Download Deep South National Science Challenge Engagement Strategy

DeepSouthNationalScience
ChallengeEngagementStrategy
ThispaperwaswrittenbytheScienceLead(Engagement),DrRhianSalmon,in
consultationwithmembersoftheScienceLeadershipTeamandTechnicalAdvisory
CommitteeonEngagement.ItwasfirstpresentedtotheDSCBoardinDecember2015,
andupdatedinNovember2016.
ENGAGEMENTSTRATEGY:EXECUTIVESUMMARY
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ENGAGEMENTGOALANDOBJECTIVES
KEYMESSAGES
FUNDING
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1.DEEPSOUTHCHALLENGEENGAGEMENTSTRATEGY:GOALANDOBJECTIVES
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1.1DEEPSOUTHCHALLENGEMISSIONANDCENTRALCONCEPTS
1.2ENGAGEMENTSTRATEGYGOALANDOBJECTIVES
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2.DELIVERYANDMANAGEMENT
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2.1COMMITTEESANDOVERSIGHT
2.2WORKSTREAMS
2.3EVALUATIONSTRATEGY
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3.ENGAGEMENTACROSSANDABOUTDSCPROGRAMMES
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3.1KEYMESSAGESANDDESCRIPTIONS
3.2PROGRAMME-SPECIFICENGAGEMENT
3.3CROSS-PROGRAMMELINKAGES
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4.FUNDINGANDFUNDINGPROCESS
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4.1BUDGET
4.2FUNDINGPROCESS
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5.UNDERPINNINGRESEARCH
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5.1PILOTPROJECTS
5.2.CLIMATECHANGEENGAGEMENTSURVEY
5.3LITERATUREREVIEW
5.4AUDIENCESEGMENTATION/STAKEHOLDERMAPPING
ONLINERESOURCES
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DSCengagementstrategy–updatedNovember2016
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Engagement Strategy: Executive Summary
ClimatechangewillimpactNewZealandandNewZealandersinmanyways,andgood
decision-making,fromanindividualtoanationalscale,willrequireknowledgeofthese
expectedimpacts.ResearchsupportedbytheDeepSouthChallenge(DSC)willimproveour
understandingofclimatechangescienceanditsimpactson,andimplicationsfor,New
Zealandoverthenext100years.Itwillalsoenhanceourabilitytomakedecisionsinformed
byclimatechangeresearch.
EngagementGoalandObjectives
ThegoaloftheDSCEngagementprogrammeistocontributetoimprovingNewZealanders’
abilityandcapacitytomakedecisionsinformedbyDSC-relatedresearch.1Thiswillbe
deliveredbyfocusingonsixengagementobjectives:
1. EnsuringthatDSCresearchrespondstotheneedsofNewZealanders;
2. StrengtheningchannelswithkeyaudiencesandsectorswithregardtoDSC-related
climatechangeresearchtobuildsector-specificinterestin,andcapacityto
understandanduse,thisinformationtoenablemoreinformeddecision-making;
3. Establishingbroadpubliccommunicationandtwo-wayengagementaboutDSCrelatedclimatechangeresearchtoincreaseNewZealanders’awarenessof,and
abilitytoaccessanduse,DSCresearchoutcomessuchthattheyinformclimaterelateddecisions;
4. MaintainingcommunicationofDSCprogress(tothepublic,keystakeholders,and
funders,DSCresearchersandcommittees);
5. Buildingcapabilityforengagementaboutclimatechangeamongexpertsand
intermediaries(especiallyrelatedtomodelling,impactsandimplications,and
adaptation),andcontributingexpertisetoengagementledbyexternalpartners,to
ensureeffectivecommunicationanddialoguethroughandbeyondthedurationof
theDSC;
6. EvaluatingtheDSCengagementprogrammetoensurethattheprogrammedelivers
onitsgoalandcontributingtoacademicliteraturethroughresearchonfactors
enhancingtheeffectivenessofclimate-changeengagement.
Fourworkstreamshavebeenestablishedtodelivertheengagementobjectives:
Workstream1:TailoredEngagement(Objectives1&2)
TargetAudience:Peoplewhocandriveimprovementsindecisionmakinginkeyclimatesensitivesectors,includingfinance,infrastructureandnaturalresources;marginalisedor
low-incomecommunities;andsectorswhereNewZealand’scompetitiveadvantagemaybe
eroded.
1DSCresearchincludesenhancedmodellingcapacity,improvedpredictionsoffutureclimateand
itsimpactsandimplications,andnewunderstandingofAntarcticandSouthernOceanprocesses.
DSCengagementstrategy–updatedNovember2016
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Workstream2:BroadpublicandinternalEngagement(Objectives3&4)
TargetAudience:Membersofthepublicwhomakedecisionsthatcouldbeinfluencedbyan
understandingaboutclimatechangeresearch.Thisisawidescale,whichspansindividuals
whomaynotcurrentlytakeclimateintoconsiderationinanydecisions,toindividualswho
mightuseclimatedatatomakeaspecificdecision.(Thisdoesnotincludeschool-childrenas
aprimarytargetaudiencebutdoesincludefamily-focusedengagementandyoungadults.)
Workstream3:Capacity-buildingforengagement(Objective5)
Targetaudience:DSCresearchersandotherprofessionalswithclimateinformation
expertise;stakeholdersandthought-leaderswhocanactasfacilitatorsofengagementand
information-sharingwithkeysectors;andengagementandcommunicationprofessionals.
Workstream4:EvaluationandResearch(Objective6)
Targetaudience:DSCleadership,includingScienceLeadershipTeam,IndependentScience
Panel,andBoard;DSCfunders,particularlyMBIE;andtheinternationalresearchcommunity
inpublicengagementwithscienceandclimatechangecommunication.
ImplementationoftheengagementstrategyistheresponsibilityoftheScienceLead
(Engagement),inclosecooperationwiththeScienceLeadershipTeam(SLT),theTechnical
AdvisoryCommitteeforEngagement(TACE)andaRepresentativeUserGroup(RUG).
KeyMessages
KeymessagesoftheDeepSouthChallengefollow.Thesearealignedwitheachprogramme.
Theselectionofthesemessages,andtheirframing,willvaryfordifferentevents,activities,
andaudiences.Informationprovidedinparenthesesissupplementary.
• Climatechangeishappening
• Peopleneedreliableclimateinformationinordertobeabletomakeimportant
decisionsabouttheirfuture[Engagement]
• Themainareasofchangewillberelatedtomoreextremeweatherevents,
droughts,shiftsintypicalweatherpatterns,andsealevelrise[Impacts&
Implications]
• Givendiverselivingarrangementsandclimate-sensitivitiesacrossMāorisociety,
thereisagrowingneedtoknowmoreaboutthespecificimplications(includes
opportunitiesandrisks)ofachangingclimateforiwi/hapū/whānauandMāori
business.[VisionMatauranga]
• InordertomakemoreaccuratepredictionsoffutureclimateinNewZealand,we
needtodeveloptheNewZealandEarthSystemModel[EarthSystemModellingand
Prediction]
• ResearchinAntarcticaandtheSouthernOceanisimportanttobetterunderstand
key(high-latitude)processes(andtorepresentthemappropriately)intheNew
ZealandEarthSystemModel[ProcessesandObservations]
Funding
FundingforprojectsandactivitiesthatdeliverontheEngagementProgrammeGoaland
Objectivesisavailablethroughthreechannels:(i)commissionedworkfundeddirectlybythe
EngagementProgramme;(ii)projectsproposedbyexternalpartnersthatarefundedbythe
Engagementprogrammefollowinganapplicationprocess(see
http://www.deepsouthchallenge.co.nz/fordetails);and(iii)throughtheDSCContestable
fundingprocess(openforprojectsthatdeliveronanyorseveralDSCprogrammes,including
Engagement).FundingfromtheEngagementProgrammecanbeusedtosupporttimeand
costsfordevelopment,coordinationandreporting/evaluationofanactivity.
DSCengagementstrategy–updatedNovember2016
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1. Deep South Challenge Engagement
Strategy: Goal and Objectives
1.1DeepSouthChallengeMissionandcentralconcepts
TheMissionstatementfortheDeepSouthChallenge(DSC)is:
ThisChallengewillenableNewZealanderstoadapt,managerisk,andthriveinachanging
climate.Workingwithourcommunitiesandindustry,wewillguideplanningandpolicyto
enhanceresilienceandexploitopportunities.Thiswillbebuiltonimprovedpredictionsof
futureclimate,supportedbynewunderstandingofAntarcticandSouthernOceanprocesses.
TheChallengewillfocusontheeffectsofachangingclimateonkeyclimatesensitive
economicsectors,infrastructureandnaturalresources.
Thisbuildsonacentralconcept:
ClimatechangewillimpactNewZealandandNewZealandersinmanyways,andgood
decision-making,fromanindividualtoanationalscale,willrequireknowledgeofthese
expectedimpacts.ResearchsupportedbytheDeepSouthChallengewillimproveour
understandingofclimatechangescienceanditsimpactson,andimplicationsfor,New
Zealandoverthenext100years,andenhanceourabilitytomakedecisionsinformedby
climatechangescience.
TheDeepSouthChallengecontributestoallaspectsofclimatechangeresearchfromon-theground-observations,tomodellingthefutureclimateanditspotentialimpactsand
implications,toinformingdecision-making.AttheheartoftheChallengeisthedevelopment
ofNewZealand’sfirstEarthSystemModel,whichwillenableustomakemoreaccurate
predictionsabouttheimpactsandimplicationsofclimatechangeacrossNewZealandunder
differentconditions(e.g.,differentfuturelevelsofgreenhousegasemissions)globallyandin
NewZealand.TheDeepSouthChallengewillusethismodelanditsprojectionstoassist
sectorsandcommunitiesacrossthecountrytomakebetter-informeddecisionsinareasthat
willbeimpactedbyclimatechange.
Keyconceptswithinthisare:
- Modellingisessentialtounderstandtheearthsystemandpredictfutureclimate.
- Climatechangeisacomplexresearcharea.World-classphysicalscienceiscriticalfor
understandingtheearthsystemandpotentialimpactsandimplicationsofclimate
change;socialsciencesarecrucialforunderstandinghowtheseimpactswillinterface
withsociety;andengagementwithindividualsandcommunitiesacrossNewZealandis
necessaryforunderstandingdecision-makingneedsandprocessesandassistingNew
Zealanderstomakeuseofthescience.
- Increasingresiliencetoclimatechangerequiresreliablescientificinformationthat
respondstothedecision-makingneedsofNewZealanders,madeavailableand
accessiblethroughappropriatechannels.
DSCengagementstrategy–updatedNovember2016
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1.2EngagementStrategyGoalandObjectives
Thehigh-levelgoaloftheDSCEngagementprogrammeistocontributetoimprovingNew
Zealanders’abilityandcapacitytomakedecisionsinformedbyDSC-relatedresearch.This
researchincludesenhancedmodellingcapacity,improvedpredictionsoffuture
climateanditsimpactsandimplications,andnewunderstandingofAntarcticand
SouthernOceanprocesses.
Thiswillbedeliveredbyfocusingonsixobjectives:
1. EnsuringthatDSCresearchrespondstotheneedsofNewZealanders
2. StrengtheningchannelswithkeyaudiencesandsectorswithregardtoDSC-related
climatechangeresearchtobuildsector-specificinterestin,andcapacityto
understandanduse,thisinformationtoenablemoreinformeddecision-making
3. Establishingbroadpubliccommunicationandtwo-wayengagementaboutDSCrelatedclimatechangeresearchtoincreaseNewZealanders’awarenessof,and
abilitytoaccessanduse,DSCresearchoutcomessuchthattheyinformclimaterelateddecisions
4. MaintainingcommunicationofDSCprogress(tothepublic,keystakeholders,and
funders,DSCresearchersandcommittees)
5. Buildingcapabilityforengagementaboutclimatechangeamongexpertsand
intermediaries(especiallyrelatedtomodelling,impactsandimplications,and
adaptation),andcontributingexpertisetoengagementledbyexternalpartners,to
ensureeffectivecommunicationanddialoguethroughandbeyondthedurationof
theDSC
6. EvaluatingtheDSCengagementprogrammetoensurethattheprogrammedelivers
onitsgoalandcontributingtoacademicliteraturethroughresearchonfactors
enhancingtheeffectivenessofclimate-changeengagement.
Thefollowingtableillustratestherangeofactivitiestobeundertakeninsupportofthese
objectives(describedusingshorttitlesonly–seeaboveforfullerdescription):
DSCengagementstrategy–updatedNovember2016
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Objectives
Sampleactivities
1.EnsuringDSCresearch
respondstoNewZealanders’
needs
Activechannelsforpublicinput:
2.Workingwithkeysectors
toenablemoreinformed
decision-making
• Representativeusergroup
• Collaborationwithadaptationresearchrelatedtodecisionmaking(e.g.,communitiesofpractice)
• Developmentofengagementactivitiestailoredtospecific
sectors,communitiesandaudiences
• Developmentofresourcestailoredtospecificsectors,
communitiesandaudiences
• Establishmentoflinkageswithprofessionalassociations(e.g.,
engineers,planners,socialworkers)
• Representativeusergroup
• Stakeholderworkshopsandotherconsultation
• Surveys
• Feedbackassociatedwithengagementactivities
• Establishingprocessesamongresearchersforsystematically
integratingpublicinputintosettingresearchprioritiesand
modellingscenariosandassumptions
• Closecollaborationwithotherkeypartnersinvolvedin
engagementaboutclimatechangeresearch
3.Publiccommunicationand
2-wayengagementtohelp
informclimate-related
decisions
One-wayresources:
• Plain-Englishsummariesandfactsheets
• Infographics,animations,videos
• Websitecontentandinformationformedia
• Contributiontonewslettersofexternalpartners
Interactiveengagementactivities:
• Interactiveonlinetools,socialmedia
• Interviews,lectures,conferences
• Workshops,meetings,dialogueevents(e.g.,ScienceCafés)
• Classroomprogrammes
• Exhibitions,artsandculturalevents
4.ProvidingDSCupdatesand
information
ExternalDSC-specificcommunication:
• Researchpublicationsandassociatedpressreleases
• Regularnewslettersandprogressreports
• MediareleasesandwebsiteupdatesabouttheDSC
• Researcherandprojectprofiles
Internalcommunicationandmanagement:
• Managementofadvisoryandrepresentative-usergroups
• Communicationacrossinstitutions,programmesandprojects
5.Providingtrainingand
supportinclimatechange
engagement
• Trainingprogrammefor“influencers”acrossmanysectors
• Educational,trainingandpresentationmaterials
• SharingoutcomesfromCCII
• Sharingofinformationaboutclimatechangeengagement
activityinNewZealand
• ParticipationofDSCresearchersinexternalengagement
activities
• Peerreviewofinformationalmaterialspreparedbyother
organisations
• Collaborationandfundingagreements,orsub-contracts,
betweenDSCandexternalentities
6.Evaluationandresearch
• Datacollectionrelatedtoengagementactivitiesandoutcomes
DSCengagementstrategy–updatedNovember2016
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• Surveys/interviewsofresearchers,stakeholder
representativesandparticipantsinengagementactivities
• ProgressreportingbyDSCcollaboratorsandfundingrecipients
• Analysisofresultstoinformongoingactivityandstrategy
• Groundingofoutcomesinlongerresearchstudyintoeffective
engagementprocesses
• On-goingsurveyofNewZealandclimatechangeengagement
landscape(andDSCcontributiontothat)
2. Delivery and Management
2.1Committeesandoversight
ImplementationoftheengagementstrategyistheresponsibilityoftheScienceLead
(Engagement),incloseconversationwiththeScienceLeadershipTeam(SLT),theTechnical
AdvisoryCommitteeforEngagementandtheRepresentativeUserGroup.
RepresentativeUserGroup(RUG)-Inresponsetorecommendationsfromboththe
IndependentSciencePanelandtheBoardinSeptember2015,aRUGisbeingestablishedin
2016inconcertwiththemergeofaspectsoftheCCIIprogrammeintotheDSC,and
establishmentoftheI&Iprogramme.TheRUGisanadvisorybodythatwillprovidestrategic
inputtotheTACE,EngagementandI&IprogrammesandbroaderDSCresearch.
KeyelementsoftheRUG,asdefinedintheTermsofReference(ToR)follow:
“TheRUGisanadvisorybody,thepurposeofwhichistobeachanneltobuildrelationships
betweendecisionmakersandtheDSC.Itisnotintendedtobeagovernancebody.Itisa
mechanismtohelpensurekeydecision-makinggroupsareinforming,andinformedby,DSC
research.TheRUGwillprovidestakeholderperspectivesonresearchneedsandknowledge
transferrequirements,aswellasguidanceonopportunitiesforcollaborationandthe
alignmentofDSCactivitieswiththeprioritiesofthedifferentsectors,systemsandgroups
thatmakeupthewiderstakeholdercommunity.”
“TheRUGwillconsistofmemberswhocanprovideexternalperspectivesandstrategic
insight,andfacilitateengagementanddriveimprovements,indecisionmakinginthe
climate-sensitivesectorsmostaffectedbyextremeweather;drought;sealevelrise;and
shiftsintypicalweatherpatterns.
Proposedmembershipincludesrepresentationfrominsurance,banking,primarysector,
infrastructure,water,localandnationalgovernment,Māori,treasury,vulnerable
communities,andadvisorsonscienceandpolicy.
TechnicalAdvisoryCommitteeonEngagement(TACE)–TheroleoftheTACEistoprovide
anadvisoryroletotheEngagementProgrammeLead.Followingoverallapprovalofthe
strategybytheBoard,allocationoffundingandsupportforspecificinterventionsand
activitieswithintheprogrammearerecommendedbytheTACE,andapprovedbytheSLT.
Thisprocesshasbeentrialledwithsuccessinanumberofprojects,anexperiencewhichalso
informedtheExpressionofIntentprocessdetailedbelow.ThemembershipoftheTACEmay
DSCengagementstrategy–updatedNovember2016
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varyaccordingtodevelopingneeds,butwasestablishedwithmemberswithexperiencein
media,publicengagementresearch,localgovernment,business,andVisionMātauranga.In
addition,membersfromtheImplicationsandEngagementprogramme,andhost
organisation(NIWA)communicationsteamjoininanex-officiocapacity.
TheTACEmeetsmonthly,byvideoconference,scheduledtooccurbetweenSLTmeetings.
Thisenablesissuesthatariseinoneforumtobeaddressedinatimelymanner.Allmajor
newinitiatives,outputsorfundingdecisionsneedtobediscussedbybothTACEandSLT
groupsexceptintime-urgentsituations,wheresign-offfromtheDirectorandanappropriate
memberoftheTACE(dependingonexpertise)issufficient.Thesearethenratifiedatthe
nextSLTandTACEmeetings.
2.2Workstreams
ResearchcarriedoutfromJuly–November2015hasidentifiedfourworkstreamsforthe
Engagementprogrammetofocuson.Theseworkstreamsidentifyareasofcoordinationthat
requireaparticularskill-set.Weenvisagetheseworkstreamswillbecoordinatedbyatleast
twopart-timecoordinators,withtheexactdistributionofworkdependingonapplicantsand
theircapability.Thefourworkstreamsare:
1. TailoredEngagement
2. BroadpublicandinternalEngagement
3. Capacity-buildingforengagement
4. EvaluationandResearch.
Workstream1:Tailoredengagement
Thisworkstreamwillworkcloselywith,andbesupplementedby,theemergingI&I
programmetoensurekeydecision-makinggroupsareinformingandinformedbyDSCrelatedclimatechangeresearch.Itwillalsohelpensureasmoothtransitionbetween,and
continuityofactivitieswithin,theClimateChangeImpactsandImplications(CCII)
programmeandtheDSC.(Inlightofthis,theDSCpart-fundedaseriesofworkshopsin
September-October2016,inwhichCCIIshareditsoutcomes.Theseincludednotonlythe
characterisationofbiogeophysicalimpactsandtheirimplicationsforadaptation,butalso
identificationofkeydecision-makingareasandcommunicationchannels.)Thisworkstream
willensurethatDSC-relevantCCIIoutcomesandrecommendationscanbeupscaledto
bettersupportdecision-makingaboutclimatechangeinkeysectorsacrossNewZealand.
Centraltothisworkstreamwillbeestablishmentofcloseworkingrelationshipswithother
keyorganisationsengagedinsimilarworkthattargets“keyaudiences”toenablemore
informeddecision-makingrelatedtoclimatechangeresearch.
TargetAudience:
• Peoplewhocandriveimprovementsindecisionmakinginkeyclimate-sensitive
sectors,including:
o finance,infrastructureandnaturalresources
o marginalisedorlow-incomecommunities
o sectorswhereNewZealand’scompetitiveadvantagemaybeeroded.
Thepriorityisthesectorsmostaffectedbythefourclimatechangeimpactsfocusedon
bytheImpacts&Implicationsprogramme:extremeweather;drought;sealevelrise;and
shiftsintypicalweatherpatterns(eg,temperature,rainfallandwindstatistics).
DSCengagementstrategy–updatedNovember2016
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Tailoredengagement
Objectives
Activitiesandapproach
1.EnsuringthatDSCresearchrespondstotheneedsofNewZealanders
2.Strengtheningchannelswithkeyaudiencesandsectorswithregardto
DSC-relevantclimatechangeresearchtobuildsector-specificinterestin,
andcapacitytounderstandanduse,thisinformationtoenablemore
informeddecision-making
•
Buildingtargetedrelationshipswithkeysectors,includingprimary
industries(agriculture,forestry,fisheries),finance,transport,local
andregionalgovernment,centralgovernment,NGOs,activelocal
communities,insurance,energy,transport,healthcare,property,
recreationandtourismetc.
•
ClosecollaborationwithVMprogramme,andKahuiMāori,on
developmentofappropriateengagementmechanismswithhapuand
iwi
•
Coordinationanddesignof“stakeholderengagementmeetings”
•
Developmentoftargetedinitiativesthroughco-creationprocesses
withidentifiedsectorsandrepresentatives
•
CollectingandrecordingofDSCresearchprioritiesrelatedtoclimate
changedecisionmaking,andengagingwiththeSLTonrespondingto
thisinformation
•
CoordinationandsupportoftheRepresentativeUserGroup
•
EnsuringactivitiesacrosstheEngagementprogrammeinformtheDSC
researchpriorities
•
Pointofcontactforsector-specificenquiriesandactivities
•
Regularreportingonprocess,networks,andopportunities
•
Ensuringasmoothtransition,andstrengthening,transitionofCCIIto
DSCprogrammes
•
Providinginputintocapacitybuildingforengagementworkstream
Workstream2:Broadpublicandinternalengagement
Thisworkstreamwillberesponsiblefortheorganisingof,partneringwith,anddevelopment
ofcontentfor,engagementactivitiesintendedforthegeneralpublic.Itwillalsohave
responsibilityformediaandsocial-media,internalcommunicationsprocesses,TACE
coordination,andadministeringfundingprocesses.Activitiescoveredbythisworkstream
willfocusontwo-wayengagementrelatedtoincreasingawarenessof,andabilitytouse
informationthatresultsfrom,improvedpredictionsoffutureclimateandnew
understandingofAntarcticandSouthernOceanprocesses(thatwillemergefromDSC
research).Engagementrelatedtointegratedmodellingandadaptationwillthereforelikely
besupported,butactivitiesrelatedtoclimatemitigationorpolicyareunlikelytobe
supported.Inaddition,projectsfocusedontheprimaryandsecondaryeducationsector,and
artprojects,areonlylikelytobesupportedifaclearconnectioncanbemadetohowthey
willleadtomoreinformeddecision-makingaboutclimatechangeinthenearterm(e.g.,
throughassociateddialogueevents).
TargetAudience:
Membersofthepublicwhomakedecisionsthatcouldbeinfluencedbyanunderstanding
aboutclimatechangeresearch.Thisisawidescale,whichspansindividualswhomaynot
currentlytakeclimateintoconsiderationinanydecisions,toindividualswhomightuse
climatedatatomakeaspecificdecision.(Bythisdefinition,wedonotconsiderthatschool
childrenarecurrentlyinapositiontomakesuchdecisions,andthereforetheyarenota
primarytargetaudienceforthelimitedengagementbudget.Thisdoesnothoweverexclude
family-focusedengagement,orengagementwithyoungadults.)
DSCengagementstrategy–updatedNovember2016
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Broadpublicandinternalengagement
3.Establishingbroadpubliccommunicationandtwo-wayengagementabout
Objectives
DSC-relevantclimatechangeresearchtoincreaseNewZealanders’
awarenessof,andabilitytoaccessanduse,DSCresearchoutcomessuch
thattheyinformclimate-relateddecisions.
4.MaintainingcommunicationofDSCprogress(tothepublic,key
stakeholders,andfunders,DSCresearchersandcommittees).
Activitiesandapproach
•
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•
•
•
•
•
•
•
•
•
•
•
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PrimarypointofcontactfortheChallengewithregardtoengagement
Developmentofnewinitiativesandpartnershipsforpublic
engagement:eg,festivals,publicdebates,dialogueevents,museum
exhibits
Creatingcommunicationscontentforthegeneralpublic,includingpress
releases,contentforthewebsiteandtoolsforthemedia(eg
infographics,video,animations,etc.)
Identificationofmediastoriesandprimarycontacttothemedia,
creationofmediaevents
Socialmediaandsocialmediapolicy
Networkbuilding
Liaisonwithformalandinformaleducationsector&communitygroups
Coordinationandfollow-upofTACEmeetings
ManagementoftheEoIprocess
InternalcommunicationandcommunitybuildingwithintheChallenge
Branding:logos,imagery,templates,etc.
RegularnewsletterorwebsiteupdatesabouttheDSC
ConferencesforDSCresearchersandassociatesin2017and2019
ClosecollaborationwithVMprogramme,andKahuiMāori,on
developmentofappropriateengagementmechanismswithhapuand
iwi
Workstream3:Capacitybuildingforengagement
Thepilotprojectsandengagementsurveybothidentifiedalackofsufficientandappropriate
expertiseinNewZealandintailoringandcommunicatingclimatechangescience,andits
impactsandimplications,fordifferentaudiences.ThisisarguablyanareawheretheDSCcan
makeasignificantimpact,andisthefoundationfordevelopmentofthisworkstream.We
willseektoco-fundthisworkthroughpartnershipwithorganisationswithsharedinterests.
Thisworkstreamwillprovidetrainingandsupporttoarangeofintermediariesandother
communityandsectorleaderstoenablethemtocommunicatemoreaccuratelyand
effectively,andfacilitateclimatechangeengagementeventsandactivitiesacrossNew
Zealand.Thisincludesbothimprovingscientists’abilitytocommunicateeffectivelyto
variousaudiencesandimprovingothers’(e.g.,media,educators,artscommunity,
communityandsectorleaders)understandingofclimatechangescienceandhowit
interfaceswithdecision-making.
Thisworkstreamwillfocusonincreasingcapacityrelatedtofacilitatingunderstanding
relatedtoclimatechangemodels,impactsandimplications,adaptation,decision-making,
andengagement.Itisunlikelytoactivelyleadinitiativesfocusedonmitigationorpolicy,but
maysupportsuchactivitiesledbyothersby,forexample,sharingexpertise,co-promotion,
ordevelopmentofcomplementarytrainingactivities.During2017and2018,following
establishmentoftheRUGandfundingofthesecondcontestableround,thisworkstreamwill
supportanddesignworkshopsthatimprovefacilitationskillsrelatedtointegratingclimate
changeinformationintodecision-making.ThesewillbeofferedfirsttoDSCresearchersand
affiliates(forexample,membersoftheRUGandkeymembersintheirnetworks),andthen
DSCengagementstrategy–updatedNovember2016
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toexternalprofessionalswhocandemonstratehowthistrainingwillleadtodeliveryofthe
DSCEngagementObjectives1-3.Inaddition,aseriesofregularworkshopsandmaterialswill
buildcapacitywithintheresearchandengagementcommunitytodevelopprojectsthat
deliverontheDSCengagementobjectives.
Targetaudience:
• DSCresearchersandotherprofessionalswithclimateinformationexpertise
• Stakeholdersandthought-leaderswhocanactasfacilitatorsofengagementand
information-sharingwithkeysectors(identifiedbythetailoredengagementandI&I
programmes)
• Engagementandcommunicationprofessionals,includingengagementresearchers
Capacity-buildingforengagement
5.Buildingcapabilityforengagementamongexpertsandintermediaries,
Objectives
andcontributingexpertisetoengagementledbyexternalpartners,to
ensureeffectivecommunicationanddialogueonclimatechangethrough
andbeyondthedurationoftheDSC.
Activitiesandapproach
•
•
•
•
•
•
Workshopsand/orretreatstoenable“influencers”acrossmany
sectorstobecomeconfidentfacilitators,communicators,and
knowledge-brokersaboutclimatechange
Creatingaccessibleresourcesaboutclimatechangeresearch
outcomesthatareusefulforengagementactivities,eg,presentation
materials,informationsheets,handouts,linkstoreliableresources
andlatestdata
CoordinatingparticipationofDSCresearchersinexternalengagement
activities
Workshopsandmaterialstoencouragetheapplicationofexisting
engagementexpertisetoprojectsthatcandeliverDSCEngagement
objectives
Peerreviewofinformationalmaterialspreparedbyother
organisations
Respondingtocommunitydemandwithregardtotrainingneeds
Workstream4:EvaluationandResearch
Thisworkstreamwilldevelopandimplementanevaluationframeworkandinstruments
acrosstheactivitiesundertakeninWorkstreams1-3inordertomonitorandimprovetheir
effectivenessinaccomplishingObjectives1-5.Thedatathusproducedwillalsobeanalysed
andpublishedintheacademicliteratureinordertoimprovethestateofknowledgeon
climate-changeengagement.Thiswillinformbroaderresearchintoeffectiveclimatechange
communicationandengagement.MoredetailontheEvaluationstrategycanbefoundinthe
nextsection.
Targetaudience:
• DSCleadership,includingSLT,ISP,andBoard
• DSCfunders,particularlyMBIE
• internationalresearchcommunityinpublicengagementwithscienceandclimate
changecommunication
DSCengagementstrategy–updatedNovember2016
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Evaluation&Research
Objectives
Activitiesandapproach
6.Evaluatingtheengagementprogrammetoensurethattheprogramme
deliversonitsgoal;andcontributingtoacademicliteraturethrough
researchonfactorsenhancingtheeffectivenessofclimate-change
engagement
Activitiesarelikelytoinclude:
•
Interviewswithkeystakeholdersandrepresentativesofenduser
groups
•
InterviewswithDSCscientistsregardingknowledgeandutilizationof
publicinput
•
Surveysofengagement-activityparticipants
•
Monitoringofconventionalandsocialmedia
•
Monitoringofparticipationrates
•
Synthesisofresultsinthecontextofinternationalresearch
2.3EvaluationStrategy
Background,aimsandapproach
Scienceoutreachandpublicengagementareseldomsubjectedtomeaningfulevaluation.
Theyoftenlackclearlystatedgoals;itisassumedthatalloutreachisgoodoutreach.A
paucityofeffortsto‘carefullyexamin[e]whatworkedanddidn’twork’(Moser2010)in
outreachonclimatechangehasbeenwidelynoted,ashastheneedtoimplementamore
systematicapproachtoevaluation(Salmonetal.,2015;Serrao-Neumannetal.,2015).
TheaimsofevaluationbytheEngagementProgrammeare:
TodeterminewhetherengagementactivitiesareachievingtheEngagementobjectives
ToimprovetheabilityofengagementactivitiestoachievetheEngagementobjectives
Todemonstratetheachievementsoftheengagementactivitiesandtherebythe
EngagementProgramme
Tocontributetoknowledgeaboutengagementonclimatechange
EvaluationisthuscloselycoupledtotheobjectivesoftheEngagementProgramme.
Organisersofengagementactivitiesarerequiredtoexplainwhichobjectivestheiractivities
willhelpachieveandhowtheywilldothis.Theevaluationshouldprimarilydetermine
whetherortowhatextentthishasoccurred.
Methodsandreporting
Becausealargeproportionoftheengagementactivitieswillbeinitiatedbythoseoutside
theEngagementProgramme,theprecisenatureoftheactivities,andthereforethebest
approachtoevaluatingthem,cannotbeknowninadvance.However,sincetheobjectives
andprocessesoutlinedinthisdocumentwillguidetheirdevelopmentandfunding,itis
possibletomakeareasonableprojectionofthetypesofactivitiesthatwilloccur.Wecan
thereforeindicatethemethodsthatwillbeused,aswellashowtheywillbeused,ina
generalsense.Thisisshowninthetablebelow,whichpairslikelyevaluationmethodswith
Engagementobjectives.(Whereverpossible,theevaluationofdifferentobjectiveswillbe
combinedintooneintervieworsurveytominimisethenumberoftimesapersonis
interviewedorsurveyed.)
Thedatacollectedandanalysedintheevaluationworkstreamwillprovideanimportant
foundationformeetingtheEngagementProgramme’sObjective6,bycontributingtothe
DSCengagementstrategy–updatedNovember2016
12
internationalresearchliteratureon:1/whichfactorscontributetotheeffectivenessof
climate-changecommunicationandengagement;and2/approachestoandframeworksfor
evaluatingclimate-changecommunicationandengagement.Researchpaperswillbethe
responsibilityoftheEngagementProgrammeLeader,theEvaluationDirector,andthe
QuantitativeResearchInvestigator.
TheEvaluationDirectorwillreportquarterlytotheEngagementProgrammeLeader.These
reportswillencompassevaluationactivitytodateandanyresultingproposalsforchangesto
theEngagementProgrammeorparticularengagementactivitiestofacilitatemeetingthe
Engagementobjectives.Afinal,summativereportwillbedelivered3monthsafterthe
conclusionoftheDSC.
Objectives
Sampleactivities
1.EnsuringDSCresearch
respondstoNewZealanders’
needs
Interviewswithkeystakeholders/users/partnersto
elicitwhetherandhowtheirneedswereexpressed,
whether/howtheywereactedupon,andwhetherthis
resultedinmoreusefulinformation.
• InterviewswithDSCscientiststoelicitwhether/how
needswereunderstood,whether/howtheywereacted
upon,obstaclestorespondingtoneed
(Evaluationsurveysofstakeholders/users/partnersandother
participantsinengagementactivitiescanalsobeusedtocollect
dataonneeds,whichcanbefedintoDSCscienceplanning.)
2.Workingwithkeysectors
toenablemoreinformed
decision-making
•
•
•
3.Publiccommunicationand
2-wayengagementtohelp
informclimate-related
decisions
•
•
•
•
4.ProvidingDSCupdatesand
information
•
•
Interviewswithkey-sectorparticipantstoelicitviews
oneffectivenessoftheseengagementmechanisms
(e.g.,representativeusergroup,communitiesof
practice,scenarioworkshops,etc.)inenablingmore
informeddecision-making.
Documentingactivitiesundertakenbykeysectorsin
responsetoDSC/EPengagement
Collectionofquantitativedatarelatedtoreachof
communication,e.g.:mediastories,interviews,
quotations,citations;websitehits;socialmedia
reactionsandre-posts.
Collectionofquantitativedataonnumberand
demographicsofparticipantsinengagementevents
Surveysofparticipantsinengagementeventsto
determinewhetherspecific(DSC/EP-aligned)
objectivesoftheeventswereachieved
Qualitativequestionnairesconductedwithselected
participantsinengagementeventstoexplorewhether
andhowtheengagementeventsachieved(ordidn’t
achieve)theirobjectives.
CollectionofquantitativedatarelatedtoreachofDSC
updates,e.g.:mediastories,interviews,quotations,
citations;websitehits;socialmediareactionsandreposts.
SurveysofDSCinternalandexternalpartnersto
assesssatisfactionwithcommunication
DSCengagementstrategy–updatedNovember2016
13
Objectives
5.Providingtrainingand
supportinclimatechange
engagement
Sampleactivities
•
•
•
Collectingdataonnumbersandaffiliationsof
participantsintrainingprogramme
CollectingdataonparticipationofDSCscientistsin
externalengagementactivities
Surveysofparticipantsintrainingprogrammeto
assessitseffectivenessandhowitwasputtouse
Implementation
DrJoannaGovenhasbeenappointedastheEvaluationDirectorthroughKukupaResearch,
whichhasasub-contracttodelivertheEvaluationProgramme.DrGovenwillsuperviseand
coordinateevaluationactivities,aswellascarryoutmuchofthequalitativeevaluation.She
willberesponsibleforsynthesisingevaluationresearchoutcomesandmaking
recommendationstotheEPLeaderandwillreporttotheEPLeader.DrGovenhasacademic
expertiseinpublicengagementwithscienceandqualitativeresearchmethods,aswellas
practicalexperienceinimplementingandevaluatingpublicengagement.
DrGarySteelhasbeenappointedasQuantitativeEvaluationInvestigatorthroughasubcontractwithLincolnUniversity.DrSteelwilldesign,administer,analyseandreporton
quantitativeresearchtoevaluatetheeffectivenessofengagementactivitiesinmeetingthe
goalandobjectivesoftheDSCEngagementProgramme.Designofsurveyinstrumentswill
beundertakenincollaborationwiththeEvaluationDirector.HewillreporttotheEvaluation
Director.DrSteelhasexpertiseinquantitativeresearchmethodsandsocialpsychology,
includingpsychologicalaspectsofclimate-changemitigationandadaptation.
ThePartnershipsDirectorandEngagementCoordinatorwillcollectdatafortheevaluation
workstreamaspartoftheirexistingroles.EthicsapprovalwillbesoughtthroughVictoria
UniversityofWellingtonorLincolnUniversity.
3. Engagement across and about DSC
Programmes
EffectiveandusefulcommunicationaboutandbytheDeepSouthChallengerelieson
internalconsistencyacrossallprogrammes,especiallywithregardtopublic-facingkey
messagesanddescriptionsabouthowtheprogrammesinter-relateandcollaborate.These
factorsarearticulatedbelow.
3.1KeyMessagesanddescriptions
ThefiveprogrammesoftheDeepSouthChallengearesummarizedasfollows.This
informationisreiteratedinthewebsite,infographic,andothercommunicationcollateral.
Engagement[E]
HelpingNewZealanderstomakedecisionsinformedbyclimatescience,andtoinformDeep
SouthChallengeresearch.
VisionMātauranga[VM]
Strengtheningthecapacityandcapabilityofiwi/hapū/whānauandMāoribusinesstodeal
withclimatechangeimpacts,risksandadaptation.
DSCengagementstrategy–updatedNovember2016
14
ImpactsandImplications[I&I]
UnderstandingthepotentialimpactsandimplicationsofclimatechangeforNewZealandto
supportplanninganddecision-making,andaidadaptationefforts.
EarthSystemModelingandPredictions[ESMP]
DevelopingandutilisingtheNewZealandEarthSystemModeltoproduceimproved
projectionsofclimatechange.
ProcessesandObservations[PO]
Improvingourunderstandingoftheglobalclimatesystembyobservingprocessesin
Antarctica,theSouthernOcean,andtheatmosphere.
KeymessagesoftheDeepSouthChallenge,alignedwithprogrammes,areasfollows.While
thesearenotlistedinanyorderofpriorityorimportance,thepresentedordertellsa
coherentstory,withNewZealanders,andtheChallengemissionsetasthefocus.(Anequally
coherentstorycouldbepresentedforDSCresearchersthatstartswiththemessagesrelated
tothephysicalscienceresearch.)Theselectionanduseofthesemessages,andtheir
framing,willvaryfordifferentevents,activities,andaudiences.Informationprovidedin
parenthesesissupplementary,dependingontheaudience(forexample,itmightbeusedfor
clarificationforinformationbrokerssuchasmediaprofessionals)
• Climatechangeishappening
•
[E]Peopleneedreliableclimateinformationinordertobeabletomakeimportant
decisionsabouttheirfuture
•
[I&I]Themainareasofchangewillberelatedtomoreextremeweatherevents,
droughts,shiftsintypicalweatherpatterns,andsealevelrise
•
[VM]Givendiverselivingarrangementsandclimate-sensitivitiesacrossMāori
society,thereisagrowingneedtoknowmoreaboutthespecificimplications
(includesopportunitiesandrisks)ofachangingclimateforiwi/hapū/whānauand
Māoribusiness.
•
[ESMP]InordertomakemoreaccuratepredictionsoffutureclimateinNew
Zealand,weneedtodeveloptheNewZealandEarthSystemModel(thisrequiresa
supercomputertoperformmodelsimulationsandhandlethelargeamountsofdata
producedbythemodel)
•
[PO]ResearchinAntarcticaandtheSouthernOceanisimportanttobetter
understandkey(high-latitude)processes(andtorepresentthemadequately)inthe
NewZealandEarthSystemModel
3.2Programme-specificengagement
TheEngagementobjectivesproposedinthisstrategyweredesignedtoensuredeliveryof
theChallengemission,“toenableNewZealanderstoadapt,manage,andthriveina
changingclimate”.Withinthis,wealsohaveamandatetoensureappropriateEngagement
relatedtodifferentprogrammes.Inordertofacilitatethis,membersoftheEngagement
teamshavebeenidentifiedaskeyliaisonsforprogramme-specificengagement.Theseroles,
andexampleactivities,arepresentedbelow.
DSCengagementstrategy–updatedNovember2016
15
EngagementspecifictocommunicationofDSC-fundedresearchprojects(ie,withinEarth
SystemModelingandPredictions;ProcessesandObservations;VisionMātauranga;and
ImpactsandImplicationsProgrammes)
Engagementliaison:EngagementCoordinator
Examplemechanismsforengagement:
• capturinganddisseminatingresearchstoriesthroughvariousmedia–eg,video,
blogs,writtenarticles,interviews,socialmedia
• supportingDSCresearchersincommunicationandengagementinitiatives
• supportingDSCresearchersinprofessionaldevelopmentinengagement
• “pitching”researchstoriestomainstreammedia
• facilitatingopportunitiesforDSCresearcherstoparticipateinengagementevents
• providingengagementcontent(egpresentationmaterials)
• providingengagementproducts(egforconferences)
• facilitatingappropriatepartnershipswithexternalengagementprofessionals(eg
partnershipwithDSC-supportedengagementprojects)
AdditionalEngagementactivitiesandmechanismsspecifictosupportingVision
MātaurangaandImpactsandImplicationsataprogrammelevel:
VisionMātauranga
• Engagementliaison:EngagementCoordinator–pointofcontactforengagementabout
VMresearchprojects,andliaisonforsupportingVMprogrammeleadandKahuiMāori
ondeliveryofappropriateengagementmechanismswithhapuandiwi
• SandyMorrison,KahuiMāorirepresentativeonTechnicalAdvisoryGroupfor
Engagement
Examplemechanismsforengagement:
• PresentationsbyVMProgrammeLeadwithtargetedaudiences(suchasthesix
alreadydeliveredinAugust-October2016)
• Developmentofapan-VMeventtoprofileVMresearchandsharefindingsand
experiences,possiblyconnectedwithMāoriTVandVMprojectexhibitons(eg,
HuhanaSmith’sproject)
• Tailoredengagementwithhapu,iwiandMāoribusiness(e.g.throughhuiand
developmentofuser-specificinformation)asadvisedbytheVMProgrammeLeader
andtheKahuiMāori
• Dissemination,communication,andothersupportoftheengagementcomponent
associatedwithseveralVMprojects(e.g.informationsheets,events,workshops,
exhibitions,hui,presentations...)
• Encouragementandfosteringofengagementproposalsthatdeliveronthe
engagementobjectives,tailoredtodifferentMāorineedsandaspirations.
• HighlightingstoriescomingoutofVMresearch(suchasthemediacoverage
followingSandyMorrison’sproject)
DSCengagementstrategy–updatedNovember2016
16
ImpactsandImplications
Engagementliaison:PartnershipsDirector
ThereisasignificantareaofoverlapbetweentheI&Istrategyandthetailoredengagement
workstreamdetailedabove.Clarificationandcarefulnavigationoftherespective
responsibilitiesofI&IandEngagementprogrammesarethereforenecessary:
• Topreventduplicationofwork
• Topreventunintentionalundercuttingofwork
• Toenhanceinformation-sharing
• Toenhanceproductiveuseofresourcesthroughcoordination
• Topreventuncoordinatedtargetingofstakeholders
ThesimplestwaytoconsidertheboundarybetweentheprogrammesisthatI&Ifocuseson
“researchonImpactsandImplications”,andEngagementfocuseson“engagementabout
ImpactsandImplications”.Toillustratethis,itwouldbeappropriatefortheI&Iprogramme
todeveloptoolsandinformationinputsthatcanbeusedbytheEngagementprogrammein
itsengagementactivities.ExamplesofI&Iresearchunderthisdefinitioncouldincludemodel
outputs,empiricalestimationofadaptationresponses,scenariodevelopments,and
research-focusedmechanismsto:(a)co-produceknowledgeaboutimplicationswith
stakeholders(suchasthroughdialoguesandtightlyfocusedresearchorcommunitiesof
practice),(b)testtheeffectivenessofparticularmethodsforattainingstakeholder-related
outcomes(suchasadaptivepathways,identifyingkeydecision-drivers,identifyingchangeenablersetc.).
Theboundarybetweentheprogrammesremains,however,ablurrylinebecausesome
researchonImpactsandImplicationsconcernseffectiveengagementabouttheseissues.
Wethereforehaveoptedforacollaborativeapproachtomanagingthisissue,withregular
meetingsbetweenthetwoprogrammeteamsandclearnegotiationandarticulationof
responsibilitiesastheyarise.
Asanexample,thefollowingmechanismsforengagementstraddlebothprogrammes:
establishmentofaPartnershipsDirector,establishmentandsupportofaRepresentative
Usergroup,andsupportoftheDSCDialogues.Theirdeliveryhasbeennegotiatedbythe
twoprogrammesasfollows.Weareconfidentthatwecancontinuetoworkinthis
collaborativeway,andthatthelinesofresponsibilitywillbecomeincreasinglyclearwiththe
progressionofbothprogrammes.
TheDSCPartnershipsDirectorroleiskeytoensuringstrongsynergiesbetweentheImpacts
andImplicationsProgrammeandtheEngagementProgramme.Toensurethis,theroleis
housedwithintheEngagementteamdespitebeinglargelyfundedbytheImpactsand
Implicationsprogramme.Meetings,workshopsandconferenceactivitiesarrangedbythe
DSCPartnershipsDirectorareregularlyjoinedbytheI&IProgrammeLeadand,where
appropriate,theDSCDirectorormembersoftheBoard.Examplesincludemeetingswith
representativesfromthebusiness,insurance,water,bankingandprimarysectors;
representationoftheDSCattheclimateandbusinessconference(2016);andorganization
andfacilitationofworkshopsrelatedtoI&ItargetedresearchandCCIIresearchoutcomes.
CoordinationoftheRepresentativeUserGroup(RUG),anddeliveryofassociated
recommendations,isalsoakeyactivitythatstraddlesbothprogrammes.ThePartnerships
DirectorwillcoordinateandprovidestrategybehindRUGprocessandmanagement;theI&I
DSCengagementstrategy–updatedNovember2016
17
programmeleadwillprovideguidanceonRUGcomposition,keyrepresentatives,and
networks;theDSCDirectorwillChairtheRUG;andtheProgrammeLeadsforbothI&Iand
Engagement(ortheirrepresentatives)willattendRUGmeetingsinanex-officiocapacity.
AdvicefromtheRUGwillinformtheresearchprioritiesoftheI&Iprogramme.The
Engagementprogrammewillstimulatepublicdialogue,anddevelopassociated
communication,abouttherelevanceofandneedforthisresearch.
TheDSCDialoguesproposedbytheI&Iprogramme(seeseparatepaper)willfocuson
developingresearchprioritiesrelatedtospecificissuesorsectors(forexample,insurance).
WhiletheI&Iprogrammewillidentifythetopics,facilitatethedialogues,andidentifykey
stakeholdersandexpertswithinthem,theEngagementprogrammewillcreatemechanisms
forraisingawarenessabouttheseissuesandenableparticipationintheseconversationsby
awidernetworkacrossNewZealand.Thismaytaketheformofstoriesinthemainstream
mediaaboutthetopicandopportunitiesfordeeperdialogueandideaprogressionthrough
bothphysicalandvirtualspaces(eg,socialmediachannelslikeLoomio).
3.3Cross-programmelinkages
Recommendation3.1.2fromtheIndependentSciencePanel(February2016)thattheDSC
“shouldfurtherplanandfacilitatecross-programmelinkages,sothatfindingsfromthe
EngagementactivitiesinfluencetheresearchplansoftheotherProgrammes,andvice
versa”,correlatescloselywiththefirstEngagementobjective,“EnsuringthatDSCresearch
respondstotheneedsofNewZealanders”.Channelsmustbepurposefullycreatedto
ensurefeedbackandresponsebetweenprogrammes.ThesemainlyoccuratanSLTlevel,
withnewprocessesbeingintroducedin2016thatensureregularreportingbetween,and
responsefrom,programmes.Forexample,theDSC-fundedworkshopstoreportCCII
outcomestoparticipants(September-October2016)eachconcludedwitha90minute
session,facilitatedbytheDSCEngagementteam,thatfocusedoninformationandchannels
helpfulformakinginformeddecisionsaboutclimatechange.Outcomesand
recommendationsfromtheseworkshopsweresummarisedfortheSLT,witheach
programmeleadbeingaskedtoarticulatethewaysinwhichtheirprogrammescould(or
couldnot)respondtotherecommendations.Furthermethodsfor“closingtheinformation
loop”willbeimplementedin2017,forexamplebytheDSCDialoguesdirectlyinformingthe
tailoredI&Iresearchprogramme.
4. Funding and funding process
4.1Budget
TheEngagementprogrammewithintheDeepSouthChallengehad$1.69Mallocated,of
which$90kwasspentindevelopmentalwork.Thisleaves$1.6MallocatedfromJanuary
2016–June2019.Thetotalallocationisapproximately7%ofthetotalbudget.Inareportto
theDSCBoard(September2015),theIndependentSciencePanel(ISP)questionedifthiswas
adequate,givenitsimportance,andnotedthatafigurecloserto15%ofoverallinvestment
isrecommendedinAustralianbestpractice.Inacknowledgement,theSLThasidentified
opportunitiesfortheEngagementprogrammetoexplicitlydrawonadditionalfundsfrom
thecontestablepoolaswellasco-fundingfromtheI&Iprogramme.
DSCengagementstrategy–updatedNovember2016
18
AllEngagementproposalssubmittedthroughtheContestableprocessin2016were
unsuccessful.AlthoughthisreflectsaprioritisationatthattimetofillcriticalgapsintheDSC
researchportfolio,examinationoftheselectionprocessindicatesthattheseproposalswere
judgedbothbycriteriarelatedtoresearchexcellenceandbycriteriarelatedtodeliveryof
Engagementobjectives.Thiscreatesadditionalobstaclesthatunintentionallybiasthe
ContestableprocessagainstEngagementproposals.Inlightofthis,theSLTisproposinga
differentmechanismforEngagementinitiativestobesupportedthroughthecontestable
roundin2017.
TheDSCwillalsoleveragecapacityinmediaandcommunicationsfrompartnerinstitutions
atbothaprogrammeandprojectlevelaspartoftheiralignmentwiththeChallenge.Tothat
end,NIWAiscurrentlysupportingtheChallengethroughwebandcommunicationsexpertise
andAntarcticaNewZealandissupportingDSC-relevantcommunicationsduringtheAntarctic
season(forinstance,byprofilingDSCresearchthroughthevisitofJamieCurry,and
supportingavisitbytheDSCBoardChairtoAntarcticainthe2016-17season).Inaddition,
VictoriaUniversityisprovidingsupportfromtheirITandcommunicationsunitsthrough
promotionofindividualeventsandprojects,andbyenablingsmoothcommunication
channelsbothwithintheDSCpartnersandacrosstheNationalScienceChallengesthrough
useoflistservandvideoconferencingtechnology.Inaddition,theUniversitiesofOtagoand
WaikatohavecollaboratedonpressreleasesrelevanttoDSCprojectshostedattheir
institutions.FurtherworkcontinuesinbuildingthisnetworkofDSCcommunicationunits.
Thebudgetfrom2016-2019willbedistributedintoWorkstreams,asshowninFigure1.The
tailoredengagementworkstreamanditscoordinationisalsosupplementedbytheI&I
programme.(AttheirmeetinginFebruary2016,theISPadvisedthattheexactdistribution
acrosstheseworkstreamsremainfluid,inordertorespondtoopportunitiesand
developmentsduringthelifetimeoftheChallenge.)
DSCengagementstrategy–updatedNovember2016
19
Figure1:DistributionofEngagementbudgetbyworkstreams.ThetailoredEngagementand
CoordinationbudgetsaresupplementedbyadditionalfundsfromI&I.
4.2Fundingprocess
FundingwillbeavailableforprojectsthatcontributetotheDSCEngagementProgramme
objectivesthrougheithertheEngagementprogrammedirectly,ortheDSCContestable
process.Allapplicationsforfundingwillbeencouragedtodemonstratesomeconnection
withexistingorproposedDSCresearch,expertise,oroutcomes,aswellasdemonstrate
mechanismstodeliveronEngagementobjectives.
Itisappropriateforthesefundstobeinvestedinhumanresource(time)andcostsfor
development,coordinationandreporting.Itisalsoappropriatetocoverallcostsassociated
forparticipationofDSCresearchers.Itisunlikely,however,thattimeforDSCresearchersto
participateinactivitieswillbesupportedasthisisseenasanintegralpartofdissemination
ofresearch,whichisincludedinbasicsciencefunding.DSCresearchersarenotrequiredto
participateinsuchactivitiesasapartoftheirsub-contracts,butwillbeinvitedtodoso,with
areasonablelimitontheirtimeof1-5daysperyear,dependingontheirowninterest,
relevancetotheirresearch,andlevelofinstitutionalsupportforsuchactivities.
Experiencefromthecasestudiesidentifiedthatitisnotrealistictodistributeengagement
fundingannually,butratheramoreflexibleandresponsiveprocessneedstobedeveloped.
DSCengagementstrategy–updatedNovember2016
20
External parties are therefore able to apply for support from the funds relevant to the
workstreamsviaanExpressionofIntent(EoI)process,whichincludesTACErecommendation
andSLTapproval.Applicationsupto$3kmaybeapprovedatshorternotice,betweenofficial
fundingrounds.Totalexpenditurewillbecappedinaccordancewiththebudgettoensure
thatengagementactivitiesoccuracrossallstagesofDSCresearchandareresponsivetonew
opportunitiesandpartnerships.
ExperiencerunningtheEoIprocessthrough2016hasdemonstratedthatapplicantseither(a)
applyforfundingbasedontheirown“goodidea”thathaslittlerelationtotheEngagement
objectives;or(b)requiresubstantiallymorethanthe$3-8kguidelinesinitiallyproposedfor
thisfundingstream.Inresponsetothis,theresultant“underspend”oftheEoIbudget,and
thelackofEngagementprojectsfundedthroughthefirstContestableround,theupperlimit
oftheEoIprocesswillberaisedin2017and2018toallowformoresubstantial,longer-term
projects and funding of greater human resource. In addition, a series of workshops held
throughout2017,fundedfromthe“capacitybuildingforengagement”workstream,willhelp
tobuildexpertiseandcapacitytodeliverprojectsthatdeliverontheEngagementobjectives.
ThesewillbesupportedbyaparallelEvaluationprocesssupportedthroughtheEvaluation
workstream.
Forlargerprojects,requestingupto$300k,externalpartnersareencouragedtoapplythrough
theDSCContestableprocessdetailedelsewhere.Thesefundsareadditionaltothoseavailable
throughtheEngagementprogramme.
ThefirstEoIformsweremadeavailable,andsolicited,inconjunctionwiththereleaseofthe
Contestable process in February 2016. This was subsequently updated for clarification
processes.Theapplicationprocessfollows:
1. PIcontactsrelevantmemberoftheEngagementteamtodiscussproject.Ifthereisa
goodfit,PIsubmitsshortExpressionofIntent(EoI).PIsareencouragedtodevelop
theirproposalinconversationwithDSCpartners,includingmembersoftheSLT,
TACE,ProjectleadsandEngagementworkstreamcoordinatorstoensureagood
matchandincreasechancesofsuccess.
2. ProposalassessedbyTACE,whomakerecommendationsto:reject/revise/accept
theproposal
3. TACErecommendationsgotoSLT,whomakefinaldecisionto:reject/revise/
accepttheproposal
4. PIcontactedwithinformation.Ifaccepted,fundsreleasedwithin3weeks.If
rejected,PImayresubmitupdatedproposaltofuturequarterlyfundingrounds.
Projectsaretypicallyfunded50/50uponapprovalanddelivery,respectively.
Incaseswhereafastresponseisrequired,andamountsareunder$3k,documentation
shouldbecirculatedtoboththeTACEandSLT,butapprovalcanbegrantedfollowing
approvalby,ataminimum,oneappropriatememberfromtheAdvisoryBoardandtheDSC
Director.
Eligibility:
Anyonecanapply.
DSCengagementstrategy–updatedNovember2016
21
5. Underpinning research
InMay2015,theBoardapprovedinitialspendingfromtheEngagementbudgetonstrategy
developmentandassociatedresearch.Thisincludedpilotprojectsanddevelopmentof
initialcommunicationproductsandguidelines,preliminarymappingoftheengagement
landscapeinNewZealandrelatedtoclimatechange,areviewofinternationalandnational
literatureandconsiderationofdifferentapproachestoaudiencesegmentation.Thiswas
supplementedbynewresearchbyRhianSalmon,JoannaGoven,CatherineLeining,and
MicheleFontanaaswellasongoingconsultationwithmembersoftheTACE,SLTandISP.
5.1Pilotprojects
Theliteraturereviewrevealedanotablelackofpapersthatdocumenttheoutcomesof
practicalinterventionsandactivitiesinthecontextofthetheoreticalbasisforengagement
practice.Forthisreason,thepilotprojectswereespeciallyinformativeinidentificationof
keyareasforfutureattention.
Thefollowingpilotstudiesandexploratorycommunicationsinitiativeswereusedtoinform
theviabilityandopportunitieswithintheEngagementprogramme.Thesearepresentedin
thebelowtablealongwiththeobjectiveswithwhichsuchactivitieswould,infuture,be
consideredoraligned.Alloftheseinitiativesincludedsomeformofproposal,
implementation,feedbackand/ordebrief.Inaddition,manyproposalswerereceivedthat
werenotsupportedorfunded–inmanywaysthiswasasusefulininformingthestrategyas
followingtheprogressofthoseinitiativesthatwerefundedsinceitwashelpfulfor
identifyingtheboundariesoftheprogramme.Themajorityoftheinitiativesthatwerenot
supportedwerefocusedonmitigation,policy,outrightsponsorship(ratherthan
partnership),environmentaladvocacy,and/orsupportofindividualsratherthanprojects,
collaborationsorinitiatives.Successfulproposalsfocusedontwo-wayengagement,
opportunitiestoreceivefeedback,activitiesthatcouldbeevaluatedandupscaledor
reproducedifsuccessful,partnership-building,and/ordevelopmentofaDSC“brand”.
Activity
Activitygoals
Objective
Climate-KICClimathon
Partnershipwithnational
Broadpublic
andinternationalnetworks, communicationandtwodeliveryofdialogueevent,
wayengagement
testingdialogueand
feedback
EnsuringDSCresearch
respondstoneedsofNew
Zealanders
BetweenTwoWavesplay
Engagementofarts
Broadpublic
community;exploring
communicationandtwoboundariesofengagement wayengagement
programme;earlypublicity; testingevaluationprocess;
EnsuringDSCresearch
earlyfeedback
respondstoneedsofNew
Zealanders
DSCengagementstrategy–updatedNovember2016
22
Stakeholderevent,
Alexandra
Localcommunitydialogue;
informingresearch
priorities;engagementwith
localdecision-makers
Dramainschools,education Opportunitiestoengage
pilot
withschoolchildrenoutside
thecurriculum;partnershipbuilding;fundingproposaldevelopment
MediaRelease
DSC-specificengagement,
communicationsmaterial
formediaandalsointernal
updates
Engagementwithmedia
Pan-Challengeengagement
day
Sciencepartnershipontwo
documentaries
Infographicdevelopment
Collaborationonfunding
proposals:CoolScience,AI
climatedatatranslation
Strengtheningchannels
withkeyaudiencesand
sectors
EnsuringDSCresearch
respondstoneedsofNew
Zealanders
Broadpublic
communicationandtwowayengagement
Broadpublic
communicationandtwowayengagement
Maintainingcommunication
ofDSCprogress
Collaborationopportunities, Maintainingcommunication
internalcommunication
ofDSCprogress
Developmentoffunding
Broadpublic
opportunities,
communicationandtwoestablishmentof
wayengagement
partnerships
DSC-specificengagement,
Broadpublic
communicationsmaterial
communicationandtwoforintermediariesand
wayengagement
internalDSCpartners
Maintainingcommunication
ofDSCprogress
Developmentofpotential
Broadpublic
co-fundingandbuildingnew communicationandtwocollaborations
wayengagement
Buildingcapacityfor
communication
Whilemanylearningsandinsightsemergedfromeachindividualactivity,andeachalso
servedtocreatenewcommunicationsoutputsandstrengthenneworexisting
collaborations,theyalsoencounteredanumberofcommonobstaclestoimplementationor
fullachievementofgoalsorpotentialimpact.Thesearedescribedbelow.
I.
Lackofavailableexpertiseonclimatechangescience
Themainbottleneckinalmosteveryactivity,includingseveralwherefundingwaseithernot
requiredornotanobstacle,wasinprovidingsufficientandappropriatescienceexpertise
andpartnership.ThisisarguablyanareawheretheDSChasthemosttooffer,andcertainly
auniquefeatureoftheDSCprogramme.Thereisthereforeaneedtoextendthecapacity
andnumberofpeopleinNewZealandwithsufficientandappropriateexpertiseintailoring
DSCengagementstrategy–updatedNovember2016
23
andcommunicatingclimatechangescience,anditsimpactsandimplications,fordifferent
audiences.
Examples:DifficultyfindingappropriatespeakersfortheClimathonopeningeventand
judgingpanel,thepaneldiscussionafterBetweenTwoWaves,theAlexandracommunity
dialogueevent,andforworkingwiththeeducatorsdesigningthedramaactivityinschools.
Recommendation:TheDSCneedstobuildcapacityinpeoplewhohave(a)sufficient
knowledgeofthescienceofclimatechangeanditsimpactsandimplicationsforspecific
communitiesorsectors;(b)interpersonalskillsnecessaryforsensitiveandresponsive
engagement;and(c)broadinsightintotheimplicationsofclimatechangedatafordecisionmaking/relevantinformationrequiredfornavigatingarangeofdecision-makingprocesses.
Thesekeyspeakersandfacilitatorsdonotnecessarilyneedtobescientists,butcouldalsobe
representativesfromarangeofprofessionsincludingmedia,education,policy-making,and
sector-specificinfluencers.Thiswillmassivelyincreasethepotentialforsupportinginformed
decision-makingaboutclimatechangeacrossNewZealandbeyondthelifetimeoftheDSC.
Response:ThisisthefocusofproposedWorkstream3:Capacity-buildingforengagement.
II.
LackofclearandconsistentDSCmessaging
Allpilotprojectsrequirednotonlylogosbutalsostandardtext,commonmessaging,and
easytofindinformationabouttheChallenge(eg,forintroducingspeakersandsponsorsas
wellaspromotionalcontent).TheDSCrequiresstrong,clear,messagingandassociated
resourcesthatmakeexternalcommunicationabouttheChallengeeasytopropagateandas
consistentaspossible.Thisincludesfundamentalmarketingproductsandactivitiessuchas
makingavailablelogos,taglines,keymessages,standardtext,acolourpalette,approved
images,etc.,aswellasestablishmentofengagingsocialmedianetworks,strong
partnerships,andareputationforprofessionalism,deliveryandeaseofcollaboration.
ClearinternalcommunicationprocessesandsenseofDSCidentityandpurpose(aswellas
awarenessofresearchoccurringacrossallDSCprogrammes)arealsocentraltoensuring
consistentandpositiveexternalmessagingandDSCprofile,andstrengtheningrelationships
withpotentialnewpartners.Thisincludesensuringtransparencyandregularupdatesacross
boththesciencecommunityandtheirinstitutionalrepresentatives,includingsenior
management,researchoffice,andcommunicationsstaff.
Examples:Inadditiontologos,standardtext,commonmessaging,andeasytofind
informationabouttheChallenge,severalcollaboratorsaskedforinformationaboutstandard
imagesandcolourpaletteandallmediaprofessionalsidentifiedtheneedforataglinesince
“DeepSouthChallenge”isopaqueinmeaning.FeedbackfromindividualPIsinthe
Challenge,aswellascommunicationswithresearchofficestafffromtheirinstitutions,
identifiedalackoftransparentintra-Challengecommunication.Thecross-Challenge
engagementdayalsoidentifiedalargegapinexpectationsandassumptionsbetweenthe
sciencecommunityandcommunicationsprofessionalsinvolvedinallChallenges.Onamore
positivenote,collaborationonfundingproposalswithbothexistingandpotentialnewDSC
partners,whichrequiredasignificantinvestmentintime,wasfoundtosubstantially
strengthenrelationshipsandinallcasesledtosupportofnewprojectsandpartnerships.
DSCengagementstrategy–updatedNovember2016
24
Recommendation:Developbrandingguidelines,includinglogo,taglines,keymessages,
standardtext,acolourpalette,andapprovedimages.Establishclearandstraightforward
processforengagementpartnerships.StrengtheninternalDSCmessagingthroughregular
updates(eg,ane-newsletter),maintenanceofanupdatedwebsitewithsubscription
feature,andincreasingaccessibleresourcesandinformationabouttheChallenge.Establish
clearlinesofcommunicationandpointsofcontactandagreementonacommunications
protocol.Forresearchers,organiseinternalworkshops/conferencesandpersonalcontact
forkeypartnerswithatleastonememberoftheSLT.Remainingopenandaccessiblefor
new,innovativeactivitiesproposedbyexistingandpotentialnewpartnersalsocreatesa
cultureofopencommunication,andsupportofpartnershipopportunities.
Response:
CommunicationProducts:TheDSCreleasedanupdatedwebsiteinMay2016,whichhas
associatedfunctionsformorefrequentNewsandUpdatesandane-newsletter,thefirstof
whichwascirculatedinSeptember2016.Futureeditionsareexpectedtobereleasedevery
6-8weeks.Inaddition,aDSCinfographicwasfinalisedinFebruary2016,whichhasproven
tobeveryhelpfulforstakeholderengagement.
CommunicationBrandingandProcess:During2015,theDSCdevelopedabranding
guideline,acommunicationprotocolformediapartnerswithintheDSC,andcommunication
guidelinesforDSCresearchers.Thevisualelements(includinglogos)andtaglinesdeveloped
fortheinfographicwereintegratedintothewebsite,acentralDSCpowerpointpresentation
forusebyDSCresearchersandassociates,andothercollateral.Thebrandingguidelines
weresubsequentlyupdatedinJune2016,followingreleasebyMBIEofbrandingguidelines
forallNSCs.
CommunicationMessagesandAudiences:Theinfographicandwebsitepresentshort
descriptionsforeachprogramme,whichwerefurtherlinkedtokeymessages.Inaddition,
articulationofpriorityaudiencesandsectorswasclarifiedthroughestablishmentofthe
workstreams.
Communicationcollaboration:Ameeting(June2015)formediaprofessionalsinvolvedin
theDSCandtheSustainableSeasChallenge,dedicatedtoaddressingconcernsof
communicationsstaffinvolvedwiththeseChallenges,ledtodevelopmentoftheDSC
communicationsprotocol.InOctober2016,ameetingbetweencommunications
professionalsassociatedwithalltheNSCsoccurred,fromwhichanumberofnew
collaborationshavebeenstimulated.TheDSCwillprovideachannelfortheseprofessionals
tocommunicateandmeetwitheachotheronaregularbasis.
InternalCommunication:WorkshopsforresearchersinvolvedintheESMP/POprogrammes,
andI&Iprogrammeoccurredduring2016.Twopan-DSCconferencesareplannedfor2017
and2019,withapossibilityofprogramme-specificworkshopsin2018asneeded.
Workstream1:Broadandinternalengagement,retainsongoingresponsibilityforthese
issues.ThisincludesdeliveryofregularDSCupdatesandsupportoftheworkshopsand
conferences.
III.
Needforfast,flexibleandconsistentresponse
TheDSCneedstobeclearonitsengagementboundaries(eg,withregardtomitigationor
policy-relatedactivities)andbeabletorespondquicklytorequestsforpartnershipin
engagementactivitiesastheyarise.Whilesomelargerprojectsmayrequireweeksto
monthstodevelop,othersthatrequirelessfunding,orsciencepartnershipratherthan
financialsupport,requireafastresponse.
DSCengagementstrategy–updatedNovember2016
25
Examples:TheClimathonandAlexandrastakeholdereventbothrequiredaresponsewithin
aweek.Inaddition,severalrequeststhatwererejected(eg,fromtheScienceMediaCentre
tosupportajournalisttocoverCOP21inParis;fromMotutoprovideseedfundingfor
developmentofaclimatemitigationtool;andfromanactivistgrouptosupportalecture
series)alsorequiredafastresponse.Thisisespeciallyimportantforthoseinitiatives–often
suggestedbyestablishedpartnersandcolleagues–thatareunlikelytobefunded,or
borderline,sothatstrongrelationshipsaremaintainedandtheyarenotleft“inthedark”.In
severalcases–includingtheaboveexamples-anydelayinmakingadecisionand
respondingwasdirectlyassociatedwithextendeddiscussionswithintheTACEand/orSLT
aroundwhetherornotitwasappropriatefortheDSCtosupportsuchanactivity.
Recommendation:Arobust,efficientandclearapprovalprocessneedstobedeveloped.This
mustbesupportedbyaclearstatementoutliningthegoalsandobjectivesofthe
Engagementprogramme,andanexplicitstatementaboutthekindsofactivitiesthatare
likely,orunlikelytobesupported.(Eg,activitiesrelatedtomitigationorpolicyareunlikely
tobefundedunlesstheyalsocontributetootherobjectivesoftheDSCEngagement
programme;theDSCismorelikelytoprovidesupportaspartnersthanoutrightsponsorship;
somecomponentofevaluationwillbeexpected).Inaddition,thefundingallocationneeds
tokeepsome“reserve”forunexpectedopportunitiesthatfitfirmlywithintheDSC
Engagementobjectives.
Response:TheEoIprocess,managedbyWorkstream1:broadandinternalengagement,
enablesarapidandconsistentrequest,response,andapprovalprocesses.Thegoaland
objectivesoutlinedinthisstrategyprovideclarificationontheboundariesofappropriate
engagementactivities.ThisupdatedstrategydocumentwillbepublishedfollowingBoard
approval,andasummaryofkeycontentpostedasanassociateditemontheDSCwebsite.
ThiswillbeusedasafoundationforclarificationoftheEngagementProgrammeobjectives
withprospectivepartners.
IV.
Importanceofrelevantandempoweringtailoredevents
Targeteddialogueeventsneedtoberelevant,meaningfulandempoweringforthe
participants;ie,theyneedamotivationtocontributeandparticipate,andtoseehowthis
eventwillinformdecision-making/theirlives.Partnershiponevents,afocusongenuinecoproductionofknowledge,andoutliningplansforcontinuityofprogressarekey.
Examples:TheDSChassupportedthreestakeholder/dialogueeventsin2014and2015.The
first,inWellingtoninNovember2014,wasdesignedsolelytoinformtheDSCResearchand
BusinessPlan.WhiletheSLTreceivedextremelypositivefeedbackthattheywere“onthe
righttrack”followingthisconsultation,anequallystrongmessagewasthatofbeing
sensitiveto“stakeholderfatigue”,especiallysincemanychallengeswereinthisearly
consultationphase.Therewerenoclearbenefitsfortheparticipantsofthiseventbeyond
shapingtheDSCChallenge,andseveralclearlyhopedtheywouldn’tbecalleduponfortheir
expertisetoooften.
ThiswasinstarkcontrasttoboththeClimathon(Wellington,June2015)andAlexandra
event(November2015),whichbothinvolvedpartnershiponcoordinationandpurpose,and
includedgenuineopportunitiesforcoproductionofknowledge.TheClimathonledtothe
developmentoffourrobustbusinessplansrelatedtoaddressingclimatechangein
Wellington,aswellasastrengthenedengagedcommunitythroughaseriesof“collaboration
cafes”heldoverthesubsequentfourmonths.TheAlexandraeventledtoastrengthened
DSCengagementstrategy–updatedNovember2016
26
localcommunity,newlocalactions,andpresentationofadocumentwithoutcomesofthe
eventtolocalcouncillors.Inbothcases,feedbackbyparticipantswaspositiveandincluded
adesiretoseecontinuityandprogress,andtoparticipateinfuture,similarevents.
Recommendation:Wherepossible,partnerontailoredstakeholderengagementeventsthat
leadtogenuineco-productionoutputs.Whilethismaydilutethefocusonquestions
specificallydesignedtoinformDSCresearch,itwillattractabroadercommunityof
participantsandleadtoamoreempoweredandengagedevent.
Response:Workstream3:Tailoredengagement,isresponsiblefordevelopmentof
appropriatestakeholderengagementprocessesandactivitiesthatareresponsivetothe
needsandprioritiesofthespecificaudience,providemechanismsforco-productionand
continuity,andensurethattheprioritiesofNewZealandersinformDSCresearch.An
exampleofdialogueeventsfacilitatedbythisworkstreamaretheCCIIworkshops
(September2016).Outcomesfromtheseworkshopswerepresentedinaninformation
papertotheDSCBoardthatoutlinesboththefeedbackreceivedfromstakeholders,andthe
proposedresponsetothisfeedbackbytheSLT.
5.2.ClimateChangeengagementsurvey
From23Octoberto6November2015,theEngagementProgrammedistributedavoluntary
surveyto374peoplespanning292organisationsrepresentinggovernment,research,
business,NGO,education,cultureandmedia,tocollectinformationaboutcurrentclimate
changeengagementactivityinNewZealand.Recipientswereencouragedtocirculatethe
invitationfurtherasappropriate.Responseswerereceivedfrom127people,someintheir
personalcapacity.Aseparatereportcontainingthepreliminaryfindingsanddatawillbe
madepubliclyavailablefollowingapprovaloftherespondents.
Whilethesurvey’sfindingsshouldnotbeconsidereddefinitiveduetothelimitationsofthe
study,ahigh-levelanalysisraisedthefollowingconsiderationsfortheDSCengagement
strategy:
1. Abroadanddiversearrayoforganisationsandindividualsservingdifferent
constituenciesarealreadyconductingclimatechangeengagementactivitiesinNew
Zealandandoverseasandcouldconstitutebothtargetaudiencesandpartnersor
collaboratorsforDSCengagementactivities.Manysurveyrespondentsexpressed
interestinworkingwiththeDSCinsomecapacity.
2. Currentclimatechangeengagementactivitiescanbebroadlygroupedintothree
categories:thosewithageographicfocus,thosewithasectoralfocus,andthose
whichaddresscross-cuttingissues,capacitiesordisciplines.
3. Organisationsmaynotdefineorconstraintheirclimatechangeengagement
activitiesaccordingtofirmdistinctionsbetweenclimatechangescience;impacts,
adaptationandvulnerability;andmitigation.Organisationswhichhaveaprimary
focusononeareaofclimatechangemayneedinformationonotherareasto
providecontextforengagement.
4. Thereiswidespreadconfusionoverexpectations,implicationsandthecontentof
eventsmarked“climatechange.”Evenifothersconflatemitigationandadaptation,
orphysicalclimateimpactsandbiologicalclimateimpacts,theDSCEngagement
Programmeshouldsetclearparametersarounditsexpertiseandinvolvement.
DSCengagementstrategy–updatedNovember2016
27
5. EndusersofDSC-relevantresearchwouldvaluetechnicalinformationinformsthat
canbeappliedpracticallytodecisionmakingintheirspecificcontext.Thishighlights
theneedforcapacitybuilding,includingspecialisedtraining,amongintermediaries
whocanhelptobridgetheinformationdividebetweenresearchersandendusers.
6. Thereisaneedforbettermechanismsforinformationsharing,coordinationand
collaborationacrossorganisationsinvolvedinclimatechangeengagement.
Detailedanalysisoftheoutcomesofthissurveyhasbeenusefulforidentifyinggapsand
opportunitiesintheclimatechangeengagementlandscapeinNewZealand.
5.3Literaturereview
TheDSCEngagementstrategyinvolvesboth“mainstream”publiccommunicationactivities
aswellasinterventionsdesignedtoenableeffectiveandinformeddecision-makingrelated
toclimatechange.Inordertoensurethatbothaspectswerebothgroundedininternational
literatureandbestpractice,andalsoapplicableandappropriateforaNewZealandcontext,
abroadliteraturereviewwascarriedoutandcollatedthroughasharedlibrary.Weintendto
curatethisfurtherandpublishitasapublicresource,whichwillitselfbeavaluable
contributiontotheDSCEngagementprogrammeoutputs.
Thefollowingkeytextswereusedtoinformthestrategydevelopment,severalofwhichare
excellentsummariesofresearchtodate.(Theseareincludedheretobothtoillustratethe
research-groundingonwhichthisstrategywasdeveloped,andsuggestsourcesforthose
interestedinfurtherreading.)
Internationalliterature:
BainPG,MilfontTL,KashimaY,etal.2015.Co-benefitsofaddressingclimatechangecan
motivateactionaroundtheworld.NatureClimChange.doi:10.1038/nclimate2814
Moser,SusanneC.2014.“CommunicatingAdaptationtoClimateChange:TheArtand
ScienceofPublicEngagementWhenClimateChangeComesHome.”WileyInterdisciplinary
Reviews:ClimateChange5,no.3:337–58.doi:10.1002/wcc.276.
Moser,SusanneC.2010.“CommunicatingClimateChange:History,Challenges,Processand
FutureDirections.”WileyInterdisciplinaryReviews:ClimateChange1(1):31–53.
Swart,L,Briedbroek,R,Lourenco,TC.2014.ScienceofAdaptationtoClimateChangeand
scienceforadaptation,FrontiersinClimateChange 4(2)Article29:1–6.
Wibeck,Victoria.2014.“EnhancingLearning,CommunicationandPublicEngagementabout
ClimateChange–SomeLessonsfromRecentLiterature.”EnvironmentalEducationResearch
20(3):387–411.
NewZealandliterature:
Chetty,K,VDevadas,andJSFleming.2015.“TheFramingofClimateChangeinNewZealand
NewspapersfromJune2009toJune2010.”JournaloftheRoyalSocietyofNewZealand45,
no.1:1–20.doi:10.1080/03036758.2014.996234.
Evans,L.,Milfont,T.,&Lawrence,J.2014.ConsideringLocalAdaptationIncreases
WillingnesstoMitigate.GlobalEnvironmentalChange25,69–75.
Hopkins,Debbie,ColinCampbell-Hunt,LynetteCarter,JamesE.S.Higham,andChrisRosin.
2015.“ClimateChangeandAotearoaNewZealand.”WileyInterdisciplinaryReviews:Climate
Changedoi:10.1002/wcc.355.
DSCengagementstrategy–updatedNovember2016
28
HorizonResearch,“NewZealanders’ClimateChangeActionsandAttitudes”,preparedfor
MotuEconomicandPublicPolicyResearchandtheSustainableBusinessCouncil,Sep2014
Milfont,TacianoandPetarMilojev.2015.“Socio-StructuralandPsychologicalFoundationsof
ClimateChangeBeliefs.”NewZealandJournalofPsychology44(1):17–30.
Moser(2010)providedausefulfoundationforexploringthechallengesandopportunities
foreffectivepubliccommunicationaboutclimatechange,includingquestionsrelatedto
goals,audience,framing,keymessages,messengers,channels,andevaluation.Wibek
(2014)wasparticularlyusefulforsituatingthegoalsandoutcomesofthecasestudies,and
providinginsightintowhereDSCengagementactivitiescouldcontributetoresearchinthis
field.Whilethereisagrowingbodyofresearchinthemulti-disciplinaryfieldof“Climate
ChangeCommunication”,therearestillfewpublishedstudieswhichpresentthe
experiencesoftranslatingtheoreticalbestpracticeinadeliverableprogramme.We
thereforefeelthattheDSCcanmakeavaluablecontributioninthisregard.Thispreliminary
researchhasalreadyledtoaninvitationtocontributeaNewZealand-focusedchapterof
7,000wordstoanEncyclopaediaofClimateChangeCommunication(submittedforreview,
May2016)thatisbeingcompiledbyOxfordUniversity;aninternationalsymposiumon
publicengagement;andoneinternationalandtwonationalandconferencesonscience
communicationandpublicengagement(2015-2016).Theliteraturereviewandinvitations
havethereforestrengthenedourcommitmenttocontinuingaresearch-grounded
programme,andtocontinuingtoinvestsome(relativelysmall)proportionofthe
Engagementprogrammetoresearch,presentationandpublicationofthisbroaderwork.
5.4Audiencesegmentation/stakeholdermapping
Differentaudiencesrequiredistinctframesandmessages,whichwedescribeas“tailored
communication”.Thereare,however,manywaysthatwemightseparate“NewZealanders”
intodifferenttargetcategories.Forexample,theymaybecategorisedbybeliefabout
climatechange,bysector,byareaofclimatechangeimpact,bytypesofdecisions,orby
capacitytounderstand,useandinformDSCresearch.Alloftheseclassificationsintersect,
producingaverycomplexpicture.Hereweoutlineanumberofapproachesusedelsewhere
aswellasanapproachdevelopedespeciallyforconsiderationbyDSC.
I.
ClimateChangeBeliefs
Onecommonapproachhasbeentosegmentpotentialaudiencesaccordingtotheircurrent
beliefsaboutclimatechange.ArecentstudybyMilfont(2015),basedonarepresentative
surveyofover6,000NewZealanders,reportedthefollowingdistributionofclimatechange
beliefs:Climatebelievers(53%);Undecided/Neutral(30%);ClimateSkeptics(10%);and
Anthropogenicclimateskeptics(7%).Thatistosay,47%ofNewZealandersdonotagree
withthestatement“Mostscientistsagreethathumansarecausingclimatechange”.This
doesnot,however,necessarilymeanthattheyhavenoconcernaboutclimatechange;they
mightjustperceivedisagreementamongscientists.ArecentHorizonsurvey(2015)of2,200
NewZealandersfoundthat87%expressedatleastsomeconcernabouttheimpactof
climatechangeonsocietyingeneral,and84%expressedatleastsomeconcernaboutthe
impactofclimatechangeonthempersonally.
Arguably,oneofthekeyDSCaudiencesdefinedbythisapproachtosegmentationarethe
30%ofthepopulationwhoareundecided/neutralaboutanthropogenicclimatechange.
Thisbroadcohortwillformsomecomponentofthosepublicstargetedbythebroad
engagementworkstream,andthroughactivitiesledbykeyintermediariessuchasmedia,
DSCengagementstrategy–updatedNovember2016
29
educatorsandcommunityleaders.Successfulapproachestoengagingthisgroupmay
includecollaborationwithotherpartnersandissues(eg,otherNSCs).Thisbuildsonresearch
(Bain2015)thatshowsthatpositiveframingiscriticaltoeffectiveengagementand
behaviourchange,forexample,focusingonco-benefitsofclimatechangeactionsuchas
health,stewardshipfornatureandotherlocalenvironmentalandsustainabilityissues,
ratherthanonclimatechangeitself.The53%ofthepopulationwhoare“climatebelievers”
arealsoanimportantaudiencefortheDSCastheycanbekeyintermediaries,change
leaders,andambassadorswithinboththeirpersonalandprofessionalcommunities.
Therewillalsobekeysectors(eg,agriculture)whosemembersmaylargelybelongtothe
47%“undecided/neutral”and“skeptic”categories,andwhowillalsobethefocusoftailored
engagementinitiativesduetothesectorwithinwhichtheybelong.Inordertoavoidriskof
engaginginapoliticalratherthanscientificdebate,theDSCdoesnotintendtodesign
targetedengagementactivitiesforanyofthesespecific“climatebeliefs”,butwillrather
designtargetedengagementforsectorsorcommunitiesinwhichboth“believers”and
“skeptics”maybefound.
II.
Otherapproachestoaudiencesegmentation
Itisalsopossibletocategorise“NewZealanders”bysector,climatechangeimpacts,typesof
decisions,orcapacitytouseDSCresearchoutputs.
Acommonapproachistotargetaudiencesaccordingtosector.Forexample:Government,
includinglocalandregionalcouncils,centralgovernment,embassiesandotherCrown
entities;Economicactorsincludingspecificsectorssuchasagriculture,forestry,fisheries,
finance,tourism,transport,insurance,energysector,property,healthcare,recreationand
tourism,IT,smallenterprises,businessassociations;Civilsocietyorganisationsincludingiwi,
environmentalandsocialNGOs,tradeunions,foundations,educationassociations,young
people(nextgeneration),localcommunities,citizengroups(eg,conservation),climatefocusedgroups,religiousgroups;K-12education,media,communicationandother
professionalintermediariessuchasschools,museums/zoos/aquaria/reserves,festivals,
mediaprofessionalsandnetworks,socialmedia,informaleducationgroups,arts
communities,sciencecommunicatorsandotherfacilitators;andScientificresearch,
includingotherNSCs,Universities,CRIs,overseasresearchpartners,IPCC,WCRPandother
scienceresearchersfromotherdisciplines.
Othersadvocateengagementtailoredtoareasdefinedbyecologies,geographies,or
infrastructures/serviceslikelytobeimpactedbyclimatechangeinparticularways.For
example:Freshwaterresources,Terrestrialandfreshwaterecosystems,Coastalsystemsand
low-lyingareas,Marinesystems,Foodsecurityandfoodproductionsystems,Urban
infrastructure,Ruralinfrastructure,Humanhealth,Humansecurity,Livelihoodsandpoverty.
Related,butstilldistinct,isanapproachthatfocusesonaudiencesaccordingtothetypesof
decisionsthatthey(willneedto)make.Forexample:financing/investment,risk
management,landuse,resourceconservation,energy/food/watersecurity,spatialplanning,
infrastructuredevelopment,markets/supplychains,disasterplanning/response,healthcare,
lifestylechoices,emissionsmitigation
Finally,audiencesmayalsobesegmentedaccordingtotheircapacitytounderstandand
apply(and/orinform)DSCresearch.Inthiscase,simply:low,medium,high.
DSCengagementstrategy–updatedNovember2016
30
III.
Influencevstime
Inarecentsurvey(Archie,unpublisheddata,2014),electedofficialsacrossNewZealand
identifiedthetopthreehurdlestoadaptationimplementationas(1)budgetconstraints;(2)
lackofpublicawarenessofdemandtotakeaction;and(3)lackofperceivedimportanceto
thepublic.Further,thetopfour“mostimportantfactorspreventing[respondents]from
planningforadaptationtoclimatechange”werereportedasbeingalackoflocallyspecific
information,lackofpoliticalwill,budgetconstraints,andlowcommunitypriority.This
indicatesaneedtodesignengagementactivitiestargetedat“voters”ingeneral,aswellas
tailoredtospecificsectorsandcommunities,andprovidesafoundationforourdecisionto
developworkstreamsfocusedonboth“broad”and“tailored”engagement.
Thebelowfigureprovidesahypotheticalillustrationofanewapproachtoaudience
segmentation,stillbeingrefined,inwhichpotentialcommunitiesandsectorsareconsidered
accordingtotheirtimeavailabilityorcommitmenttotheissue(thesearecombinedonone
axisbecausebothhavetheeffectoflimitingthepreparation,includingacquisitionof
knowledge,necessaryforsuccessfuladaptation),andtheirinfluencepercapita.Ontheleft,
forexample,areactorswhomaynothavesignificantindividualinfluenceondecisionmakingaboutclimatechange,butwhocanmakeasubstantialcontributioncollectively–for
example,byinfluencingtheirlocalelectedofficials.Ontheright,areindividualswhohave
thepotentialtohavegreaterindividualinfluence,anddifferentdegreesofeithertimeforor
commitmenttoclimatechangeissues.Weusethisprimarilytoillustratehowthebroadand
tailoredworkstreamscomplementeachother,andintersect.
Specificaudiences,sectorsandcommunitiesthattheDSCwill“target”willbecomemore
definedduring2016/2017,inresponsetoanalysisoftheoutcomesfromtheCCII,closer
integrationoftheCCIIintotheDSC,andestablishmentofarepresentative-usergroup
throughthetailoredworkstream.
Figure2:Hypotheticalpopulationsegmentationinrelationtoopportunitytoinfluenceclimatechange
decisionsandtimeorcommitmenttotheissue
DSCengagementstrategy–updatedNovember2016
31
OnlineResources
Thefollowingareallavailablefordownloadfrom
http://www.deepsouthchallenge.co.nz/resources-and-information
• ExpressionofIntentprocessandformforEngagementfunding
• DeepSouthChallengecommunicationsandbrandingfiles
• DeepSouthChallengeLogos
• Communicationschecklistforresearchers
• Fullcommunicationsprotocolandprogrammebylines
• DeepSouthChallengeInfographic
• DeepSouthChallengeWorddocumenttemplate
• DeepSouthChallengePowerpointtemplate
[email protected]
DSCengagementstrategy–updatedNovember2016
32