Presentation on theme: "Delivering Environmental Monitoring Data to Decision Makers"— Presentation transcript:
1Delivering Environmental Monitoring Data to Decision Makers CSIN Learning Event #22Presentation by Carissa WielerCanadian Sustainability Indicators Network
2Introductions Please spend 1 minute introducing yourself Your name Your area of workYour interest in this topic
3Order of Introductions Barb Buckland, Environment CanadaBob Cox, BC Ecosystems BranchBill Dalton, Ontario Ministry of Natural ResourcesNancy Doucet, Centre for Sustainable WatershedsMarlene Doyle, Ecological Monitoring and Assessment NetworkIsrael Dunmade, Mount Royal College, AlbertaMattu Gevan, Environment CanadaLynn Husted, BC Ministry of Water, Land and Air ProtectionWendy Kalkan, Municipality of Pincher Creek, AlbertaSteve Litke, Fraser Basin CouncilTadeu Malheiros, University of Sao Paulo, BrazilTom Niemann, BC Ministry of Forests and RangeLionel Normand, Toronto and Region ConservationCarey Oglivie, Environment CanadaAndy Sharpe, Clean Annapolis River ProjectLuc Vescovi, Ouranos
4Premise for ResearchHow can monitoring groups be more strategic about delivering their information to decision-makers?As part of that strategy, how can monitoring groups convert their data into information and knowledge in a way that can be used by decision-makers?
5Research GoalsTo identify practices that enable community-based monitoring groups to successfully deliver their data to decision-makers.To address both the “push” and the “pull” for environmental monitoring data.
6Push Pull Data Community –Based Monitoring Groups Decision-Makers and Policy-Makers
7Sometimes, it’s hard to coordinate the push and pull… …even when there’s a connection
8Research Protocol Literature review 15+ semi-structured interviews with 6 community monitoring groups:Rocky Mountain Trench National Resources Society, BCArctic Borderland Ecological Knowledge Coop, Northern CanadaBlack River First Nation / Tembec, ManitobaMonitoring the Moraine, ONH2O Chelsea, ONAtlantic Coastal Action Plan, Cape Breton
9Research OutputsTraining session at the Ecological Monitoring and Assessment Network (EMAN) National Science MeetingPaper and worksheets distributed via EMAN and CSIN
10This Learning Event Opportunities for engagement: Ideas and practices for delivering data and knowledge to decision-makersFeedback on approach and concepts
11Quick PollWho here is familiar with the Ecological Monitoring and Assessment Network (EMAN) and/or the Canadian Community Monitoring Network (CCMN)?Who is planning on attending EMAN’s National Science Meeting in Winnipeg?
14What is an impact strategy? An impact strategy consists of the steps you take to ensure that the work you do will leverage real progress on key issues or concerns.It is proactive in nature, and adaptive in a public policy environment where priorities of governments and citizens can shift and change.
15An impact strategy builds on communications activities… Traditional Communications ActivitiesPurposeGoal is to effect change and to identify your potential role as a change agent.Goal is to ensure people understand the findings and recommendations.AudienceSmall group of key actors and those who have access to those actors.Broader audiences.TimingDeveloped at the beginning of a monitoring and assessment process, monitored and adjusted throughout the process.Part of the impact strategy; usually implemented towards the end of the strategy when findings and recommendations are known.
16UNEP’s Impact Strategy Adopted by the United Nations Environmental Protection Agency (UNEP)IISD’s Knowledge and Communications Team developed this approach internallyUNEP subsequently expressed interest in itIt is being applied in UNEP’s Global Environmental Outlook (GEO) Resource BookA capacity building manual for integrated environmental assessment (IEA)
17Components of an Impact Strategy Creating the change statement. What you would like the impact of your monitoring data to be?Relationship management. Identify the key actors and processes that you are seeking to influence, and build connections to them.Knowledge management. Gather and analyze the data.Opportunity management. Move the knowledge into the hands of those you want to influence.Monitoring and improvement. Determine whether your impact strategy is working, and adjust it as necessary.
18Step 1. What is the change you seek? Step 5. Monitoring and EvaluationStep 2. Who are the people and what are the processes that are positioned to have influence on the change?Step 4. What are the key opportunities to communicate?Step 3. What knowledge do they/we need?
19Relationship Management PullRelationship ManagementImpact StrategyKnowledge and Opportunity ManagementPush
20Step 1. What is the change you seek? What would you like to see changed or done differently as a result of your monitoring?An impact statement may be broad, may identify key policy mechanisms, or may focus on one priority area.
21Examples of Change Statements A change statement may be broad, such as getting policy makers to use the data.Key departmental decision-makers will use the information gathered during the monitoring to develop policy priorities around integrated watershed management.(adapted from ACAP CARP)
22(adapted from ACAP Cape Breton) Examples of Change StatementsThe change statement could identify key policy mechanisms.The Committee on the Status of Endangered Wildlife in Canada (COSEWIC) will declare the yellow lamp mussel a Red Listed Species, as a result of our monitoring work.(adapted from ACAP Cape Breton)
23Examples of Change Statements The change statement could focus on one key priority you want your findings to address.The municipality will use the information gathered from our monitoring to assess the performance of current water quality policies.(adapted from Monitoring the Moraine)
24Step 1. What is the change you seek? Step 5. Monitoring and EvaluationStep 2. Who are the people and what are the processes that are positioned to have influence on the change?Step 4. What are the key opportunities to communicate?Step 3. What knowledge do they/we need?
25Step 2. Who are the people and what are the processes that are positioned to have an influence on the change you seek? (Relationship Management)What are the perspectives of those you want to reach?How do these people acquire information?Who do they trust?Who are the people they listen to, and how can you reach them?The core concept of relationship management is maintaining the connections and influence over time.
26PracticesIdentify policies and processes your monitoring could influencefind out from local planners what policies the municipality would like to monitor but haven’t (within the realm of your interest area) (MTM)find out what processes are currently underway, such as the red listing of a species (ACB), or long term plans that will require monitoring (MTM)
27PracticesBecome knowledgeable about who the opinion leaders and champions are in the communitystart by talking with representatives from various stakeholder groups; find out who is who and what the relationship dynamics are (RMTS)attend stakeholder meetings and other events that helps you understand the perspectives of those you want to build relationships with (RMTS)host a local workshop and invite a broad range of people; follow up with those who attend (they will likely be the champions) (MTM)
28Practices Build relationships with leaders and champions meet with the new mayor and/or councilors, provide brief materials, a concise overview of your work and make a small, yet clear request (RMTS)invite multiple stakeholders to sit on an advisory board for your group – include scientists, planners, industry, NGOs (MTM, RMTS, ABEKC)overcome us/them barriers by identifying common goals that work for “all of us” (MTM, RMTS)
29Your thoughts (10 minutes) What has been your experience with identifying people and processes that you would like to influence?What have been the “take away” messages from your experience?
30Step 1. What is the change you seek? Step 5. Monitoring and EvaluationStep 2. Who are the people and what are the processes that are positioned to have influence on the change?Step 4. What are the key opportunities to communicate?Step 3. What knowledge do they/we need?
31Step 3. What knowledge do they need and do we need Step 3. What knowledge do they need and do we need? (knowledge management)Analyze what they need to know, and what you need to know that will help them take or influence the decision.Consider how to build trust in your final product, such as using trusted monitoring protocols.Increase the relevance and salience of your findings by including decision makers and stakeholders in the process.Ensure greater legitimacy through participation of scientists in the knowledge development process.
32Step 3. What knowledge do they need and do we need? Convert your data into information and knowledge that can be more directly applied by policy makers.
33ExamplesThe Arctic Borderlands Ecological Knowledge Coop provided insight into relationships between weather, snow, overflow, caribou calving, and local livelihoods. This led to further research at a University.Monitoring the Moraine partnered ecological monitoring and policy monitoring to better understand their inter-relationships in the Oak Ridges Moraine. Capacity to monitor both science and implementation of policy is increasing in the community.
35Your thoughts (10 minutes) What has been your experience with turning data into information and knowledge for delivering to those you want to influence?What have been some of the key lessons learned?
36Step 1. What is the change you seek? Step 5. Monitoring and EvaluationStep 2. Who are the people and what are the processes that are positioned to have influence on the change?Step 4. What are the key opportunities to communicate?Step 3. What knowledge do they/we need?
37Step 4. What are key opportunities to communicate Step 4. What are key opportunities to communicate? (opportunity management)Move knowledge into the hands of those you want to influence.Take advantage of key windows to move the monitoring findings into the hands of others, and creating opportunity directly.The development of “key messages” is essential in this step.Key messages are short, simple, plain language statements that capture the essence of the work.
38Develop a communications strategy Include:Communication goalsTarget audiencesObjectives for each audienceGuidelinesStrategy TimetableContact database
39PracticesProvide annual reports to a target audience (like city council) (H20 Chelsea)Have your report “translated” by someone working at city hall (i.e. a sustainability coordinator) to better reach policy makers (H2O Chelsea)Keep it simple, be relevant, use clear and plain language for all audiences (ABEKC)Follow issue cycles in the media and develop “sticky” messages (H2OChelsea, MTM)
40Step 1. What is the change you seek? Step 5. Monitoring and EvaluationStep 2. Who are the people and what are the processes that are positioned to have influence on the change?Step 4. What are the key opportunities to communicate?Step 3. What knowledge do they/we need?
41Step 5. Monitoring and Evaluation Measure incremental changes in attitudes, actions and behaviours.Identify and map incremental changes that will lead to decisions or changes you are seeking.Track interactions with your contacts and the media.
42A Possible Continuum of Behaviour Changes in Target Actors Receiving informationInformation sent to target actorsMeetings are set up with target actorsSeeking and processing informationTarget actors seek information from others to verify information from monitoring reportMedia reports messages that are consistent with monitoring dataActingTarget actors issue new policy briefs, white papers, frameworks, regulations, other responses.DemandingTarget actors ask for more work from monitoring group (e.g., follow-up investigations, additional monitoring parameters).
43Examples of Incremental Changes City Council meets specifically to review H20 Chelsea’s Annual Report and develop a response strategy.The Arctic Borderland Ecological Knowledge Coop was asked to provide data for an Environmental Assessment process in the McKenzie Delta.The yellow lamb mussel was declared a red listed species based on monitoring data from ACAP Cape Breton.
44Your thoughts (10 minutes) What are you thoughts about the Impact Strategy approach?What are it’s strengths and limitations?What parts were more or less clear than other parts?