
Assessing value for money
Contribution to evidence base for effectiveness of
behavioral interventions at population level
How to do it…….???
Some deﬁnitions

51
Subtask I - Helicopter OverviewPremise for Task XXIVSubtask III: Outputs
- Individual evaluation and monitoring metrics for each domain can be
found in the Subtask I Monster/Wiki
- Subtask III Deliverable 3 - Methodological review of the scientific
literature (smart meter/feedback and building retrofits only) called
‘What do we know about what we know?’ which will feed into Subtask
IX
- An overview of how different disciplines evaluate behaviour, main
challenges and recommendations on monitoring and evaluation can be
found in Subtask III Deliverable 3A report ‘Did you behave as we
designed you to?’
- Specific guidelines and fact sheets for 3 main intervention tools in the
building retrofit area (Energy Performance Certificates, Mass Marketing
and Subsidies and Loans) can be found in Subtask III Deliverable 3B
From “I think I know” to “I understand what you did and why you did
it”

52
Subtask III: Deliverable 3
‘What do we know about what we know?’
- Methodological review of behaviour-based energy intervention
studies in the customer feedback and residential building retroﬁt
areas, which were conducted over the past 10 years to determine
what data has been collected and how it has been collected (out
of 315 papers, 85 were coded in detail for analysis).
- No standard way of measuring behaviour change, which means
no ability to compare across studies and incorporate questions
about context, attitudes, knowledge and user experience.
- In future we should make better use of mixed methods for data
collection, eg surveys, focus groups, interviews, scales to allow for
triangulation.
- Also need better transparency into the methods used to
evaluate (only 4 out of 85 published their actual evaluation
instrument).
- Need to create and share validated data collection instruments
which facilitate a consistency of measurement
==> This will be done in Subtask IX

53
Subtask III: Deliverable 3A
‘Did you behave as we designed you to?’
Positioning Paper providing an overview of:
- Definitions used in Task 24, particularly around monitoring
and evaluation (M&E)
- Evaluating efficiency and effectiveness of behaviour
interventions
- Disciplinary basis for interventions and consequences on
M&E
- Multiple challenges of M&E (benchmarking, mismatch of
needs, M&E team not included in design, no longitudinal
M&E, based on proxies and models not actual measures,
multiple benefit analyses, how do other stakeholders assess
success, monitoring individuals not practices, no feedback
loops, no shared learning)
- How to open up interventions to include end users
- A collective learning process: single vs double-loop learning

54
How do different behavioural
models/disciplines evaluate?Intervention goals and evaluation methodologies commonly used in interventions underpinned by
the three disciplines discussed above are shown in the table below (this is not an extensive list, it
is aimed at highlighting foci and differences).
Goals 14
Methodologies Remarks (e.g. about causal
relationships)
Economicperspectives
Outputs
Cost-efficiency and
effectiveness
Units, and proxies e.g.
number of participants,
home insulated,
technologies installed, KWh
saved etc.
Labels
Modelling
Surveys
Experiments
Randomised control trials
Presence of cause effect
relationship.
Aim is to meet a priori set goals
Monitoring and evaluation often
only for duration of
implementation, no longer term
Psychologicalperspectives
Outputs
Cost-efficiency and
effectiveness
Behavioural changes
Surveys
self-reported behavioural
changes
structured interviews
randomised control trials
Surveys to identify behavioural
determinants like motivations,
attitudes, etc.
Cause-effect relationships:
Effect on individuals of a
particular incentive, via e.g.
awareness, attitude, behaviour.
Interfering variables like social
context often not taken into
account
Sociologicalperspectives
Outputs and Outcomes
Cost-efficiency and
effectiveness
Learning about what works,
when, where, who, how
(long) and why
Learning about
interdependencies
Learning about co-shaping
and reshaping
User accounts
Time diaries
Cultural probes
In-depth open interviews
Analysis of fit of interventions
with daily life
measuring real, not modelled
energy consumption
Context & mechanism/conditions
produce an outcome.
Direct cause-effect relationships
hard to establish because of
interdependencies that cannot
be analysed separately.
14
We will also insert a column on the underlying processes - how does an intervention work, admittedly typically at the individual
level (what changed in people's understanding, motivations, attitudes)!

55
Our recommendation
Single-loop learning is about the effectiveness and/or efficiency of a technology, measure, instrument,
arrangement, or intervention to achieve pre-defined goals.
Double-loop learning is process-oriented, focused on the how, when, where, how, how long, for whom and
is about questioning goals and the prevailing norms and rules underlying these goals. In addition, double-loop
learning is focused on interactions, the quality of participation, learning by doing and doing by learning, aligning
expectations, in short, double-loop learning is about reflexive governance of interventions.

56
Subtask III: Deliverable 3B
From “I think I know” to “I understand
what you did and why you did it”
Guidelines and Factsheets in Building Retrofits:
- Identification and development of context-sensitive
indicators, metrics and ways to monitor and evaluate both
short- and long-term, identifiable and/or measurable (one-
off investment- and more frequent habitual) behaviour
change outcomes of DSM tools (being elements of larger
interventions)
- Focus on investment vs habitual behaviours
- Examining different tools of building retrofit interventions
- Detailed factsheets of M&E in single- and double-loop
learning processes of three tools (Energy Performance
Certificates, Mass Marketing and Subsidies and Loans)

57
Different elements of behaviours
Element of behaviour Description
Individual behaviour The way in which an intervention aims to change individual behaviour
Social norm The way in which the behavioural change is stimulated by changing
existing social norms or by using existing pro-environmental norms
Policy- and institutional
context
Policies, partnerships and institutional settings which may hinder,
stimulate or may be needed in order to achieve behaviour change
Physical environment Changing or using physical elements (e.g. physical infrastructure, built
environment, technology, choice environment) to enable or stimulate
more sustainable behaviour

58
Different tools of behavioural interventions
Focus Tool Aim Behaviour
Targeted
System element
targeted
Underlying
discipline
Information and
communication
Energy performance
certificate / energy or
product labelling
Driving demand for energy
efficient products.
Creation of a new social
norm (implicitly).
Investment
behaviour
Individual behaviour,
social norms, policy-
and institutional
context, physical
environment
Economics
Tailored advice Reducing barriers caused
by lack of information
Investment
behaviour
physical environment
Psychology
Mass media campaign Reducing barriers caused
by lack of information
Investment-
and/or habitual
behaviour
social norms
Social marketing
Energy ambassadors Reducing barriers; driving
demand for energy
efficient products. Creation
of a new social norm
(implicitly). Providing direct
support and empowerment
Investment-
and/or habitual
behaviour
social norms
Social psychology
Financial Subsidies & loans Incentivising (additional)
energy saving measures,
reducing financial barriers
for energy efficient
products or measures,
and/or stimulating the
diffusion of innovative
technologies
Investment
behaviour
social norms
Economics
Fiscal tools Incentivising energy saving
behaviour by ‘the polluter
pays principle’.
Investment-
and/or habitual
behaviour
social norms
Economics
Covenants Covenants:
Formal voluntary
agreement between
stakeholders to work
together towards
achieving common
goals
Sharing responsibility
among stakeholders for
achieving common (policy)
goals.
Investment-
and/or habitual
behaviour
Social norms, policy-
and institutional
context
Multidisciplinary
Regulation Regulations Making the use of certain
tools mandatory, e.g.
energy labels when selling
a product
Investment
behaviour
and institutional
context, physical
environment
Economics
Standards Legal standards for energy
performances of products.
Non compliance usually
results in a penalty (legal
action and/or fines)
Investment
behaviour
and institutional
context, physical
environment
Economics
Table 1: adapted from Murphy, Meijer & Visscher (2012).

59
Example: Energy Performance Certiﬁcates
FACTSHEETFactsheet: Energy Performance Certificates (EPCs)
Description Communication tools that display information about the energy efficiency and energy
performance of buildings. These labels can be used by consumers to compare and
assess energy performance of buildings
a
. An energy label is usually part of an EPC; this
label shows the energy indicator in a comprehensible (graphic) manner
b
.
Aim -To increase market demand for energy-efficient dwellings
c
-To increase awareness of the energy performance of a house and therefore increasing
house owner motivation to invest in energy improvements
d,e
-EPCs implicitly also work towards the creation of a new social norm: a valuable house is
an energy efficient house
f
Behaviour
targeted
Investment behaviour
Discipline Economics
Possible
combination
with other
tools
In attempts to make this tool more effective in terms of influencing investment behaviour
it is often combined with a tailored energy advice report
g
.
EPCs can also be combined with fiscal tools and regulations (making EPCs mandatory).
Conventional
M&E
M&E practices often follow the two underlying economic theories of EPCs: they
investigate whether EPCs lead to increased market demand for energy-efficient
dwellings and whether it is effective in increasing investment behaviour in energy
efficiency improvements
h
.
Pitfalls An EPC is an indirect tool that aims to provide information which should lead to
increased awareness of energy performances of buildings. Eventually, this should lead to
behaviour changes in the form of increased investments in energy performance
improvements
i
or choices by tenants to prefer to rent homes with higher performance
ratings. Thus, this tool only influences the investment behaviour indirectly, therefore it is
hard to accurately monitor and evaluate the exact impact of EPCs on investment
behaviour. Some evaluations also consider why EPCs are (in)effective in realising
behaviour change by investigating why end-users do (not) use EPCs in their decisions.
The classical ‘Principal Agent’ issue of landlords not buying into energy efficiency
improvements and rating systems, unless they are mandatory, is also a major pitfall.
Role of EPC
in systemic
interventions
EPCs only indirectly influence investment behaviour and it does not influence habitual
behaviour at all. In order to achieve systematic changes in the built environment this tool
should be combined with tools that directly influence investment behavior (e.g. subsidies
for EPC jump) and tools that aim for influencing habitual behavior (e.g. energy
ambassadors, mass media campaigns).

60
Example: Energy Performance Certiﬁcates
System Element targeted: Individual Investment Behaviour
SINGLE-LOOP LEARNING DOUBLE-LOOP LEARNING
Questions What to M&E Relevant to whom and
why?
Indicators Timing Methods,
tips &
tricks
Questions What to M&E Relevant to whom
and why?
Indicators Timing Methods,
tips &
tricks
Have the goals
been
reached?
To what extent
did the EPCs
lead to higher
awareness
about energy
efficiency
(EE)?
Policymakers: they
need to know if the EPC
contributed to increased
awareness of EE, which
should eventually lead
to more investments in
EE
Industry&
Intermediaries: they
want to know whether
adding information
about EPC’s in their
marketing activities is
effective in influencing
investment behaviour
Awareness of
energy
performance of
houses, awareness
of having an EPC
Before
and
after
Surveys How did the
perspectives,
assumptions,
norms and
beliefs of end
users change
during the
programme?
Which factors
influence
investment
decisions of
house owners?
j
Policymakers: with this
information the EPCs
can be better tailored
to the needs and
preferences of house
owners
Housing corporations:
with this information
the EPCs can be better
tailored to the needs
and preferences of
house owners
Retailers: they can use
this information to
improve their energy
saving advice
Condition/quality
and age of the
dwelling
The extent to which
building owners
believe that EPC
improvements lead
to increased
property values
After Surveys
and
interviews
Are the goals
reached?
To what extent
are the EPCs
effective in
influencing
investment
behaviour?
k,l,m
Policymakers: they
need to know if the EPC
indeed contributed to
EE improvements or if it
was mainly used to
label already EE homes
Retailers: they can use
information of EPCs to
tailor their energy-
saving advice to
specific houses
Number of people
with (and without)
an EPC that carried
out energy
efficiency
improvements
After Surveys Which lessons
learned during
the
intervention
are translated
into
(re)designs?
Why are
private house
owners (not)
using EPCs in
their
decisions?
n,o,p
Policymakers: this
information can be
used to improve the
EPC schemes in the
future
Intermediaries (doing
the certificates): any
information changing
the implementation is
of importance to them
as they may need to
be re-trained
The perceived
quality, reliability,
availability,
complexity,
trustworthiness,
clarity,
meaningfulness,
and relevancy of
information.
Awareness of the
certificates
The extent to which
building owners
believe that EPC
improvements lead
to increased
property values
During Surveys,
interviews
and end-
user
feedback

61
Text
Premise for Task XXIVSubtask III - Main lessons
A behavioural evaluation ‘tool’ is/not:
Something everyone wants, and no one has created yet
Hugely important, as it’s the only way to show impact &
compare between studies
Usually dependent on models and estimates, not measures
Collection of different metrics ‘beyond kWh’
Methodological review of behavioural interventions
A positioning paper recommending double-loop learning
Guidelines & factsheet examples of building intervention tools
Possible to complete in the scope of Task 24’s Phase 1
Easy, as different stakeholders have different needs/outcomes
Finished, but created important building blocks
==> will be developed as ST9 of Task 24 extension and
become part of ST8 toolbox & hopefully ST11

1- Helicopter
view of models,
frameworks,
contexts, case
studies and
evaluation
metrics
2-
In depth
analysis in
areas of
greatest need
(buildings,
transport,
SMEs, smart
metering)
3-
Evaluation tool
for
stakeholders
4-
Country-
speciﬁc
recommen-
dations, to do’s
and not to do’s
4-
Country-speciﬁc
recommendations, to
do’s and not to do’s

63
Text
Premise for Task XXIVSubtask IV - Do’s and Don’ts
Intervention Phase DO DON'T
DESIGN PHASE − use models of understanding
behaviour and theories of change to
design interventions
− spend some time pre-intervention
researching your audience, its
motivations, needs and heterogeneity
− collaborate with other Behaviour
Changers, especially researchers
and intermediaries to design your
interventions
− segment your audience where you
can as it will help tailor the
intervention
− design evaluation into the
intervention up front, including the
evaluation team (if different)
− learn from mistakes and (re)iterate
your intervention
− put a lot of thought into dissemination
and don't be afraid to use unusual
means like social media, group
learning and storytelling
− believe that there is one silver bullet
model for behaviour change
− always use the same model, neoclassical
economics is a valid model that fits our
socio-economic and political reality but it
does not explain peoples' mostly habitual
energy-using behaviour well enough
− be afraid to mix models and create a
toolbox of interventions
− think you can design, implement,
evaluate and disseminate a (national)
behaviour change programme all by
yourself
− think all people are rational, utility-
maximising automatons, even in each
household you will find very different
attitudes, behaviours and motivations
− think you can leave evaluation til after the
programme is finished
− just think in kWh and cost savings, most
people don't think of energy in this way
but of the services they derive from it
IMPLEMENTATION
PHASE
− collaborate with other behaviour
changers in rolling out the
intervention
− use trusted intermediaries and
messengers
− target your audience with tailored
information and feedback that makes
sense to them
− keep learning during the
implementation by evaluating ex
durante
− listen to peoples' stories and
especially the nay-sayers and
laggards
− not underestimate the power of
moments of change, use them wisely
− operate in a silo, you need help
− stop looking in unusal places for allies
− let your (conflicting) mandates stop you
from working with other Behaviour
Changers
− let technology overwhelm the
intervention, it is a means to an end
− ever forget that you are dealing with
people and their homes are their castles
and their cars their steeds
− think you know better than your audience
how they should use energy
− keep a successful intervention to
yourself, share it widely
EVALUATION
PHASE
− evaluate ex ante, ex durante and ex
post
− put 10-15% of your resources into
evaluation, it's worth it
− benchmark!
− think of the most relevant metrics and
indicators, not just for you but for your
target audience and the other
Behaviour Changers
− use double-loop learning methods
− provide strong, ongoing, targeted
feedback to your audience
− think it's just about kWh, evaluate beyond
it (eg health, comfort, safety...)
− think you need to do all evaluation
yourself, use your collaborators to
evaluate the bits they know best
− leave evaluation til the end or ignore its
importance in showing that your
intervention worked
− just model, measure as well
− ignore the pathway of behaviour change
that led to a kWh change – ask people
(RE)-ITERATION
PHASE
− (re)iterate your intervention often
− learn from your mistakes
− listen to your collaborators and end
users
− ignore your evaluation
− hide your mistakes and horror storries,
they are often the ones we can learn the
most from
DISSEMINATION
PHASE
− understand your audience,
collaborators and stakeholders, tailor
your dissemination accordingly
− tell stories, use social media and
word of mouth
− use trusted intermediaries to tell your
story
− spend all your money on (social)
marketing campaigns
− keep doing the same thing, peoples'
willingness or brand awareness doesn't
usually translate to behaviour change
− tell a boring story about kWh
− think you know better, ever

Subtasks of Task XXIVContext: Country stories
IEA DSM – Task XXIV
Belgian Story
Brussels, September 7, 2012
Swiss Energy Strategy and research projects
concerning behavior change
Dr. Aurelio Fetz, Market Regulation, Swiss Federal Office of Energy
Workshop IEA DSM Task 24, 15.10.2013
The New Zealand energy
story
Sea Rotmann and Janet
Stephenson
demand-side
^
Norwegian Energy Story
- a true frontier story of DSM roll-out in South Africa !
BarryBredenkamp, ( SANEDI) and Dr Mathilda du Preez, (University of Pretoria)
The Good, the Bad and the Ugly
17 March 2014

65
Text
Premise for Task XXIV
Subtask IV - Summary of
recommendations
- Design Phase (Subtask I) Q:What are the best models and
theories to underpin intervention design? A: It depends on the
intervention, there is no silver bullet.
- Intervention Phase (Subtask II) Q:What can we learn from
best practice in Task 24 countries? A: Context is everything,
but there is opportunity for shared learning.
- Evaluation Phase (Subtask III) Q: How shall we monitor and
evaluate behaviour change outcomes? A: By using double-loop
learning processes and standardised data collection.
- (Re)iteration Phase (Subtask IV) Q:What can we do better?
A: Some things we do well, others can be improved on a lot.
- Dissemination Phase (SubtaskV) Q: How can we best share
our learnings? A: Close network of experts, building on
relationships and storytelling.

66
Subtask IV: (Re)iteration of
our NZ case studies
WARM UP NEW ZEALAND: HEAT SMART INSULATION PROGRAMME
Domain: Building Retrofits
Target: Individual Investment Behaviours
Recommendations What the programme did What the programme could do better
1. Focus on the social
side
The core model of this programme is still
neoclassical economics which focuses on the
individual, although in this context it includes the
house(hold)
Utilising the wider social context of individuals,
including other household members (for example,
teaching children in school about the importance of
clean, dry housing and how that can be achieved) and
the wider peer group. For example, EECA could prompt
people who got installations to talk about it to their family
and friends, eg create a facebook site where feedback
and photos can be shared and liked; create a sticker for
each home or letterbox that says something like ‘I am a
warm and dry home’; give vouchers for referring a friend;
use trusted members of their community, like church
leaders or hair dressers to promote the message etc.
2. It’s not just what we
buy, it’s what we do
To be truly effective, DSM programmes have to go
beyond the (granted, very high potential) one-off
investment behaviours like insulation and clean heat
and change smaller, frequent purchasing
behaviours, use and maintenance of technology and
habits and routines as well. WUNZ is largely focused
on the one-off investment behaviour but largely
misses out on wider conversations around eg the
weathertightness of a home, the age of appliances,
how they are used or maintained at peak capacity
etc
Although energy audits can be useful in addressing
some of these issues, as are moments of change (eg
when buying or selling a house or when a new baby or
elderly family member arrives), the current programme
misses out on utilising some very powerful intermediaries
right there and then: the insulation installers and
public health nurses who provide information on the
subsidy scheme to the most needy tenants. Training
these trusted intermediaries to be able to inform the
householders on wider energy issues aside from
insulation and clean heating would be a very important
step into further behaviour changes that would help the
most vulnerable (by improving their housing and health
and reducing their energy (and health) bills).
3. Change lifestyles not
ight bulbs
This leads into the bigger issue of changing
lifestyles, attitudes and values around energy
efficiency, not just installing a technology that is
largely invisible and needs no further change from
the householder. EECA has many other programmes
that address energy efficiency but they are not as
well funded as WUNZ, nor are they well integrated
into this flagship scheme (which will also lose its
funding in the near future).
Seeing there is limited funding in the Government
agency for new large-scale programmes or national
social marketing initiatives (other than the Energy Spot),
the use of trusted intermediaries (especially the ones
already gained as partners in the WUNZ programme) to
further promote learning and support is essential.
4. Think of the benefits
of the end user as well
WUNZ is doing this well in terms of the health
benefits and the wider social benefits being
highlighted by the scheme.
5. Focus your
messaging, use trusted
ntermediaries
WUNZ already does this well in the regard of having
a solid insulation training and audit regime,
standards and a good market of installers. Where it
can go further on this issue is beyond one-off
investment behaviours (see 1. and 3.)
6. Be a one-stop-shop WUNZ is good at this seeing it takes a lot of the pain
out of having to provide too much information, and
often the money for insulation, up front (as opposed
to some of the international insulation subsidies
schemes described in the Monster). This can always
be improved but the high uptake of the scheme
shows that it is doing so successfully.
One area where improvement is needed is landlords
and the split incentive/principal agent issue, which is an
area of likely focus in the Task 24 extension (and could
be tested in the Subtask 11 participation by EECA).
Recommendations What the programme did What the programme could do better
7. Use a toolbox of
interventions and go
beyond kWh targets
WUNZ is an international best practice
example on this.
8. Don’t box people
in too much
What’s more important to people than
energy? Many things, but especially their
health and that of their families, and WUNZ is
promoting this message very well also with a
good collaboration with the health sector.
9. Benchmark your
heart out, measure
not model
This is one area where WUNZ could have
done a little better to begin with, as most of
the metrics were based on modeled estimates
and savings.
However, the shift of the focus to health and
strong research and evaluation on this aspect
have modified this critique somewhat. However, in
general, a minimum of 10% of the total cost of a
programme should be spent on monitoring and
evaluation. The installer audits are a good
example of monitoring but a double-loop
learning evaluation among the wider group of
Behaviour Changers and the end users’
perceptions would be recommended (see ST3
report ‘Do you behave as we designed you to?’
and the Building Retrofits ST3 factsheet).
10. Learn from the
unwilling
Especially the landlords in this specific
programme, but also the ‘Energy
Extravagant’ group described in the Energy
Cultures research project (http://
www.otago.ac.nz/csafe/research/
otago055634.pdf). In New Zealand, even
multi-million dollar homes can be inadequately
insulated and often unhealthy for their
occupants who do have access to information
and the financial means to do better. This is a
group that should be addressed more outside
of the subsidy scheme (as government
subsidies is not what they need, nor do they
tend to take them up), seeing the most
vulnerable (the ‘Energy Economical’) have
been well supported by the WUNZ subsidy
scheme (except for the landlord/tenant
principal agent issue).
We have workshopped this specific issue in the
Wellington 2013 Task 24 workshop (see Energy
Culture presentation of the problem here and
feedback from the workshopped solutions here).
Four main themes came through in the discussion
on how to make the ‘Energy Extravagant’ more
efficient: 1. make return of investment very
obvious as economic considerations are often
very important to this group (that includes the RoI
of the upfront investment but also over the lifetime
especially in views of increasing value when
selling their house) Home Star or other voluntary
rating schemes are not enough to show the
increase in value of these investments; 2. re-
message by focusing on comfort, style, aesthetics
or widgets (status); 3. future proofing, eg by
looking at how this will benefit them in old age (eg
self-sufficiency from PV); 4. trusted home energy
advice for time- and knowledge poor people. This
feedback has also been written up in more detail.

67
Text
Subtask IV - Stakeholder
analyses
Some top level behaviour change issues described by NZ stakeholders
were (in bold the most commonly mentioned):
- Transport: reduce energy use generally, modal shifts to public transport
and active transport, driver behaviour, vehicle purchasing behaviour
- Housing: residential heating efﬁciency, insulation, efﬁciency of energy use
generally, Energy poverty
- Rental housing: split incentives of landlord/tenant, improve quality
- SMEs: lighting and heating, building service managers, change industry
mindset of striving towards minimum standards
- Supply/smart grid: integrated and resilient grid, uptake of DG,
demand response,ToU pricing
- Consumption generally: need to reduce consumption & its impacts, reduce
(hot) water use, decarbonise economy
- Energy use generally: reduce energy use (conservation), change
behaviour and understanding
- Information, awareness, engagement: Improve levels of knowledge and
awareness, engage citizens, improve visualisation of energy use/waste
- Government: need for leadership in DSM, regulatory incentives for EE,
measurement and accountability

68
Text
Subtask IV - Stakeholder
feedback
What this Task can help with:
- Reframing the issues, including looking at the more
‘human’ aspect of the energy system
- Improved knowledge and understanding amongst
stakeholders, especially what different models are out
there
- Improved engagement, development of new
aspirations and collaborations, shared learning
- Improved political buy-in and policy development
- Addressing funding and/or policy disconnects
- Improving business/industry approaches
- Good examples of how to use storytelling
- Help with speciﬁc initiatives, development of ﬁeld
research and pilots

69
Text
Subtask IV - Pilots and research
questions (leading to ST VI)
Building Retroﬁts:
How to deal with the Split Incentives/Principal Agent
issue in rental properties?
SMEs:
How to deal with the Split Incentives/Principal Agent
issue in a chosen SME segment?
Smart Metering/Feedback:
How to link smart meters to better feedback, using ICT?
Transport:
How to get people out of their cars and into healthier
and/or more environmentally friendly modes of
transport?

70
Text
Premise for Task XXIVSubtask IV - Main lessons
A country-specific list of recommendations is/not:
A main drawcard of Task 24
A collection of country-specific contexts, based on stories
Different for the different countries
But has some similarities and overall, global conclusions
Based on country experts’ knowledge & stakeholder analyses
A detailed summary of each country’s involvement in Task 24
Conclusive
Entirely objective, may miss some sector and disciplinary views
Available to countries that are not financially participating
==> recommendations will form basis for Task 24
extension ST6 and 7

1- Helicopter
view of models,
frameworks,
contexts, case
studies and
evaluation
metrics
2-
In depth
analysis in
areas of
greatest need
(buildings,
transport,
SMEs, smart
metering)
3-
Evaluation tool
for
stakeholders
4-
Country-
speciﬁc
recommen-
dations, to do’s
and not to do’s
5- Social Media
Expert platform

Subtask V - expert
platform
• 226 members
• 137 videos & presentations
• 115 photos
• 6 blogs
• 21 events
• 21 discussion fora
• 3 member groups

73
Text
Premise for Task XXIVSubtask 5 - Expert Platform
>

74
Text
Premise for Task XXIVSubtask 5 - Main lessons
A social media platform is/not:
A good place to ‘collect’ experts and info
A good broadcasting tool
A good way of measuring Task impact (GA)
A silver bullet for making people talk
A way of making busy experts use social media
A way of easily managing ﬁles
==> created a Wiki to make case studies more easily
accessible, will continue as ST5 during Task extension

Subtasks of Task XXIVSTORYTELLING

Target Audience of Task XXIV
A shared language for
collaboration?
Stories are powerful because they transport us
into other people’s worlds but, in doing that, they
change the way our brains work and potentially
change our brain chemistry — and that’s what it
means to be a social creature. Paul Zak,
Neuroeconomist
“
"The Interpreter" - is a left hemisphere function that organises our
memories into plausible stories. Michael Gazzaniga, Cognitive
Neuroscientist
Evolution has wired our brains for storytelling. A story, if broken down into the
simplest form is a connection of cause and effect.We make up (short) stories in
our heads for every action and conversation.Whenever we hear a story, we
want to relate it to one of our existing experiences. Uri Hasson, psychologist
The ‘narrative turn’: Storytelling sociology views lived experience as
constructed, at least in part, by the stories people tell about it. Berger &
Quinney, sociologists

77
Subtask I - Helicopter OverviewPremise for Task XXIVStorytelling
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
We all turn everything into a narrative in order to
remember it

78
Different stories*
*See Janda & Topouzi (2013). Closing the Loop: Using Hero Stories and Learning Stories to Remake Energy Policy ECEEE Summer Study Proceedings.

Subtasks of Task XXIVenergy stories: personal
YOUTUBE: https://www.youtube.com/watch?
v=wbe83S8FfO0&list=UU_p3PlWDpLyDBh8TwUBmVH
Q

Subtasks of Task XXIVCountry stories
IEA DSM – Task XXIV
Belgian Story
Brussels, September 7, 2012
Swiss Energy Strategy and research projects
concerning behavior change
Dr. Aurelio Fetz, Market Regulation, Swiss Federal Office of Energy
Workshop IEA DSM Task 24, 15.10.2013
The New Zealand energy
story
Sea Rotmann and Janet
Stephenson
demand-side
^
Norwegian Energy Story

Subtasks of Task XXIVStorytelling in DSM

82
Storytelling
Successes
The$world$has$entered$a$new$era,$the$Anthropocene
$
on$the$global$environment
Facing$the$future:$$
towards$a$green$economy$
in$New$Zealand
Growth
in global
population
Climate change
Pressures
Challenges Challenges
Ocean acidification
Air pollution
Increasing
consumption
of resources
Lowering emissions will require changes in patterns
SOCIAL AND ECONOMIC
CHALLENGES
“Collaborative multi-stake-
holder action is required as
businesses, governments,
or civil society alone do
not have both the tools
and the authority to tackle
systemic risks”
“Global Risks 2014”,
World Economic Forum
ENVIRONMENTAL
CHALLENGES
A"green"economy"can"generate"
Reduced quality
of freshwater
Biodiversity loss
!
How the island became green – a ‘Just So’ scenario
One$upon$a$time...!there!was!a!small!country,!an!island!nation,!that!survived!mostly!by!selling!food!and!fibre!products!on!
international!commodity!markets.!!!
!
Every$day...!production!would!increase:!more!meat,!more!wool,!more!logs,!more!fish,!more!fruit,!and!more!milk.!!Growing!GDP!was!
the!most!important!goal!for!that!country,!even!more!important!than!the!wellbeing!of!its!people!and!the!environment.!!!
!
But$one$day...!!people!started!to!realise!that!their!rivers!were!becoming!increasingly!polluted,!it!was!harder!to!catch!fish!and!more!
native!birds!and!animal!species!were!threatened!with!extinction.!
!
Then...!the!restDofDtheDworld!started!to!realise!that!the!people!of!the!island!nation!weren’t!that!clever!and!happy!after!all,!because!
they!kept!polluting!their!own!nest.!!!
!
At$the$same$time!...!serious!storms!and!droughts!started!to!impact!on!the!world!as!a!result!of!climate!change.!!The!restDofDtheD
world!also!noticed!that!the!people!of!this!island!nation!were!very!high!per!capita!producers!of!greenhouse!gases,!higher!than!
almost!all!others!in!the!world,!and!that!it!kept!increasing.!!So!the!restDofDtheDworld!started!to!doubt!that!the!island!nation!was!truly!
‘clean!and!green’!and!they!became!less!keen!on!visiting!the!country!and!buying!its!products.!
!
Because$of$that...!the!people!of!the!island!nation!were!finally!galvanised!into!action.!They!realised!they!had!many!advantages,!like!
lots!of!renewable!energy,!many!businesses!that!were!already!passionate!about!sustainability,!farmers!who!knew!how!to!maintain!a!
healthy!environment,!and!many!innovators!and!entrepreneurs.!!
!
And$then...!they!started!to!work!together:!businesses,!councils,!communities,!politicians!and!researchers,!realising!that!a!move!to!a!
lower!carbon!footprint!would!be!beneficial!for!the!economy,!society!and!the!environment.!!They!all!agreed!that!a!resilient,!healthy!
environment!and!society!needed!to!be!the!basis!of!the!economy,!and!that!GDP!alone!was!not!effective!as!a!measure!of!success.!!!
!
Also$…!they!realised!that!it!was!actually!not!as!hard!as!they!thought!to!combine!their!nation’s!natural!advantages!and!resources!
with!cuttingDedge!innovation!and!come!up!with!products!and!services!that!the!restDofDtheDworld!really!valued.!
!
So$finally...!in!much!less!time!than!they!thought,!they!had!100%!renewable!electricity,!lowDcarbon!heating!and!transport!systems,!
clean!and!healthy!waterways!and!coasts,!reduced!biodiversity!loss,!and!happier!and!healthier!communities.!!
!
Ever$since$then...!the!island!nation!has!once!again!been!looked!up!to!by!the!restDofDtheDworld!for!its!leadership!in!achieving!a!
vibrant!economy!alongside!a!healthy!environment.!Smart!people!continue!to!return!home!to!that!country!from!around!the!world,!
attracted!by!the!many!jobs!for!skilled!and!knowledgeable!people!and!its!beautiful!healthy!environment.!!
!
The!end.

83
Text
Premise for Task XXIVStorytelling methodology
Using storytelling as methodology is/not:
A valid social science tool
A great way to break down silos and jargon
Something we all innately do, and do well
Fun, engaging, social & importantly: memorable
Universally understood
A way to reduce bias by removing complexity?
A way of getting around ‘proper’ analysis
==> will continue to use narratives but also
investigate ways of measuring impact of storytelling

So...what’s the story?
- There is no silver bullet anywhere but the potential remains huge
- Homo economicus generally doesn’t exist (in energy)
- Habits are the most difficult thing to break
- This means we have to get even smarter & embrace complexity
- We are at a crossroads, and shouldn’t turn back
- We need to look at whole-system, societal change
- This can’t be done in isolation by one sector - collaboration is key
- Social media and networks are really good (theoretically) for it
- But: professionals are weary to use them, face-to-face still key
- It’s also hard to find the right people and break down the silos
- Everyone has a piece of the puzzle but we haven’t fit it together
- We need a shared learning and collaboration platform that works
- We also need a shared language based on narratives
- It’s all about the people!

want to hear more of
our story?
to join the expert platform:
drsea@orcon.net.nz

All you ever wanted to know about energy and behaviour change

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