Transcript Education, Training and Public Awareness

Preparatory Workshop for Fourth National
Communications from Annex 1 Parties
Chapter 6: Education, Training and Public
Awareness
Dublin, Ireland
September 30 - 1 October, 2004
Outline of Presentation
 Snapshot of Canadian PEO Programs
 Best Practices In Measuring & Reporting
 An Approach to Measuring & Reporting
What is the One-Tonne Challenge?
• Measuring & Reporting: The One-Tonne
Challenge
 Canadian Efforts to Create A Measurement
Framework Across Policies & Measures
 Summary and Conclusions
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Snapshot of Canadian Programs & Initiatives
 Canada active in all areas of Article 6 with programs
and educational resources
 Many federal, provincial agencies & NGOs involved –
• Learning resources for teachers, linked to
provincial curriculum
• Training on energy management for
industrial/commercial & institutional sectors
• Information targeted to health professionals
• Regional Impacts posters for educators and NGOs
• Interactive web information and tools on climate
change, its impacts and what Canadians can do
Snapshot (cont’d)
 300 different energy efficiency and alternative energy
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print publications provide “how-to” information
Funding for community groups on climate change and
clean air supports local initiatives
Network of PEO Hubs co-funded between provinces,
territories & federal government, support & coordinate
regionally-tailored outreach
Fact sheets created by Meteorological Service of
Canada explain science behind the issue
TV Documentaries, eg. “The Great Warming” and
exhibits popularize information
Success stories of international cooperation & support
for capacity building provide models to others
One-Tonne Challenge encourages individual action
Best Practices in Measuring & Reporting PEO
Programs – Some Ideas
 A baseline from which to measure progress is a critical
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starting point
Explicit targets for the program provide the basis for
measurement
A logic chain should show how activities lead to results
Short term indicators needed to demonstrate early
impact -reach, awareness & recall of campaign, #s of
partners, web site visits, requests for info
Important also to measure reach & engagement of
partners, intermediaries, participants
Ongoing communications with key players will facilitate
easy capture of their activities and results
Best Practices: Measurement & Reporting
(cont’d)
 While many activities can be quantified to show progress, eg.
Publications distributed, communities participating, visits to
web site & sign-ups, value of partner leverage
 Need to select 5-10 key indicators for tracking purposes
 Important also to capture “softer”, qualitative impacts in a PEO
program
 These 5-10 key indicators, tracked over time, mark progress
towards long term outcomes
• Increased understanding, changed attitudes, behaviour
changes
• Long term outcomes are the most difficult & most important
to measure & report
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An Approach to Measuring & Reporting:
The One-Tonne Challenge
What is the One-Tonne Challenge?
• A call to action for Canadians to reduce their personal emissions,
launched March 2004
• Managed by Natural Resources Canada and Environment Canada, with
support from Transport Canada
• A social marketing program that combines:
– a national marketing backdrop to create broad awareness
– and partnerships with private sector, communities, youth and
educators to provide opportunities for action “on the ground”
• An opportunity for all sectors of society to get involved in achieving an
important national and int’l goal
• Flagship PEO program on climate change
Measuring & Reporting: The One-Tonne
Challenge
Began with Baseline Research…
• Extensive Survey of adult Canadians completed April ’03 on awareness,
understanding, attitudes, actions of Canadians
– Added public opinion research, lessons learned & an Int’l Social Marketing
Experts’ Forum to complete our research
With knowledge of “barriers” from our research, we developed objectives:
– Create awareness, understanding & knowledge of benefits to taking
personal action
– Offer practical tools to make it easy
– Provide prompts, recognition & support to those who act
– Improve access to existing programs, incentives and services that help
Measuring & Reporting (cont’d)
Our logic model works back from “ultimate outcome” to
activities
“Ultimate Outcome”
• Contribute to a Canada where lifestyle choices which reduce emissions and
minimize climate change are the norm
Our “Intermediate Outcomes” are steps towards the long term vision – an
increase (from baseline) in specific, measurable, behaviour changes, for
example:
• Driving less; driving “smarter”
• Increasing home energy efficiency
• Buying energy efficient appliances
• Installing compact fluorescent lights
Measuring & Reporting (cont’d)
The next step down in our logic model are “Immediate
Outcomes”
– Awareness and recall of campaigns (60% unaided and aided,
50% recall of advertising, 10,000 unique visitors monthly to
web site, 10% of visitors pledging to take the challenge)
– Increased understanding of importance of action, opportunities,
benefits, efficacy (% increase from baseline TBD)
– Increased participation in community, youth and educational
efforts (% increase from baseline TBD)
– Reach through partners & intermediaries (private sector,
communities, youth, educators)
Challenges
 Still working on some specific targets and the 5-10 key
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indicators for OTC
Complex set of many behaviours we are seeking to influence
(i.e. not like an anti-tobacco campaign)
Behaviour change is long term; most significant results will be
beyond current program duration
In the short term, difficult to report outcomes beyond awareness
& recall, partner participation
Social marketing experts in Canada and internationally struggle
with measuring “soft” outcomes, particularly from community
engagement processes
In programs such as OTC, attribution is an issue, given the role
to encourage uptake of other targeted measures
Canadian Efforts to Create Measurement
Framework Across Policies & Measures
 Canada’s Treasury Board developing a Results Management &
Accountability Framework (RMAF)
• Have built a horizontal logic model across departments of all
cc policies and measures
• Engaged senior managers in developing performance
measurement strategies
• Asking departments to develop performance stories for each
area including outcomes, investments, drivers of
performance (or non-performance)
• Each department is responsible for measuring and reporting
its initiatives within this framework
• The OTC logic model fits within this RMAF – outcomes
support broader cc outcome
 This Framework provides consistency, transparency and
accountability in measuring progress – a complex and
demanding initiative
Summary
 Telling the PEO Performance Story requires:
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Upfront research & planning
Setting goals based on research
Creating a clear logic that builds from activities to results
Selecting the 5-10 key indicators to track
Putting in place mechanisms to gather both soft & hard data
on a continuous basis (from all key players)
Ongoing communications with key players to facilitate easy
capture of their activities and results
 But, behaviour change programs pose particular challenges:
measuring “soft” outcomes; showing short term results and
linking these to long term outcomes; and attributing results to
program activities
Conclusions
 Tackling measuring & reporting takes dedicated
resources and commitment
 To be worth the time & effort, measurement &
reporting must serve a purpose for decision-making
 Areas of discussion
• Are there similarities between challenges and best
practices in measuring & reporting PEO and other
climate change programs?
• How are you tackling these challenges?