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

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 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 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

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 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:• 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?