Dublin, Ireland September 30 - 1 October, 2004

1. Preparatory Workshop for Fourth National Communications from Annex 1 PartiesChapter 6: Education, Training and Public Awareness Dublin, Ireland September 30 - 1 October, 2004

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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 practicaltools to make it easy • Provide prompts, recognition & support to those who act • Improve access to existing programs, incentives and services that help

9. 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 thenorm 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

10. 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)

11. 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

12. 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

13. 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

14. 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?