Fostering a Culture of Sustainable Behavior

Transcription

1 PNNL-SA Fostering a Culture of Sustainable Behavior KATHLEEN JUDD Pacific Northwest National Laboratory Army Reserve Mission Resilience & Sustainability Training Tempe, AZ November 7,

2 What it all means Culture - the shared behaviors, values and attitudes of a group Changing the culture requires institutional (organization-driven) and behavioral (individual-driven) change Institutional change holistic, organizational approach to achieving sustainability goals Technology Policy Behavior Institutional Change Reduce energy and resource use Provide directives to reduce energy and resource use Supports effective use of technologies and policies 2

3 The commitment curve Adapted from Conner & Patterson (1982), others 3

4 Some things we know about institutional change The science is well understood 8 key principles of institutional change Integrating the science into operations is the hard part A disciplined approach and practical guidance can help 4

5 8 institutional change principles Leadership: Make leadership commitment and action visible Infrastructure: Change defaults to make it easy, and provide motivations and incentives to use infrastructure more efficiently Information and Feedback: Provide actionable resources and tools tailored to the workplace Commitment: Ask for specific and public commitments Social Empowerment: Involve people in program design and processes Multiple Motivations: Provide different/combined appeals to reach people Social Network and Communications: Show that others have changed Continuous Change: Plan for a multiyear evolving process Source: Federal Energy Management Program (FEMP) Institutional Change ( 5

6 5 Steps to Institutional Change Source: Federal Energy Management Program (FEMP) Institutional Change for Sustainability 6

7 Step 1: Determine Goals Make goals meaningful at the site level Army Reserve-wide goals Energy Intensity: 25% reduction from FY15-25 Potable Water Intensity: 36% reduction from FY07-25 Waste Diversion: 50% diversion annually Example facility-specific goals Energy: 2% from FY17-18 Water: 20% FY15-18 Waste: 20% recycled in FY18 7

8 Step 2: Asses Rules, Roles & Tools Understand current influence of rules, roles and tools on goals and define changes to better support them Roles Whose behavior matters? What roles do they play? Occupants (full-time, weekend) Facility ops specialists, coordinators Energy, water, and waste managers Maintenance and cleaning Leaders IT specialists Procurement Rules What rules impact goals? How are they enforced? What is penalty for breaking? Formal rules: UFC HVAC set point guidance Green IT equipment purchase specifications Informal rules: Recycled items end up in the garbage so don t bother Tools What technology, systems, or processes impact goals? What new tools would help? Ask users! Reference: FEMP Institutional Change for Sustainability Building energy monitors (BEM) in each facility, handbook, checklist Standard specifications for plumbing fixtures Sorting guidance above waste stations 8

9 Step 2: Asses Rules, Roles & Tools Know your audience and the specific roles they play supporting goals. Make sure actions are relevant in the local context. EXAMPLES Energy Water Waste Occupants: Doors closed with HVAC running Computer settings optimized for power saving Facility Coordinator: Maintain temp set-points and set-backs File service requests for hot/cold zone problems Occupants: Report leaky faucets and toilets Water off when not in use Grounds personnel: Manage irrigation schedule Facility Coordinator: File service requests for leaks Occupants: Proper recycling of paper and plastics Using personal coffee mugs/water bottles Double-sided printing Facility Coordinator: Bins available where they are needed Cleaning staff: Emptying bins regularly 9

10 Step 3: Develop Action Plan Define strategies that educate, enable, and engage your audiences. Use the 8 principles of institutional change. Educate Let stakeholders know what specific actions to take and why it matters Provide feedback on how they are doing compared to a goal or the past Enable Keep it to a few high impact actions Remove barriers to action Align key stakeholders on messaging (e.g. IT support on computer settings) Engage Use known, trusted sources to deliver messages to occupants (e.g. BEMs) Use personal outreach when possible ( high touch vs. high tech) Recognize individuals in building-wide communications Show visible senior leader support 10

11 Steps 4-5: Implement, Measure and Evaluate Take time to measure and evaluate the impact, and share results Start with a pilot and scale up Establish metrics for outputs (did change occur?) and outcomes (did we save resources?) Output: Lights were office in offices 75% of evenings (up from 50%) Outcome: 10,000 kwh reduction in evening/nighttime electricity use Measure your baseline and changes Observation, surveys, metering Use results to show others its worth the effort Evaluate what worked and adjust actions and goals What helped people do the right things? Do it more. What didn t help? Try something else. 11

12 Fort Carson Behavior Change Case Study Objective: Understand occupant behaviors with greatest potential to reduce energy use and evaluate approaches to support those behaviors in a set of green buildings Timing: 2013 Scope 2 COFs with military occupants 3 office buildings with military and civilian occupants 1219 administration building 9420/Brigade HQ 2 Company Operations Facilities 12

13 Fort Carson Assessed role of occupants in local context Nighttime temperature set-backs in offices Shut down computers at night 13

14 Fort Carson Established new rules, roles and tools Roles focused on Building Energy Monitor (BEM) Rules change procedures and policy related to thermostat setbacks and computer night time shutdown (target behaviors) Tools BEM training, reminders, walk through check list, messages, letter from leadership 14

15 Fort Carson Measured progress and shared results Together thermostat setbacks and computer shutdown at night resulted in approximately 2% energy savings in one metered building % of Computers Shut Down by Building over 12 Weeks 59% 57% 51% 64% 54% 37% 43% 24% 18% 19% 28% 5% 7% 8% %

16 Key takeaways Understand the local context Focus on actions that matter Use strategies that educate, enable and engage reference the 8 principles of IC Expect an ROI and take time to evaluate impacts Share successes, adapt your rules, roles and tools, and replicate don t let up! 16

17 Questions? Kathleen Judd Technical Group Manager BUILDINGS & CONNECTED SYSTMS 17