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Fostering a Culture of
Sustainable Behavior
KATHLEEN JUDD
Pacific Northwest National Laboratory
Army Reserve Mission Resilience & Sustainability Training – Tempe, AZ
November 7, 2017 1UNCLASSIFIED
PNNL-SA-130358
Technology Policy BehaviorInstitutional
Change
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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
What it all means
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Reduce energy and resource use
Provide directives to reduce energy and resource use
Supports effective use of technologies
and policies
The commitment curve
3UNCLASSIFIEDAdapted from Conner & Patterson (1982), others
Some things we know about
institutional change
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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
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Source: Federal Energy Management Program (FEMP)
Institutional Change
(https://energy.gov/eere/femp/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
8 institutional change principles
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Source: Federal Energy Management Program (FEMP)
Institutional Change for Sustainability
5 Steps to Institutional Change
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Step 1: Determine Goals
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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
Make goals meaningful at the site level
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Reference: FEMP Institutional Change for Sustainability
Step 2: Asses Rules, Roles & Tools
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Roles
Whose behavior matters?
What roles do they play?
Rules
What rules impact goals?
How are they enforced?
What is penalty for breaking?
Tools
What technology, systems,
or processes impact goals?
What new tools would help?
Ask users!
Understand current influence of rules, roles and tools on goals and define changes to better
support them
• Occupants (full-time, weekend)• Facility ops specialists, coordinators• Energy, water, and waste managers • Maintenance and cleaning
• Leaders • IT specialists• Procurement
Formal rules:• UFC HVAC set point guidance• Green IT equipment purchase specificationsInformal rules:• “Recycled” items end up in the garbage so don’t bother
• Building energy monitors (BEM) in each facility, handbook, checklist
• Standard specifications for plumbing fixtures• Sorting guidance above waste stations
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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
EXAMPLES
Know your audience and the specific roles they play supporting goals.
Make sure actions are relevant in the local context.
Step 2: Asses Rules, Roles & Tools
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Step 3: Develop Action Plan
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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
Define strategies that educate, enable, and engage your audiences.
Use the 8 principles of institutional change.
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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.
Steps 4-5: Implement, Measure
and Evaluate
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Take time to measure and evaluate the impact, and share results
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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
2 Company Operations Facilities
9420/Brigade HQ
1219 administration building
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Fort CarsonAssessed role of occupants in local context
Nighttime temperature set-backs in offices
Shut down computers at night
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Fort Carson
Established new rules, roles and tools
Roles – focused on Building
Energy Monitor (BEM)
Rules – change procedures and
policy related to thermostat set-
backs and computer night time
shutdown (target behaviors)
Tools – BEM training, reminders,
walk through check list, email
messages, letter from leadership
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Fort Carson
Measured progress and shared results
5%
-1%
7% 8%
51%
59%
43%
37%
24%
64%
18% 19%
28%
57%54%
9420 9447 9427 1118 1219
% of Computers Shut Down by Building over 12 Weeks
Together thermostat setbacks and computer shutdown at night resulted in approximately 2% energy savings in one metered building
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Key takeaways
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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!
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Questions?
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Kathleen JuddTechnical Group Manager
BUILDINGS &
CONNECTED SYSTMS
www.pnnl.gov
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