City of Vancouver Community Climate Change Action Plan

Social Marketing Strategy

Draft: April 13, 2005

Submitted by: Karyo Communications Inc.

I. Introduction Because you want bold thinking, because you want something
that will make people stand up and take notice, we need to get
your attention right from the start. So we have gone so far as
For the past two years, the City of Vancouver and the Cool to create and include some creative executions – a mark,
Vancouver Task Force has been developing a Climate some ad ideas – that we recommend using to bring the social
Change Action Plan for Vancouver. The Corporate Plan – marketing strategy to life.
what the City of Vancouver can do with its own operations and
within its sphere of influence – is up and running and We are not marketing a product. The Community Climate
delivering early wins. Change Action Plan is not about a “thing” – not a program, not
a service. Changing the way we consume energy in our
The Community Climate Change Action Plan (CCAP) – the homes and on the road is all about who we are as
second component of the plan that focuses on what individuals Vancouverites. This is about our values, our communities, our
and organizations can do in their operations and daily lives – streets and our city. This is about us.
was approved by Council in March 2005. Part of the CCAP
calls for a community engagement and social marketing As such, the community engagement and social marketing
program that will act as a catalyst for action by individual initiative outlined in this plan can’t look and feel like a
Vancouver residents at home and on the road. This document marketing campaign (we are not selling anything). It can’t look
is a social marketing plan to guide that community and feel like a typical public education campaign (people don’t
engagement process at home and on the road in the months like being told they have a lot to learn). This plan is about
and years ahead. creating a spark. This plan is about waking people to what is
possible. This plan takes a fundamental tenet of social
The City is looking for a plan that is bold and radical, marketing theory – that people are more inclined to make
something that will tap into the latent potential that exists substantive, sustained change once they take small first steps
within the community to start consuming energy differently in – and makes that tenet the core of the entire social marketing
their homes and on the road. Therefore, this document does initiative and enterprise. This plan recognizes that we can’t get
not look and feel like a typical communications plan. to our Kyoto targets all at once. We can, however, take the
first step along the path to get there.

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II. What we know: challenges and opportunities Secondly, North Americans are consumers. The majority of us
define ourselves through the acquisition of stuff – more and
bigger cars, bigger houses, better clothes. We live in a culture
What the City is trying to achieve is difficult – very difficult. of more, not less. Historically, climate change messaging isn’t
People far smarter than us have been trying to crack the about consuming more; it’s about doing with less. As such, our
energy consumption nut in North America for more than 30 messaging runs against the grain of mainstream culture,
years. And, while there have been successes here and there, relegating climate change messaging and activities to the
there is yet to be a groundbreaking energy consumption social margins, owned solely by the committed radical environmental
marketing success story that has yielded long-term, fringe.
widespread and sustainable results.
Finally, too often, change agents and social marketers make a
Why not? A number of reasons. As Michael Shellenberger and distinction between real and perceived barriers. And when it
Ted Nordhaus state in their controversial 2004 essay titled The comes to behavioural change related to energy consumption
Death of Environmentalism, “most people wake up in the at home and on the road, the perceived barriers are many.
morning trying to reduce what they have to worry about. Here’s just a sample:
Environmentalists wake up trying to increase it.” A recent
Op.Ed. submission to the Vancouver Sun from an SFU student • I need my car for work
clearly articulates that for her generation, awareness about • It takes too much time to walk the kids
environmentalism, climate change and what people “should” • The buses are crowded and always leave me at the stop
be doing is not the issue; in her mind, she knows what’s • The buses are crowded and I don’t get a seat
“right”, but the fact remains there are too many options that • It’s not safe to ride the bus
help her take the easy way out. • It’s not safe to be at bus stops at night
• SUVs are safer in an accident
We can’t overstate the that people go through their days in a • I don’t want the responsibility of driving anybody else’s kids
quest for ease, comfort and convenience, and savvy to school
marketers of products ranging from SUVs to air conditioners • Kids can be abducted walking to school
are only too happy to tap into these aspirations. Changing the • Kids will get hit by a car walking to school
way we consume energy means re-thinking what comfort and • Climate change science is bogus
convenience looks like, and people throughout North America • I don’t trust the politicians and the researchers
have shown consistent resistance to take that step.

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• I don’t trust the numbers . . . the payback on the retrofit • It takes more energy to re-start your engine than to leave it
won’t pay back like they say running
• The bus schedule doesn’t work for me • I don’t have the money upfront to pay for the retrofit
• You can’t do errands on the bus • It costs more to do an energy efficient renovation
• I have too many things to carry on the bus • I don’t like the way the energy efficient light bulbs look
• The bus stop is too far away from my house • The new light bulbs are more expensive
• I can’t find other people to car pool with • Energy efficient windows cost twice as much as normal
• I’m busy. It takes too much time to bundle the kids up to windows
walk them to school • I don’t know where to go for help about retrofits
• The kids get wet walking to school • There aren’t any programs for home retrofits
• If I walk them to school, they need to be there earlier and • Composting attracts rats
there’s nobody at the school to supervise them
• There are too many hills in Vancouver to cycle While those of us in the “know” can find countless arguments
• I don’t have a place to lock my bike as to why these barriers may simply be people’s perceptions
• My bike will get stolen or vandalized (if only they knew the “facts” they’d see it differently), here’s
• I don’t have a place to shower at work the catch – if someone perceives something to be a barrier,
• I get wet riding my bike to work it is a barrier. It is folly to make a distinction between real and
• It’s not safe to ride my bike in traffic perceived barriers when it comes to cracking the psyche of
• I don’t like the idea of riding with strangers in a carpool people and behavioural change. We can’t be so presumptuous
• Hybrid vehicles are too expensive to tell these people they are wrong. We can’t make judgments
• We need two cars because we need to get the kids to about their level of knowledge and understanding. As social
sports and activities marketers, we have to start where our audience is. We have to
• It’s not safe for the kids to ride their bikes to school understand and accept that people think what they think, and
• Their bikes will get stolen our job is to provide a catalyst or spark to help them imagine a
• There are no bike racks at school different way of doing or being.
• There’s a school policy forbidding skateboards on school
property Focus groups conducted on behalf of the City of Vancouver
• It’s cold in the winter. My windows fog up if I shut the car with youth, household decision-makers, the multicultural
off community and mothers with young children revealed two
significant challenges from a social marketing perspective:

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across each of the 10 groups conducted, the real and mode of transportation to work or school at least one day per
perceived barriers of cost and convenience stand in the way of week; 69 per cent of licensed drivers and car owners say they
changing Vancouverites behaviour in relation to energy currently walk or cycle for short trips in their neighbourhoods;
consumption faces. In the home, for example, costs of retrofits 54 per cent of drivers check their tire pressure at least four
are relatively expensive in relation to the cost savings, which times per year; 36 per cent of homeowners currently have a
will accrue over time rather than immediately. On the road, programmable thermostat; 71 per cent of homeowners turn
perceived inconvenience of waiting for a bus or arranging a back the thermostat at night).
car pool is greater than simply hopping in the car. Barriers of
perceived costs and convenience are significant, and they will So, the challenges are clear. The good news is there are signs
require creative and innovative strategies to address. of movement. Recent TransLink research shows transit
ridership increased last year by eight per cent throughout the
We also know from the quantitative research commissioned as region. The UBC U-Pass is a huge success. Smart cars are
part of this project (Mustel CCAP, 2005), many Vancouverites popping up all around town and – best of all – people think
think they’re doing all they can to help the environment. When they look cool. And the price of oil is hitting consumers at the
asked to what extent they agree with the statement “I am gas pump and in the pocket book.
already doing everything I can to help the environment”, using
a scale from 1 to 10 with 1 meaning “strongly disagree with the At the same time, the Mustel CCAP research shows that
statement” and 10 meaning “strongly agree”, respondents’ overwhelmingly, Vancouver’s natural surroundings and
answers resulted in a mean score of 6.6. There is also a environment, weather and climate, and livability are the most
significant portion of the population (31 per cent) that Mustel important benefit to living in Vancouver. People love this place
has identified through multivariate analysis as More reticent, (75 per cent say it is the best place to live in Canada), and do
less engaged, slower adopters. These people have the most not want to see the core value of why they live here eroded.
cars per household (1.4), highest SOV use for community and This sentiment is expressed when respondents were asked to
neighbourhood trips and are the least likely to initiate change. indicate the most pressing issues facing Vancouver in the next
10-20 years. Fifty-one per cent of residents cite transportation
In addition, many residents in Vancouver indicate they are challenges and traffic congestion as the most important issue,
doing many of the specific energy reduction actions tested in with 29 per cent indicating overpopulation and sustainable
the Mustel research, indicating that there may be a challenge urban development as a major issue, and 12 per cent citing
in encouraging them to do more (51 per cent of licensed the environment. All of these issues are linked to the CCAP
drivers and car owners say they currently take an alternative goals and objectives related to reduced energy consumption,

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indicating that the plan is in line with people’s issues and urban development, climate change is a threat to what they
concerns in the community. value, and they are aware that personal choices are linked to
energy consumption and harmful impacts on climate change.
The Mustel research also shows that unaided awareness They are motivated by positive triggers other than guilt or
among Vancouver residents about climate change, its obligation, citing personal fitness, wellbeing and concern for
contributors and its impacts, is relatively high. Eighty-one per the future as reasons to act.
cent of residents have at least some concern about climate
change, with 41 per cent of the population saying they are The research also reveals a cohort of the population that is
highly concerned. Seventy-five per cent of residents link more receptive to our message than others. There is a core
extreme weather events such as severe storms, floods and group within the population (39 per cent) of what Mustel calls
droughts and climate change. Environmentally-conscious potential initiators who are
highly concerned about global warming, more aware of climate
Finally, the Mustel research shows that 78 per cent of the change causes and impacts, and who believe that individuals’
population responds to messaging related to personal health personal choices are very important in minimizing climate
and fitness as a trigger that would “motivate them a lot” to change. Personal health and fitness is a motivator, as well as
make personal changes in energy consumption. Other concern for future generations and being part of the solution.
motivators include caring about the lifestyle of future This cohort skews higher to females (57 per cent) and females
generations (69 per cent), saving money (66 per cent) and the still tend to lead day-to-day household decision-making related
desire to be part of the solution (58 per cent). In addition, 64 to the family. Additional analysis of this cohort by Mustel
per cent of the population sees the 2010 Olympic Games as Research during the implementation phase of the project will
an opportunity to position Vancouver as a leader and model provide further information about who comprises this segment
for energy consumption as having some level of motivation to of the population and specific social marketing tactics will be
make personal changes, with one-in-five saying it will have a developed to speak directly to this audience.
great deal of influence.
But one thing is clear: this group of people is looking for a
So, there is an exciting thread to be woven through the catalyst or spark that will provide a stimulus and focus for their
research. People love Vancouver for its setting and climate efforts. They are looking for affirmation from the community
and want to protect it. Their top issues and concerns reflect that their interests are moving from the fringe to more
their desire to protect and preserve what we have. They are normative behaviour, and the proposed social marketing
aware that in addition to traffic congestion and sustainable strategy will do just that.

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III. Building the brand – One Day their brand and communications platform. Others have been
elliptical or cute (i.e. Go Green) while embedding the small first
step within overall messaging. Our approach for this social
How do you eat an elephant? One bite at a time. marketing strategy is to make this tenet explicit, recognizing
the fact that small first steps can have significant long-term
How do you stay sober? Don’t drink today and worry about impacts when it comes to climate change.
tomorrow later.
So, how will people reduce their energy consumption in
How do you go all the way in the Stanley Cup Finals? You Vancouver? When they start making changes, one day at a
take it one game at a time, one shift at a time. time.

How do you climb Mount Everest? You put one foot in front of i) One Day
the other.
One Day will become the umbrella brand for all City of
Social marketing research focuses on those key levers and Vancouver sustainability initiatives, and it will be launched in
techniques required to start a process of behavioural change. association with the social marketing and community outreach
One thing we know is that asking people to drastically change program in support of the Community Climate Change Action
their habits is not the place to start; rather, smaller requests Plan. One Day will provide the brand platform, and it is
that seem “easy to do” are required to start down the road to supported by the following two brand pillars:
change. Once people experience success, social marketers
have a greater chance of gaining more substantive changes • A simple, direct challenge to all of us to take small first
because people already feel empowered and emboldened due steps – to start making changes, one day at a time . . . to
to their early success. At the same time, if the initial request change the way we get to work or school, just one day a
helps reinforce a positive self-image people have of week . . . to take one day out of our schedules to change
themselves (“I signed a petition to save old growth forests, so the weather stripping or install a programmable thermostat
therefore I am a protector of our forests”), the request is better . . . to imagine what people can do in just one day. It
received. makes a small request of our audience meant to empower
them, not frighten or burden them.
Our research shows that while many social marketing
programs embrace this tenet, few have taken it as the core of

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• A message of hope and aspiration. Rather than giving City’s portal to all things related to individual energy
people a deadline which they will then make personal consumption) are just some of the brand extensions and
decisions about our collective ability to meet, One Day is opportunities present in the One Day brand platform.
open ended and hopeful. One day, we will show the world
that Vancouver is a model for how energy is consumed. All communications executions associated with One Day
One day we will create a cleaner, greener future for our beyond the initial launch phase of the social marketing
children and grandchildren. We’ll get there – one day. program will include clear and explicit explanations that the
focus of One Day is energy consumption and its impact on
There are other benefits and opportunities with the One Day climate change, and the City of Vancouver is the owner and
brand. A recent Neilson ratings survey reported in Marketing champion of the program on behalf of Vancouver residents
Magazine (Canada’s advertising and marketing trade and businesses.
magazine of record) shows that the One Tonne Challenge ads
featuring Rick Mercer were the number one “top of mind” ads
and the “most liked” ads for Canadians for the month of IV. Strategies
February. The Mustel CCAP research shows that the One
Tonne Challenge advertising has reached an penetrated
approximately one-third of Vancouver residents over the age i) Values and aspirations, not programs and policies
of 16. The research also shows that those who saw the
commercial recalled the messaging correctly, revealing a level Great movements happen when people imagine what’s
of comprehension of and receptivity to the messages. possible – visions and aspirations that can’t be captured on a
Therefore, there is an opportunity to link One Day and One spreadsheet or in PowerPoint presentations. We can’t reduce
Tonne in the minds of Vancouverites, and to leverage the the City’s CCAP to simply telling people how to check their tire
millions of marketing and communication dollars currently pressure or weatherproof their homes. These actions provide
being spent by the federal government on the One Tonne avenues for what we can do, but they fall short in capturing
Challenge. why we should do it.

Finally, One Day offers countless brand extensions. One

Street (a neighbourhood street fair), One Grant (Community
grants designed to encourage grassroots community
engagement), One School (VSB programs), One Site (the

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One Day is about what is possible. It taps into Mustel’s focus ii) Capitalize on the need for belonging and recognition
group and market research results that show Vancouverites –
young and old, long-time residents and recent immigrants – The market research conducted as part of this project shows a
value the physical environment of our lives in Vancouver higher level of awareness about the effects and causes of
above all else. We value the mountains, the clean air, the climate change than what was expected. In addition, there is a
weather, the open space and the quality of life the city core group within our population of Environmentally-
provides. We also value our physical health and wellbeing, conscious Potential Initiators (39 per cent) who are
and any changes we make that can keep us healthy are worth receptive to our message and appear poised to act in more
taking seriously. focused way.

Tapping into those values and the need to protect and We also know that according to well-known psychologist
preserve what we hold dear, is at the route of all messaging Abraham Maslow, all human beings have basic needs for
and positioning for One Day. One day, Vancouver will be belonging and affirmation. People want to be part of a group
known throughout the world as a city that made a difference. and have a sense of shared purpose, and we want our efforts
We will take steps today to change the way we consume recognized.
energy so that one day our children and grandchildren will be
able to experience Vancouver the same way we do now. One Day provides just such a focal point for the
Environmentally-conscious Potential Initiators. One Day will
This vision – One Day will create a movement to reduce help them feel they are part of something and not acting alone,
energy consumption by encouraging small steps to and it will help in recognizing their effort to date. This sense of
protect and preserve the Vancouver we value so much belonging and recognition present in One Day will help to build
and limit the harmful impacts of climate change – will be momentum and help sustain people’s interest and participation
outlined in a variety of communications executions: through over time.
the One Day web site, in advertising and brochures, through
speaking engagements and community outreach
opportunities, through media relations efforts and more. As
such, the vision will be articulated in many shapes and forms,
and tailored to specific audiences, but the core will always be
consistent: small personal actions are required for long-term,
positive impacts on climate change.

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iii) Give up control to lead on the issue directing people’s efforts, but rather supporting and facilitating
community-based and community-driven initiatives.
If changing energy consumption habits is about values, if it’s
about us as Vancouverites and what we care about, then One This is not to say the City will not be linked to One Day. Over
Day isn’t about the “big-C” City at all. The City can act as time, the City will establish itself in a leadership position
catalyst, connector and resource, but we will not measure our through ongoing media relations efforts, speaking
success by the number of people who equate One Day with opportunities and traditional communications activities for the
the City of Vancouver. Success will be measured by the Mayor, Councilors and staff, all designed to link the CCAP to
number of groups who co-opt and spread the One Day Council’s vision and commitment to changing energy
message and logo, the number of people who register activity consumption behaviour in Vancouver. In addition, the One Day
and case studies with the One Day web site and ultimately, by web site, One Day brochures, One Day display materials, the
reduced energy consumption and lower GHG emissions. One Day Leadership Council (see below) and one-to-one
community outreach activities will clearly communicate that the
With these success measures in mind, we recommend the City is champion, leader and primary funder of the program.
City give up overt control of One Day as a way of engendering
community ownership and pride in the community’s climate iv) Create a sense of wonder and mystery
change action plan initiatives and activities. By letting the
community take the lead, the City will reach its objectives, lead Given that the City is giving up control of the One Day brand,
on the climate change issue, and receive kudos and we need to give the brand time to take root at the ground level
recognition for its efforts. before taking it public. Therefore, we recommend a soft launch
in the community designed to create a sense of wonder and to
The first step in sending a clear signal to the community that elicit a “What’s that?” response during Phase 1 of the social
this is not a typical public education campaign, will be to marketing plan (see Section V of this report for more on timing
release the One Day brand into the community as “open and tactics).
source” branding. That is, we will give the One Day mark to
like-minded groups in the community and let them take it and
run with it – produce their own buttons, put it on their web
sites, create their own flyers. This will help create a sense of
ownership around One Day, and position the City not as

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During this soft launch, the One Day brand and web site At the same time, there is value in community leadership in
address will start to make its way into the community without support of One Day. The Sustainability Office should work with
the support of mainstream media support. We want to give our the Mayor’s Office to establish a One Day Leadership Council
community groups and like-minded partners time to take the consisting of CEOs and leaders from business and institutional
brand and run with it. Once there is a sense of buzz and leaders (i.e. VanCity, BC Hydro, BOMA, VSB, Park Board)
wonder, Phase 2 of the social marketing strategy will kick into who will join the Mayor in committing their organization to
gear with the support of more formal avenues of community supporting the City in achieving its CCAP objectives. While
outreach and communications activities. largely symbolic, the Council members would also serve as
partners who may join the City in cross-promotional events
v) From the bottom up . . . . and from the top down and activities in support of One Day.

Social marketing research shows clearly that you cannot vi) Create a beacon
advertise your way to behavioural change. Success comes
when there are on-the-ground programs, tools, resources, One of the guiding principles of the consultation and planning
supports and prompts designed to increase word-of-mouth, work conducted by the Cool Vancouver Task Force was to
high-touch exchange of information. ensure that the CCAP was seen as a “community-driven” plan
that was not owned by the City of Vancouver.
Given what we know, it will be critical to make the most of
existing City resources and channels to start seeding the One In addition, research shows that there are a number of
Day message at the grassroots level. Outreach through the ongoing programs and initiatives focused on encouraging
City Sustainability Office to youth, multicultural groups, individual action to reduce energy consumption and combat
schools, neighbourhood associations, places of worship and climate change. Some such programs and resources include:
other venues where people come together will play a central
role in the success of the CCAP over time. In addition, the • One Tonne Challenge (Government of Canada)
Sustainability Office must work closely with existing City • BC Hydro (PowerSmart)
networks (i.e. Community Visioning/CityPlan, Youth Strategy, • EnerGuide for Houses (NRCan)
Multiculturalism and Diversity Programs) to explore • Way to Go (ICBC)
opportunities to tap into these networks as a channel for One • Action Schools BC
Day communications as opposed to attempting to re-engage • David Suzuki Nature Challenge
many of these same citizens in parallel processes. • Co-operative Auto Network

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Given the tools and resources that exist, we want to position Then, something exciting happened. Someone realized that
the City of Vancouver and One Day as connector, catalyst and fashion dictated that many African-American women spend up
resource, not as competitor. We do not want the City to market to three hours having their hair done. Public health officials
other people’s programs or to send competing messages. We enrolled these hairdressers as spokespeople for breast
do, however, want One Day and the City to be a catalyst for exams, arming them with information for their clients. The
behavioural change, and the resources listed above are the number of African American women seeking mammograms
tools through which change can happen. jumped dramatically.

Therefore, we want to position the One Day web site as one We need to find the equivalent “spreaders” in our community
source – a portal for action – for information, tools, resources, and enroll them as advocates, partners and supporters for
case studies, rebates and community for the those people One Day. Two groups are primary targets: yoga
interested in taking the first step toward more sustainable instructors/studios and baristas/coffee bars. Coffee is as much
energy consumption practices. One Day and the City will not a part of the Vancouver identity as Stanley Park and cherry
market EnerGuide for Houses, but we will connect Vancouver blossoms, while yoga mats and clothing are now seen on
residents to the program and the people who are. One Day will every street corner. In addition, yoga studios are in keeping
provide support and guidance, helping people navigate the with Mustel research results that indicate personal health and
numerous, competing and confusing programs and avenues wellbeing are potential triggers for energy reduction activities.
that exist – with all emphasis on moving people to action. One Day community outreach staff will conduct a one-to-one
outreach program to solicit their participation, and arm them
vii) Support the spreaders with tools, information and resources to help spread the One
Day word and encourage action.
Understanding where people meet, who they listen to and who
influences them is central to effective social marketing. These two target groups are in addition to other on-the-
Malcolm Gladwell in his groundbreaking book, The Tipping ground, community-based outreach that will take place with
Point, cites an example of effective social marketing in the San sub-groups within the population including: existing City
Francisco area. Research showed that African American community outreach channels (Visioning circles, etc.), youth
women were having mammograms at a much lower rate than leaders who attended the CCAP Youth Open Space Session,
the population on average. Public health officials took a multi-faith communities and multicultural communities.
traditional health education approach to the problem, Outreach activities with these groups will be designed to
producing brochures and posters. No change in the numbers.

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create forums for dialogue to help identify spreaders within V. Positioning, tactics and timing
their constituencies. Other potential target groups include:

• Indie bands The following tactics and timeline provide the framework for
• Like-minded partners (Novex, VanCity, Lululemon, MEC) social marketing activities in support of the CCAP over the
• Multicultural leaders next 24 months. Because social marketing takes time, these
tactics are simply the starting point for action, and they will
Our approach in the first six months of Phase 2 will be to need to be sustained over time. That said, effective social
conduct pilot projects with both yoga studios and coffee bars marketing is based on ongoing research, evaluation and
to test communications approaches, messaging and strategy. revisions to ensure resources are being allocated as
Following evaluations of the pilots, the approach will be effectively as possible. Therefore, this plan is a living
updated and revised before taking it to a broader audience document that will and must be revised to meet opportunities
within these sectors and before identifying other potential sub- and circumstances as they arise.
groups who may act as spreaders in their environments.
i) Positioning
viii) Measure, measure and measure some more
One Day is about small first steps. It’s about individual
The Mustel CCAP research provides a baseline for further actions that each of us can take and control in our every day
follow-up to track individual changes and action related to lives. One Day will always be about what is possible, and will
energy consumption and climate change. Ongoing research reward and applaud each and every action, no matter how big
will also be required to determine brand awareness of the One or how small. It will be about momentum and shared success.
Day brand, as well as to measure specific actions Vancouver
residents are taking to reduce energy consumption and One Day is also about values – about protecting the best
combat climate change. place to live in the world, about preserving our unparalleled
quality of life for our children and grandchildren, and shared
In addition to the pilot projects outlined above, evaluation tools effort and enterprise.
must also be built into each and every social marketing activity
to assist the One Day team in measuring their effectiveness to One Day is about health, fitness and wellbeing. Walking
determine how resources should be allocated on an ongoing and cycling are easy ways to stay fit, lose weight and help cut
basis. down on the amount of energy we use. Changing the way we

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move through our day also helps us slow down and take more Phase 1: April 1, 2005 to August 31, 2005
time with our children, neighbourhoods and communities,
reminding us that life doesn’t have to be as hectic as we make 1. Develop One Day web site to act as primary
it out to be. communications channel for Phase 1

• Launch site to be developed as soon as possible to

One Day is about leadership. One day, Vancouver will be a
provide a landing page for communications activities in
model for how urban populations use and consume energy. Phase 1.
We will showcase Vancouver to the world at the World Urban • Should include key messages and positioning for One
Forum and the 2010 Olympic Games as a model of Day, continue to build mystique and momentum as well
sustainable energy consumption and urban development. as providing links to Sustainability Office and other
resources
• Launch site is temporary as the full One Day portal is
ii) Tactics and timing developed over the course of the summer
• onedayvancouver.ca is available and the
recommended url
The following list of tactics and timing will provide a blueprint
for social marketing activities in support of One Day. This 2. Release the One Day visual identity into the community
tactical plan is a starting point. It will provide guidance to the with a minimum of traditional media support from the City
social marketing strategy and tactics may be changed or
amended in light of opportunities as they arise or as resources • Create 50,000 static cling decals and offer them to our
dictate. Youth Open Space participants to disseminate
• Distribute to city fleets, city networks and community
In addition, the tactical plan outlined below references • Produce One Day bracelets (similar to Lance
corporate and community partners and sponsors who may be Armstrong’s yellow “Live Strong” bracelets). Match
colour of bracelet to final One Day artwork.
engaged in support of One Day. These names do not indicate
• Distribute to:
exclusive partnerships or relationships, but rather like-minded
o Starbucks and independent coffee shop baristas
companies and agencies that present greater opportunity for o Yoga studio practitioners
early support. Over time, additional corporate and community o Celebrities
partners will be approached and engaged. o Politicians
o Independent Bands
o Neighborhood groups and community centres
o Smart Car dealerships

City of Vancouver CCAP Social Marketing Strategy (Draft: April 13, 2005) 22
 • Sponsor microcinema competition for 30-second cell 5. Conduct follow-up Open Space session with Youth
phone movies about what can happen in just one day –
spots used as part of Phase 2 launch • Invite interested youth back and present One Day
• Work with Telus or Bell to create One Day launch campaign
screen and special ring-tone for use with cell phone • Create a youth leadership group where youth take
plans in the Vancouver market One Day message into community and schools
• Produce One Day T-shirt and secure Mayor and • Develop an action plan to build upon One Day
celebrities to wear the shirt on television and in • Establish youth culture jamming crew to
photographs disseminate decals and stickers across city
• Apply One Day decal to back of monitors in Council • Announce part-time summer positions for youth to
Chambers to increase visibility of One Day program attend community events and take One Day into
• One Day teaser transit shelter advertising the streets

3. Conduct One Day Multicultural workshop 6. Work with Mayor’s Office to secure membership and
participation in One Day Leadership Council
• Present One Day strategy to City’s multicultural
team and a few select community leaders • Strategically identify and invite key figures from
• Solicit input and direction about best way to business and community to participate in Mayor’s One
connect with five dominant ethnic communities Day Leadership Council (eg. VanCity, VSB, BOMA,
• Determine best practices to roll-out One Day Regional head of Lululemon, CEO of Polygon or
campaign in these five communities BOSA, Media Decision Maker, etc.)
• Establish terms of membership for One Day
4. Conduct Multi-faith open space Leadership Council
• Build profile of One Day Leadership Council
• Invite multi-faith communities to participate in a • Publicly announce and ask Leadership Council to
One Day open space publicly commit to One Day actions
• Identify leaders and spreaders for One Day
campaign
• Identify actions and events to build One Day
momentum in faith communities
• Ask for participants to take on leadership roles and
publicly commit to spreading One Day campaign
into community

City of Vancouver CCAP Social Marketing Strategy (Draft: April 13, 2005) 23
7. Develop brochure and information packages in preparation
for public launch of program in Fall 2005 12. Secure yoga sponsor and develop pilot

• Write and design information package about the One • Leverage Lululemon relationship
Day campaign including actions citizens can take to • Work with a yoga sponsor to establish plan to spread
reduce their greenhouse gas emissions and resources One Day through yoga studios
Vancouverites can use to support their actions • Design workshop to educate yoga studio owners and
teachers about One Day message
8. Create bus shelter ads • Ask yoga studios to commit to spreading word, decals
and bracelets in their communities
• Design One Day bus shelter ad to pique citizens’ • Pilot rolled out in Phase 2
interest
• Placement part of City’s free space currently available 13. Secure coffee sponsor(s) and develop pilot

9. Employ summer students to assist with distribution at • Work with a coffee sponsor to establish plan to spread
events throughout summer One Day through coffee shops
• Establish three days during year where coffee sponsor
• Hire 10 youth to take One Day message into and One Day campaigners can distribute coffee to
community transit riders, walkers and cyclists in recognition of their
• Youth to distribute decals and wrist bands at different contribution to reducing greenhouse gases (as reward)
events and to different communities in the City • Design workshop to educate baristas on One Day
campaign and actions we can all take to reduce
10. Conduct proactive media relations activities through the greenhouse gases
summer linking summer issues to climate change and the • Ask coffee shop owners to commit to spreading word,
Community Climate Change Action Plan decals and bracelets in their communities
• Pilot rolled out in Phase 2
• Respond to environmental issues during summer
months (water shortages, poor air quality, fire risk) and 14. Conduct information workshops with existing City channels
use as platform for CCAP (Visioning, youth outreach, multicultural, etc.) to outline the
One Day social marketing strategy and to enroll them in a
11. Secure media sponsor for print and broadcast process to disseminate information and tools and engage
their constituents.
• Identify committed media sponsor for print and
broadcast to leverage One Day message in community

City of Vancouver CCAP Social Marketing Strategy (Draft: April 13, 2005) 24
Phase 2: September 5, 2005 to March 31, 2007 (Launch • Create forum for community to connect
Period) • Provide opportunity for interested citizens to order
decals and bracelets from website
Please note that the multicultural facilitation in the pre-launch • Create web sign-up sheet where people can submit
period will help determine how the One Day Campaign is their names for an annual print publication of citizens
taken out to Vancouver’s dominant multi-ethnic communities who have committed to One Day
and is not specifically reflected in this list of tactics. • Establish monthly e-zine highlighting an action people
can take that month to reduce their GHGs
1. Official launch of One Day through major media • Reestablish registry of links to existing programs, tools,
conference and event. Hold a non-traditional event to un- resources
veil the City’s non-traditional campaign (details to be • Create “how to” tools that take people through the
determined) steps of where to go, who to call and how to act,
helping to connect them with existing programs and
• Announce One Day & the City’s work resources that may be hard to find
• Announce One Day Leadership Council
• Announce One Day Web Portal (second generation 3. Launch One Day Wonders advertising campaign
site)
• Announce Microcinema Spots • Design and write ads that highlight different citizens
• Announce One Day grant program who are making a dent in their energy emissions
(healthier by walking, saving money, spending more
2. Establish second generation of web site time with kids etc.)
• Creative used on Transit Shelters (part of City’s free
• Establish an “Ask Jeeves” component where people inventory)
who have any questions about energy efficiency and
greenhouse gas emissions can find answers (i.e. 4. One Day special edition on GVTV
should run the dryer at a lower heat for a longer time or
a higher heat for a shorter time?) • Create special One Day edition of GVTV
• Create a One Day character to answer questions for • Highlight Mayor’s Leadership Council, public
public on website commitments, individuals and actions people are taking
• Highlight public commitments in their every day lives
• Identify different individuals to write blogs on One Day
actions
• Create profiles of people who are making changes in
their lives

City of Vancouver CCAP Social Marketing Strategy (Draft: April 13, 2005) 25
5. Create and install a visible “calculator” monitoring our 8. Purchase banner ads in Vancouver Courier
emission reductions
• Place banner ads over a 12-week period to feature
• Create a large, visible structure of a calculator/inverted One Day visual identity and associated messaging
thermometer detailing progress of emissions
reductions and providing a clear goal that 9. Develop One Day Booth for Home Show, Auto Show,
Vancouverites are trying to reach by 2012 World Urban Forum
• Acts as visible symbol and prompt for people moving
through the city • Design and produce a booth that clearly promotes
visual brand for One Day campaign and offers
6. Launch pilot programs in yoga/barista communities information packages, One Day bands and One Day
decals
• Conduct workshops with 10 yoga studios and 10 coffee • Offer sign-up sheet where people can submit their
stores about One Day campaign and messaging names for an annual print publication of citizens who
• Evaluate and measure over a 6 month period have committed to One Day
• Conduct a pre-program and post-program survey to
measure One Day campaign and make any necessary 10. Banners for Cambie Street/Burrard Bridge
changes
• Refine and prepare for extensive spreader launch • Secure a date to run One Day banners on Cambie
Street and Burrard Street Bridges
7. Purchase Safeway Shopping Cart advertising • Identify a time that can leverage One Day messaging
(eg. pre -World Urban Forum)
• Create artwork and messaging for shopping cart • Design/produce One Day banners
advertising in 12 Safeway Stores in Vancouver
• Place ads/prompts on 100 carts per store
(on average there are 200 carts per store)
• Metrics show that ads will reach 144,000 unduplicated
shoppers over one month with a frequency of 3
• Audience is environmentally conscious potential
initiators

City of Vancouver CCAP Social Marketing Strategy (Draft: April 13, 2005) 26
11. One Day anti-idling campaign at schools and long stops • Addresses leadership component of the One Day
waiting for trains positioning and allows for the City to be positioned as
champion and funder of the program
• Work with City engineering to install anti-idling signs • Create presentation that details the process,
around schools and at train stops in City challenges and success of City of Vancouver’s One
• Activate youth leadership team to work with existing Day campaign
programs in schools (Way to Go and Off Ramp) to
spread One Day messaging to parents or guardians 15. Proactive media-relations and speaking opportunities
dropping off and picking up children
• Activate youth leadership team to hand out decals and • Respond to environmental issues and use as platform
information on anti-idling at train stops in city for One Day Campaign
• Clearly establish profile for City of Vancouver
12. One Day paint on Smart Car parking spots leadership and establishing the City as funder and
Champion of One Day
• Work with city engineering to identify Smart Car
parking spots (small excess space on roads where 16. Distribute One Day grants to community organizations
small cars can fit) interested in grassroots level activities
• Paint parking spots with One Day brand
• Estimate based on 10 grants of $3,000 in Phase 2 of
13. Work with Vancouver School Board and Cool Schools to the social marketing program
secure cross-promotional opportunities with Action Schools • Grants will support community-based programs and
BC, Way to Go, Off Ramp and Vancouver Police Traffic activities (walking school buses, street fairs, light bulbs
Safety Officers drives, etc.)

• Establish partnerships with organizations that already 17. Develop a home energy efficiency rebate and incentive
have a presence in schools program to support and encourage housing improvements
• Work with organizations to spread One Day message, and retrofits
information, bracelets and decals
• Rebates and incentives must be coordinated with
14. World Urban Forum Showcase existing programs to ensure they support and enhance
existing efforts, rather than creating competing
• Secure opportunity to showcase One Day campaign at programs
World Urban Forum

City of Vancouver CCAP Social Marketing Strategy (Draft: April 13, 2005) 27
18. Quantitative Research follow-up to assess progress

• Work with Mustel to develop quantitative follow-up

• Compare research to base-line research
established in March of 2005

Phase 3: April 1, 2007 through March 31, 2010

Following evaluation and measurement at the conclusion of

Phase 2, we would suggest a full revision of this plan and the
outline of tactics and deliverables that reflect the learning and
successes in the first 24 months of the program.

While the details of Phase 3 may not yet be known, some

preliminary ideas include:

• Exploring legislative and by-law levers that can used to

support voluntary actions established in first 24 months.
• Exploring a One Day neighbourhood challenge that would
link each of the city’s five sub-areas to each of the days in
the work week, and challenge residents in each area to
make a special effort to cut down on energy consumption
on that day (a web calculator would be developed to
capture the emission reduction on each day for each sub-
region)
• Formal partnerships and cross-promotions with Leadership
Council partners to engage their employees and
constituents more deeply in energy consumptions
initiatives

City of Vancouver CCAP Social Marketing Strategy (Draft: April 13, 2005) 28
VI. Budget Estimates

The following budget estimate is based on the City’s working budget submitted to Council at the CCAP Council workshop in March,
2005. Based on our best understanding of the line items, we have ascertained and available budget of $560,000 for fees and
expenses. This number includes $455,000 for community engagement ($515,000 less $60,000 for 1 FTE); $30,000 for Information
Resource Development and Maintenance and $75,000 for incentives allocated in Housing Energy Efficiency.

SOCIAL MARKETING BUDGET - EXPENSES

PHASE I - Tactics UNITS ESTIMATE

Website Development 50,000

Based on 40 page website
Assumes Flash and DHTML Programming
Includes content management system
Assumes hosting occurs through 3rd party designate
Includes pre-launch and launch versions of site
One Day Visual Identity Decals 50,000 12,500
Assumes 2 colours
Based on 4" x 6" size
One Day T-Shirts 500 5,500
Based on 2 colour design
250 female shirts
250 male shirts
One Day Bracelets 20,000 10,000
Based on 1 colour design
1 engraved message
Allow 6 weeks for production
Summer Youth Crew 15,000
Based on 10 youth
$12 per hour
Tenure of 6 weeks
Brochures and Public Information Packages 20,000 25,000
Based on 10,000 copies of brochure in English
2000 in Mandarin
2000 in Cantonese
2000 in Punjabi
2000 in Vietnamese
2000 in Spanish
Bus Shelter Ads 10 2,000
SUB-TOTAL 120,000

PHASE II - Tactics ESTIMATE

Official Launch of One Day 25,000
Announce One Day and the City's work
Announce One Day Leadership Council
Announce website
Announce microcinema spots
Announce grant program
One Day Wonder Advertising Profiles 5,000
Based on 24 transit shelters
Award Transit Riders and Cyclists 3x 25,000
Assumes partnership with coffee company
Visible Calculator TBD
Safeway Shopping Cart Advertising 12 stores 8,000
100 carts per store
Total carts in buy: 1200
One month buy
Footer/Header Banners in Vancouver Courier 12 weeks 4,000
Based on city rates
Placement between page 6 and 15

One Day Booth 7,500

Information booth for home show, industry & community events

City of Vancouver CCAP Social Marketing Strategy (Draft: April 13, 2005) 30
Quantitative Follow-up/Progress Report 25,000
Based on 600 citizen sample
Designed to build on March 2005 quantitative
Grants 30,000
Incentives 75,000
SUB-TOTAL 204,500

TOTAL: Phases I & II 324,500

SOCIAL MARKETING BUDGET - FEES ESTIMATE

Based on an overall budget of $560,000 and expenses of $324,500,

$235,500 remain for additional activties and consulting fees. This amount
would be expended over a 24 month period, leaving approximately $120,000
in consulting fees per year. Consulting services required include: $235,500
• Ongoing, proactive media relations
• Advertising writing, design, production, consulting
• Community partner outreach and coordination
• Leadership Council strategy, outreach and support
• Market research design, consulting and support
• Brochure writing, design, production and proj. mgt.
• Media and community sponsorship support
• Brand management and consulting
• Pilot design and planning
• Display booth design and production
• Monthly consulting, strategy and project management

TOTAL FEES AND EXPENSES (applicable taxes excluded) 560,000

City of Vancouver CCAP Social Marketing Strategy (Draft: April 13, 2005) 31