Mapping the Big Green Challenge - The Skills & Learning ...

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128 Chapter 7.9 – Low Carbon Connections7.9.2 Challenger Group TypesThere is a greater proportion of registered companies and charities in this category than over thewhole data set, with just six of the applications from informal groups. Many of these wereorganisations from within the sector: student groups targeting students, academics aiming toimplement measures within Higher Education institutions. The Challenger groups tackling specificsectors are, therefore, essentially ‘grassroots’ in that they have emerged from within their owncommunity.The exceptions are the workplacebased proposals, where the Challengerorganisation is aiming to change the10behaviours of its own staff. (This is8based on the impression that these6applications have emanated from themanagement of these organisations, 4which appears to be the case but is 2not always explicit in the applications.) 0The workplace applications are allfrom registered charities: largeorganisations with over 30 staff thathave been in existence for at least 10 years.7.9.3 Project ProcessesChart 96 – Connections, challenger groupformalities273 3Sectors and Groups9Single organisation(work-based)CharityRegistered companyConstituted groupUnconstituted group7.9.3.1 Behaviour ChangeAs regards strategies for behavioural change, present in 20 of the applications, these Connectionsproposals do have a better than average range of the Four ‘E’s (Engage, Encourage, Enable,Exemplify) and a high number combining Action, Understanding and Value measures compared withthe full data set. Bearing in mind that only proposals with behavioural change as a carbon reductiongoal are included in this calculation, it is perhaps surprising that this category has the highestproportion of Action/Understanding/Values combined of all the proposal categories. This is possiblyrelated to the systemic nature of most of the proposals (the Zones are the second highestAction/Understanding/Values and these are also highly systemic). Having decided on a scheme toreduce carbon emissions in a particular sector, the Challengers aim to tackle emissions in all parts ofthe sector, and the different emission goals are tackled with different strategies. Taking eachelement of the proposal, it is less likely that all behavioural change mechanisms will be brought tobear on a single goal.Appleby Ltd July 2009
Mapping the Big Green Challenge 129Chart 97 - Combinations of behavioural change approaches (action, understanding,values), comparing Zones, Local Projects, Youth Schemes, Services and ConnectionsLow Carbon ZonesAUV27101222Low Carbon ProjectsAUV989191Action Understanding ValuesLow Carbon Youth SchemesAUV228322Action UnderstandingAction ValuesUnderstanding ValuesLow Carbon ServicesAUV1383154Action onlyUnderstanding onlyLow Carbon ConnectionsAUV143210% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%Excludes 'Product Only'proposalsThere was a strong ‘insider’ element to the approaches adopted whereby Challengers feel they knowhow their sector works and devise strategies on that basis. For example, students understand thechallenges of living away from home for the first time, and use this asa starting point for embedding energy consciousness into the lifestyle of their target audience of fellow students. They alsoknow that competition between groups and including socialaspects are effective techniques for this sector. Committedorganic food growers understand both the supply chain and theprocesses involved in agriculture, so can identify opportunitiesfor carbon reduction and the implications for the peopleinvolved. At least, this is the reasoning within the applications.There is a related matching of activities with the characteristicsof the sector. Designers (the subject of three proposals) aregiven activities to do, academics focus on knowledge sharing(through conferences and dialogues), and students are incompetition with each other.There are many examples of alliances; people from differentcompanies or organisations within the sector coming togetherto form a voluntary action committee. This also has strongniche characteristics as a way of changing the embeddedpractices of the current sectorCommon StrategiesMeasures along the supply chainCapitalising on the value ofexisting networksPutting one’s own house inorder: making changes at workplaces and within one’s owncircleGreening the industry fromwithinCollaboration within a businesssector; open sourceMatch the method to theaudience (action for activists,understanding for academics...)7.9.3.2 Openness and RelationshipsThe proposals made by groups intending to work entirely with their own organisations wereconsidered to be largely closed. Most were open with regards to working with their staff, but notwith other outside organisations or individuals, with one exception. The exception is the wildlifetrust, who include a strong element of engaging visitors to their sites in the work that is being doneto preserve wetlands, and working with the local residents of their area, encouraging them to seetheir wetlands as a resource of value for people as well as wildlife. The sector proposals areAppleby Ltd July 2009
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