According to CitySmart chief executive Neil Horrocks gamification is the way to go if you want to change behaviour patterns and break bad habits.
Take energy consumption. In today’s world of fast-rising energy prices, saving electricity is a new habit that’s well worth the trouble to assimilate.
Horrocks reckons a digital game his agency developed in association with its corporate and university partners hit the nail on the head – it broke all expectations.
“It was wildly successful,” Horrocks told The Fifth Estate during our recent visit to his Brisbane office.
The game, Reduce Your Juice, uses many of the triggers we have been taught to enjoy from early childhood, such as competition, scoreboard and interactions with others.
At least part of the game was getting players used to the idea that they can change some behaviour without any big negative impact on their quality of life – such as closing doors to rooms when entering or leaving, filling the washing machine before starting it and keeping temperatures to 24°C. If you don’t do some of these things you can’t progress to the next level of the game.
“By playing a game you can subconsciously learn the things you want to do,” Horrocks says.
The other big advantage of gamification is you create a community of like-minded people that gives “triangulations, so you start to believe [others] and it builds trust”.
Horrocks says another big winner of the game was that it segmented people into grouping of like characteristics.
This recognises that we all respond to different triggers; it’s not one size fits all.
The social researchers at Queensland University of Technology anticipated players would stick out playing the game for 10 minutes each, which would be considered successful, but they played for 30 minutes, Horrocks says.
“Seventy-eight per cent of people who started the game finished it.”
And the outcome? The game helped each player save an average $219 for the year on energy.
Not bad in this day and age.
Horrocks is now on a program to scale up the program and make it available to other government agencies and potentially corporates.
CitySmart has been designed as a delivery authority for the sustainability programs designed by Brisbane City Council, which pays for half the agency’s costs – the rest coming from the private sector – but it is also able to help other government agencies and even corporates if the demand is there.
It’s clear that Horrocks, after taking the reins in August 2015 following a background in the energy sector, is relishing the challenge.
He says there is interest in the gamification program from the ACT government and possibly Victoria.
And there could be more judging by some conversations at AIRAH’s Future of HVAC conference in Sydney this week, where the game was a topic of conversation in between the sessions.
But there is more on the agenda than energy savings, crucial as it is for the growing number of “vulnerable people” who are struggling to pay energy bills.
Update on district cooling
Horrocks is also keen to finally get Brisbane’s district cooling system to work.
It’s taken longer than anticipated.
The reason is pretty simple, Horrocks explains. When government agencies deliver infrastructure they also have pretty good control of the management of that infrastructure – access to roads and so on.
But when the infrastructure is privately owned and embedded in public spaces the company needs to be pretty sure its hundreds of millions of dollars of investment is well-protected. And that’s not a straightforward thing.
Still, Horrocks says the legal agreements are nearly complete and the operator, Engie, expects to sign up its first customers soon. When this happens, the evidence from other cities around the world is that others will follow suit, Horrocks says.
Cutting food waste
Another big program CitySmart is gearing up for is to help Brisbane City Council in its goal of reducing food waste, which is a big component of greenhouse gas emissions in landfill, and which for some reason, has shot up in recent times.
The early indications are that food waste in the city has risen from around 55kg a person a year to around 70kg, perhaps as a result of more people living in apartments, but that’s still undocumented and something for the researchers to investigate.
There could be yet more council programs in the wings; it depends where the agency chooses to dip into. Not all programs are suitable for the team’s skillset and there is no particular imperative on which programs the agency decides to pick up.
It’s also free to help corporates if the demand is there, and why not?
As Horrocks points out there are plenty of sustainability programs sitting on websites, pretty much gathering dust since they were enthusiastically embraced years ago – evidence that great ambition isn’t always matched by capacity.
If the strategies’ owners want some help to dust them off, they’ll know where to come.