D5.2 Project Communication strategy and roadmap POWER First submission: 01.04.2016, Re-submission: 25.09.2017 687809 Political and sOcial awareness on Water EnviRonmental challenges GA N.687809 Deliverable Title D5.2 Project communication strategy and roadmap Deliverable Lead: CUBIT Related Work Package: WP5: Dissemination and outreach of the results Related Task: Task 5.3 Communication activities and public engagement Main Authors Alma Serica, Monica Pianosi (CUBIT) Other Authors: All partners Dissemination Level: Public Due Submission Date: 01.04.2016 Actual Submission: Re-submission date: 01.04.2016 25.09.2017 Project Number 687809 Instrument: H2020-ICT10-2015 Start Date of Project: 01.12.2015 Duration: 48 months Abstract This document provides the roadmap of the communication activities of the project and of the actions for public engagement. Project funded by the European Union under the H2020 Programme, Call ICT10-2015 ‘Collective Awareness Platforms for Sustainability and Social Innovation’ - Topic c) Digital Social Platforms (DSP). Ref. Ares(2018)837074 - 13/02/2018
Considering the objectives and expected impact of the POWER project, the Project communicationbecomes an essential element to their realisation. It will be a continuous process lasting for the wholeprojectlifecycleandgoingbeyondit.Therefore,POWERcommunicationstrategyisbasedonthefollowingkeyelements:
- Establish specific objectives and timelines from the start-up phase, to be updated during theprojectimplementationaccordingtotheeffectiveresults.
- Establishthetargetaudienceforeachobjective.- Monitor and control the adoption of the communication roadmap in order to achieve the
objectives.
This document, as foreseen in Task 5.3 Communication activities and public engagement, provides acomprehensive and creative communication strategy, which includes as subsets communication to thegeneral public, to the scientific community, and to the targeted stakeholders. POWER communicationactivitieswill focusoncampaign-basedactivities targetingabroadrangeofstakeholdersandthegeneralpublic.Instrumentstodothisincludetheprojectandpartners’websites,socialnetworks,media,researchinstitutionsandcommunityoutreacheventsinwhichpartnersparticipatein.KeyelementsofthisPOWERcommunicationroadmapinclude:
ThepresentdocumentstartsbyillustratingthecommunicationoverviewofthePOWERproject, includingtheoverallvisionsandthestrategyforimplementation.Itcontinuesbyexplainingthecommunicationandpublic engagement channels of the project, including the project’s website, Social Media, the partners’channels and the media collaboration. The second section of the document is dedicated to the publicengagement strategy, it illustrates the digital engagement functionalities of the Digital Social Platformwebsites and the plan of engagement for each of the Key Demonstrator City, but also the plan forcommunicationandengagementforthefollowercities.
Cubit is the lead partner for this task. The strategy has been developed in close consultation with thecoordinator.Allpartnershavetocontributetothedisseminationstrategyandplanthrough:
− Inputinthediscussionsinthekick-offmeetings− Comments on the draft documents and as well as information on planned events for
ThePOWERapproachgoesfarbeyondthedevelopmentofyetanotherinteractivewebsiteonwater.Itisadecentralized connected platform for cities with water-related challenges integrating a mix of technical(online)modules,on-sitemeasures,governanceguidelinesandbestpracticesdrivingcollectiveawareness,collaborative knowledge sharing through the extended community of experts and stakeholders. Thearchitectureof the extendedPOWERDigital Social Platform reflects theholistic approachof thePOWEREnvironment,aspresentedinFigure1.
1.2 CommunicationandpublicengagementstrategyThePOWERcommunicationandpublicengagementstrategysetsupthefollowingspecificobjectives,andmaps their expected impacts, the expected reactions from the identified target audiences, and the keyperformance indicators.Raising interest andawarenessof theproject activities is extremely relevant forthePOWERprojectduringitswholelifecycle.
ThespecificobjectivesofthePOWERcommunicationandpublicengagementstrategyareto:1. Raise awareness not only about the POWER project, but also about water issues in general
Considering theobjectives andexpected impactof thePOWERproject, theProject communication is anessential element to their realization. The continuous communication process will last for the wholelifecycle of the project and will be going beyond it. The communication strategy will consist of aparticipatory process, involving all consortium partners and many members of the POWER existingnetworks inorder to reachabroad rangeof stakeholders and thegeneral public and toensure the realsocial,politicalandenvironmentalimpactsexpected.
1.3 POWERengagementmodelThe POWER DSP connects a top-down and bottom-up interaction, to enable interaction and flows ofinformation and knowledge between the different types of actors and stakeholders. On one hand, itprovides water-issues information and advice on known best-practice of relevance to the citizens’ localcommunities,thatisotherwiseunavailableordifficulttofind,inaneasilyaccessible,timelymanner.Ontheotherhand,itprovideschannelsofinteractionandknowledgesharingofthecitizensandlocalcommunitieswith the municipality and between each other. To support awareness and stimulate engagement, theinformation provision, user interaction and knowledge sharing channels and functionalities integrateinformationandknowledgevisualisationandgamificationtechniques.Environmentalproblemsarecomplex,uncertainandaffectmultipleactorsona rangeof scales.As such,the fair management of environmental issues demands transparent decision-making processes that areflexibletothechangingcircumstancesandembracedifferentknowledgeandvalues,i.e.notonlytheoneofexpertsandpolicymakes,butalsothoseofthegeneralpublic(Webleretal.1995;Webleretal.2001;Petts&Brooks2006).AchievingtheengagementofthewiderpubliciskeytothesuccessofthePOWERproject.Thebi-directionalandinteractivecommunicationisconsideredimportantforaseriesofdifferentreasons:
- The establishment of a new relationship between expert and lay comprehending about waterissues.
POWER public engagement will be realised through two engagement models and related actions (seeFigure2andFigure3).TheDigitalandPhysicalengagementmodel,althoughhererepresentedasseparateactions, are in realitypartof the sameprocessas input from thedigital engagementwill beused in thephysicalmodelandlikewiseintheoppositedirection.Thisapproachissupportedbyevidencegatheredinarecent survey of digital social innovation initiatives across the EuropeanUnion (Stokes et al. 2017). Thesurveyors observed that the ‘build it, and they will come’ mind-set is prevalent, but rarely true. Theystressed the need for accompanying engagement and communication effort to ensure uptake of digitalproducts.Primarytargetaudiencesfortheseactionsincludethefollowinggroups:
1.4 TargetusersoftheDSPandPOWERactivitiesThePOWERprojectconsidersdigitalandphysicalengagementaspartofthesameprocesswithauniqueaim.DigitalengagementthroughSocialMediaisaimedatdirectingthecommunitytotheDSP.ThewebsitealsoprovidesaroleindirectingpeopletotheDSP,butwillalsopresenttheplatforms’functionalitiesandsomeoftheoutcomesofthediscussions(partofdisseminationstrategyandoutlinedinD5.1).Thephysicalengagementwill not only be aimed at enhancing the DSP engagement activities, i.e. directing potentialusers/beneficiaries to the DSP, but also to be directly collecting insights and best practices from theinvolved stakeholders, that will subsequently be uploaded on the DSPs and POWER website. Physicalengagement also helps to build up relationships as a step to involving cities in a greater level ofcommitment.ItiskeytothePOWERcommunicationandengagementstrategytounderstandthetargetusersforaseriesofdifferentreasons:
1. Politicians(Top-down).Ourmainfocusisinpoliticiansatalocallevel(mayorsandcounsellors),wewill also be targeting politicians at national and international (EU) level, identifying thosewith aparticularresponsibilityfortheenvironment.
2. Professionals (Middle-out). In targeting our activities, we distinguish between the municipalityprofessional officers,water company employees,water academics, scientists, teachers, etc.whorepresent all relevant stakeholders. A special case of these is the set of DSP HUB ‘owners’ i.e.CASSA,Hagihon,LCC,MKC.
3. Citizens (Bottom-up). The general public whose knowledge on the topics is formed mainly bypersonalexperience,educationandmediarepresentationofthetopic.
3. Followercity–committed.HowwouldcommitmenttothePOWERapproachbeexpressed?Doweintend to have a declaration of intent, expression of common understanding? How will this bedeveloped,andwhatnaturewouldittake?Thiswouldneedtobesignedbypoliticians,butalltierscan play a part in making this happen and then achieving outcomes and benefits from such acommitment.
4. Follower individual– contributor/sharer of information. Users from this contextwill access theDSP to share their own experience and good practices. The aimwould be to draw them into agreaterlevelofcommitment,withaclearprocessdependentonthepointsofcontact(fourtargettiers).
5. Follower individual – casual interest. Users from this context will access the DSP to gaininformationforownbenefit.Theymaybeverypassiveusers–theaimwouldbetodrawthemintocontribution.
1.5 EthicaldatamanagementandproceduresTheprojectseekstoabidebyrelevantlegislationandguidanceforethicalengagementwiththepublic.TheproceduresaredocumentedindeliverablesD6.1,6.2and6.3.Anycollectionofpersonaldataiscarriedoutonly with informed consent of the owner, and data aremanaged according to the plans set out in theethicaldeliverables.
POWERcommunicationandpublicengagementstrategysetsupthefollowingspecificobjectives,andmapstheir expected impacts, the expected reactions from the identified target audiences, and the keyperformanceindicators.ThespecificobjectivesofthePOWERcommunicationandpublicengagementstrategyare:
1. Toraiseawarenessonthespecificwater-relatedchallengesinthekeydemonstrationcities.2. TodirectuserstowardstheDSPandencourageparticipationbyalltargetedgroups.3. ToengagealargeaudiencebythemeansofSocialMedia:inparticularTwitter,LinkedIn,Facebook4. To make use of the media and press releases to communicate project progress to the target
Table 1 shows the different elements of the communication strategy of the POWER project: it sets thetarget audience and the message to be communicated, it describes the channels that will be used forcommunicationandengagement,togetherwiththevaluetotargetduringthecommunication.
Table 3 summarises the KPIs for the communication strategy of the POWER project, including onlineactivity,i.e.thewebsites,emails,socialmediaactions,DSPsforumscomments,andofflineactivities,suchasnetworkingevents,workshopsandconferences,printedmediaarticlesandscientificpublications.
2.1 POWERwebsiteTheprojectwebsiteandthelinkedSocialMediaplayacentralroleinthePOWERcommunicationstrategy.POWERwillhaveitsownwebsitemakingprojectinformationavailableonline.Itwillbefurtherdevelopedduring year one and regularly up-dated throughout the project. The sitewill be interactive and containprojectandpartner’sdescriptionsandregularupdatesontheprogressoftheproject.Therewillbeanewssection,apublicdocuments’section,andaPressreleasesspace.Itwillbuildawarenessoftheprojectandlinktonetworksofrepresentativeassociationsandinstitutionalwebsites.Itwillbebuilt,runandregularlymaintained by the Communication Manager of CUBIT. It will be fed up by all partners of the projectconsortium.ThelookofthePOWERwebsiteispresentedinFigure4includedinAnnex1–ScreenshotofthePOWERwebsite.
Within its primary scope is the provision of an integral communication tool for stakeholders. This isconsideredimportantinordertopromotecommunicationandpossiblecollaborationswithotherprojectsandinitiatives.ThewebsiteisreachableattheURLhttp://www.power-h2020.euanditwasreleasedinMay2016.Statisticsregardingthetrendsofthevisitsinthewebsiteandfeedbackreceivedforeachtoolmade
1 With actions on Twitter it is intended any activity that followers do with the content published by the POWER project; i.e.Retweets,Likes,andMentions2With actionson Facebook it is intendedany activity that fansdowith the contentpublishedby thePOWERproject; i.e.Likes,Comments,andShares3With actions on LinkedIn it is intended any activity that fans dowith the content published by the POWER project; i.e.Likes,Comments,andShares4TargetnumberfornewslettertobesentaresetinD5.1andhereonlyreportedforclarity.
Creative Commons Licence is a good legal tool for providing open Access in its broadest sense. POWERwebsitematerialrelatedtocommunicationwillbepublishedunderaCreativeCommonsBYAttribution4.0InternationalLicense.Indoingso,wehopetofindmorefollowersforourprojectandtomakeresultsmorereusabletoothers.
2.2 POWERSocialMediaInaddition to theprojectwebsite,dedicatedSocialMediaaccounts for theprojecthavebeen setuponTwitter,LinkedIn,andFacebookandwillbeusedforprojectcommunicationanddissemination.Thegoalofthesesocialchannelsistofacilitatethecommunicationofprojectresultsandrelatedtopicsandactivitiestoaninternationalaudiencewithaprimaryfocusonscientists,professionals,institutionsandNGOsactiveorinterestedinthetopicalareasrelatedtotheproject.Furthermore,asthesesocialchannelsalsotendtobe used by a broader general and/or (semi-) professional audience, the secondary target group alsoincludes individuals and other stakeholders with a special interest in project-related topics, results andactivities.The social communications on Social Media channels will follow the so-called “multiplier strategy” tomaximize its effectiveness and reach: one of the primary goalswill be to attractmultipliers, i.e. Twitteraccounts with high numbers of followers in appropriate areas and target audiences as followers of theproject channels. This is a well-known strategy of successful Twitter communicators, especially wherecommunications channelsof special-interest topicsneed tobebuilt fromscratch (as is the case ineverynewEuropeanproject).
TheTwitterhashtag#project_H2020andthecommentingfunctiononFacebookweremonitoredtogatherthepublic’s views. In addition to theproject’shashtag,otherpopularhashtagsweremonitored, suchas#WaterIsPrecious, #Water, #ClimateChange, #watermanagement, #WaterSecurity, #WaterReuse,#savewater, #ThinkWater, #Waterpedia, #drought, #WaterIsLife, #FloodAware, #flooding. Facebook andTwitterwillalsobeusedtoinvitethecommunitytoparticipateintheVirtualMeetings.POWERsocialmediamaterial related tocommunicationwillbepublishedunderaCreativeCommonsBYAttribution4.0InternationalLicense.
Table 5 illustrates the target definitions for activity on all SocialMedia channels for thePOWERproject.Detailsforeachchannelareoutlinedinthesubsequentsub-sections.
TheTwitteraccount(@powerh2020)andthecorrespondinghashtag(#powerh2020)havebeenset-upforeasy, immediate communication of project results and activities, and for sharing news and informationrelatedtothebroaderareaof theproject topicsandtheprojectmission. Inadditiontothat thehashtag#WaterIsPrecious6 will also be extensively used in the tweets of the project, not only to show@powerh2020’sfollowersthatthisistheissuetheprojectistalkingabout,butmostlytosettheprojectasoneofthekeyplayerforwaterissuesonTwitterandtoattractpeoplethatareinterestedintheissue.
To attract followers, not only project-related news and activities, but also other thematically-relatedcontent that can generate value for theproject target groupswill be communicated. Topics thatwill becommunicated include, among others: water quality, flood risks, reduction of water consumption,environmental sustainability, multi-stakeholder dialogue for management of trans-boundary waterresources,droughts,etc.Actionstoincreasethenumberoffollowers:
- Sendnewslettertoallpeopleregisteredandinvitethemtojoin,plusaskpartnerstodothesameLessons learned from previouswork and other projects show that communicating only news on projectactivities is not a successful strategy for attracting followers on Twitter. Rather, the published contentneeds to provide a value of its own for the target audience(s) in order for them to decide to join asfollowersandparticipateintheconversation.Furthermore, besides including the project tweet stream on the project website, an additional Twitteraggregator collecting tweets from related Europeanwater projects will also be provided on the projectwebsite.Thiswebpagewillautomaticallyaggregateanddisplayareal-timestreamoftweetscorrespondingto a setof predefined topical hashtags. This shall provideaneasyoverviewof Twitter activity andnewsfrom water-related European projects as a resource available to the project target groups. The projectcommunicationsteamwillalsousethispageforidentifyinginterestingtweetstobedisseminatedfurtheralsothroughtheprojectsocialchannels.Table 27 in Annex 5 – Targeted hashtags by POWER on Twitter describes a shortlist of the mainhashtagstargetedduringthecommunicationcampaign.Table6depictsthetargetnumberofTwitterfollowerstobereachedindifferentstagesoftheproject.Thetargetnumbers reflect themultiplier strategyofproject communicationson social channels thataimsatattractingindividualandinstitutionalfollowers,whichalreadyhavehighnumbersoffollowersthemselves-and thus allow us to effectively multiply the reach of the project account itself by several orders ofmagnitude.
The POWER project is on LinkedIn at https://www.linkedin.com/company/11257601/ andhttps://www.linkedin.com/in/power-project-772b45116/.
7 With actions on Twitter it is intended any activity that followers do with the content published by the POWER project; i.e.Retweets,Likes,andMentions
Relevant LinkedInwater network and other groups, such as theNetwercH2O and the EIP City BlueprintActiongroup,willbetargeted.Theprojectwillusethesegroupstodisseminatetheprojectresearchnews,results, potential exploitation opportunities and impact to a large community of professionals andscientists,etc.ALinkedIngrouphasbeensetupandwillbeusedtodisseminatetheproject results toaprofessionally-oriented audience as theybecomeavailable. The target audience includesprofessionals and researchersinterestedinthematicareasrelatedtotheproject:fromthewater-energy-foodnexusandintegratedwaterresourcesmanagement tomore general sustainability issues. The LinkedIn groupwill also linkmaterialsshared through Twitter further stimulating social interaction and propagation of project awareness andrelatedtopicsinthetargetaudiences.Weeklyposting–3postsperweek
ThePOWERprojectisonFacebookathttps://www.facebook.com/Powerh2020-1938737746415576/.Facebook is by far to date the biggest Social Media network. Facebook has seen remarkable growth,increasingfrom5millionusers in2005tomorethan900million in2012and it reached1.23billiondailyactiveusersonaveragebyDecember2016 (Facebook2017). Instagram for 600millions, Twitter for 319millions,Google+for400million(Statista2017).Forthisreason,itwasimportantforthePOWERprojecttohaveapresenceandvisibilityonFacebook,tobeabletoreachalargeraudience,especiallycitizens.TheFacebookaccounthasbeenlaunchedinmonth18oftheprojectandwillbeusedasthemainchannelofcommunicationwiththelargeraudience.DifferentcommunicationtechniquesonSocialMediawillbeusedandtestedtomakesurethatthePagewillmaximizeitsvisibility:differentgroupsthattalkaboutwaterwillbejoinedandtheywillbeinvitedtojointheconversation,FacebookAdswillbetestedtopromotenotonlythecontent,butalsothenewsandactivitiesoftheprojects.Weeklyposting–5postsperweek
- As organic reach is now only 1% on Facebook and it is now a marketing platform, invest inretargetingads(invitingpeoplethatvisitedthewebsitetojointheFacebookpage)andprospectingads(invitingnewpublictolikethepage)
2.3 POWERBestPracticeRepositoryThePOWERbestpracticerepository(depictedinFigure5)servesasanumbrellaprovidinganoverallviewtotheoutsideworldandacentralentrypointtothePOWERDSPwithitsinstancesinthepilotcities.Itisaccessible to all stakeholders beyond the Key Demonstration Cities and connects and disseminatesdiscussion,exchangeandsharingwithinKDCcommunitiestotheoutsideworld.
The best practice repository is an important pillar of the POWER strategy to connect the local sphereswithin the key demonstration cities with the outside world and to engage with a wide community offollowercities,experts,professionalsandotherstakeholders. Inordertostipulate involvementofa largenumber of cities in the repository, its entry page shows an interactivemap of all POWER cities (KDCs +follower cities) with a top-ten list of the most active cities (based on platform activity, i.e. number ofcontentcontributions)rankedalong4differentbadges(gold,silver,bronze,andgrey).
9With actionson Facebook it is intendedany activity that fansdowith the contentpublishedby thePOWERproject; i.e.Likes,Comments,andShares
Inordertoconnecttheoutsideworldoffollowercitiesandexpertswiththelocalcommunitiesinthecities,it consists of two areas: featured best practices (top-down) and a community contribution (bottom-up)area.FeaturedbestpracticeswillbeselectedbythePOWERprojectandwillbeextendedwithaselectionfromcommunityexchanges,onlinediscussions, tip sharingandexamples in thekeydemonstrationcities(e.g. onwater conservation in community gardens, theuseofnon-potablewater etc.), selectedbyeachlocalcommunitymanager.Foreachcitya localcommunitymanager (oneof themostenthusiasticusers)will be selected. The community manager monitors and selects and edits the examples that are to be
featured in thisarea (providesa summary inEnglish, selectsan imageandenters it into the repository).Eachbestpracticecanbecommentedanddiscussedbyallexternalusersbeyondthepilotcity.
In the community contribution area of the best practice repository, all external users and stakeholdersbeyondthekeydemonstrationcitiescancontributetheirownbestpracticesanddiscusscontributionsfromothers.HereunfilteredexamplesfromcommunitysharingintheKDCs(inoriginallanguageandform)willbeautomatically collectedanddisplayed (e.g.by selecting themost recentoneswithhighestnumberoflikes).Membersfromourexistingnetworks(likeNetwercH2O,EIPwater,etc.)willbeinvitedtocheckandcontributetothebestpracticerepository.
2.4 MediaandPressreleasesIn order to ensure the effective demonstration of the POWERmodel and foster the political, social andenvironmentaluptakecontinuousmediaworkwillaccompanytheaction.Theuseofthistoolcouldreachalarge audience because of the credibility of the mass media. Number of articles in newspapers, onlinejournalsandforums,evidenceofmediadebatesontheissuesraisedbytheProject,etc.,canbeconsideredasindicatorstomeasurethesuccessofthispartofthecommunicationstrategy.OwnPressreleasesornewsaswellasthepublishingofarticlesinexpertjournalswillpromotetheprojectandtheservicesoffered.Also,theoffersthroughthenewsletterforeseenintheDisseminationplanwillbeofmainimportance.Thefollowingactivitiesareforeseen(appropriateoccasionswillbedefinedonthenationallevel):
- Articles and Press releases or news to promote the successful adoption of water-relatedgovernance systems in expert press or website news, online journals, forums aiming to attractadditionalstakeholderstomakeuseoftheknow-howelaboratedintheproject;internationalpressarticles(months6-46).
PartnerswillalsoactivelyusetheirnationalandlocalpressandmediachannelstoensurepublicitytotheProjectactivitiesandresults.ThelistofpressandmediachannelsthatwillbeusedareincludedinAnnex8– Mass Media, Press release. Whenever an important milestone in the project has been reached, thesubsequent Press release will be forwarded to the European Commission by the means of the ProjectOfficertohelpspreadtheword.Inaddition,relevantfreelyaccessibleEUtoolswillbeusedforthepurpose:
2.5 NewslettersAsexplainedindetailsinD5.1,aPOWERnewsletterwillbepublishedevery6monthsstartingwithM6bothtodisseminatetheresultsofthePOWERprojectandtoserveasacommunicationandengagementtool.ThenewslettercontentwillalsobepublishedonthePOWERwebsite.Inadditiontothegeneralnewsletterof the project, each partner will publish articles related to POWER progress and results in their ownnewsletters.Centralelementsfornewsletterforthecommunicationstrategywillbe:
2.6 POWERcommunicationcampaigntoengagethepublictotakepartinDSPAcommunicationandengagementcampaignwiththespecificaimofencouraginguserstotakepartinthediscussionandtoprovidetheirinputintheDSPswillbeimplementedbythePOWERproject.Themessageof the campaignwill be unified, as to encourage all users to take part in the conversation, andwill becentralisedbythePOWERproject,butcollaborationfromKDCswillbesoughtandtheywillbeencouragedtoencouragetheirnetworkstotakepartintheDSPs.Thecampaignwillrunfrommid-October2017onavarietyofdigitalandphysicalresources:
- Flyerswillbeprintedandwillbehandedoutinpartners’organisationsandduringevents.- Peoplecontactedduringeventsandconferenceswillbe invited to join theDSPsandtakepart in
3 POWERengagementactionplanInordertoensureeffectivepublicengagement,allpossiblecommunicationanddisseminationtoolswillbeexploited: project website, e-mail, internal conferences, journal publications, policy papers, mediacommunications and Press releases, workshops, external conference presentations, social networks andthetelephonetocontactindividualstakeholdersandaskthemtobeinvolvedinPOWER.Table 12 presents a summary of the main events and activities where the POWER project will becommunicated.Forthedetailedplan,pleaserefertotheroadmappresentedinD5.1,whichhasalsobeenincludedininthisdeliverableforreasonsofcompletenessinAnnex3.
3.2 KnowledgemobilizationworkshopsortrainingsWorkshopsrelatedtoTask3.5(Engagementmodeldevelopmentand implementation),4.3(ImpactoftheDSP) and 4.4 (Trends and pressures and UWCS performance) are foreseen betweenM25 andM27 andbetweenM36andM39.Itisplannedthattheseworkshopswillbecombinedinordertoavoida“workshopoverkill”intheKDCs.
3.4 EngagementplanforfollowercitiesThe engagement plan for follower cities is just as important as the engagement for the KDCs and isillustratedinTable14.
As reflected in theGrantAgreement, until the local POWERWATERCOMMUNITIES are fully operationalandtheBestPracticeRepositoryanddiscussionforumiseffectivelyestablishedwithinthePOWERwebsite,theTargetCities,i.e.thosemunicipalitiesidentifiedasbeingsuitableaspotentialFollowerCitieswillnotbedirectly approached although through diverse forms of communication they will have been previouslyadvised andmade aware of the POWERactivities. In the third quarter of 2017, theTarget Citieswill beformallyinvitedtoparticipateasFollowerCitiesandwillthencommenceaprocesswhichwillleadthemtohave by the conclusion of the project period: a) Established the water issue to be addressed by theimplementationof thePOWERmethodologyb)Approvedboth thepolicy tobe implementedaddressingthewaterissue,employingtheconceptofthePOWERWATERCOMMUNITYc)BecomeactiveparticipantsinthecentralPOWERWATERCOMMUNITYincludingtheDiscussionForumandBestPracticeRepository.D)Created(Inthecaseofatleast2municipalities)withthefullapprovaloftheCityCouncilinplenarysession,the creationof a supervisory roleof the citizenmembersofConCensus, involved in theaforementionedsteps.In preparation of D4.1 and to understand the current impact of DSP platforms in Europe, a specificquestionnairewasdesignedanddistributedtoover150 institutions.Duetothe initial lowresponserate,surveys were complemented with a further round of face-to-face and/or telephone interviews allowingcorroborationofdistinctiveopinions found in thedifferentsourcesconsultedandtodrawconclusionsofthis deliverable. The surveys, face-to-face and/or telephone interviewswill continue to be administeredamong European institutions to further understand the impact of DSP in cities (T4.3) and as acomplementarymethodofapproachingtargetcities.
In the context of the dissemination actions an External Advisory Board (EAB) is set up, comprised ofrepresentativesofrelevantinstitutions,toensureessentialcross-sectorbridge-buildingduringtheprojectand greatly enhance the communication and dissemination of the project’s activities, helping to lookbeyondthenaturallifeoftheaction.TheEABwillbeexpectedtoconveneinM24,M30,M36andM42aswellashavinganimportantroleduringtheFinalProjectConference.TheEABmemberslisttodateisthefollowing.EIPWaterSecretariat(EuropeanCommission) GuidoSchmidtLocalGovernmentExpert IanLindleyTheUnionfortheMediterranean AlmotazAbadiTheICT4WATERCluster LydiaVamvakeridou-LyroudiaUniversityofCalifornia(Irvine) DavidFeldmanUniversityofSouthFlorida RichardBermanEngineering,SpA FrancescoNucci
4.1 CitizenscienceengagementprojectsParticipation in citizen science projects has been shown to be an important public engagement activity(Stokeset al. 2017). POWERwill use citizen scienceprojects in twoways:promotingexistingprojects aswellasrunningourown:
a) Promotingexternalcitizenprojects.Through itsEcoSchoolsworkwithschoolchildren,LeicesterCity Council already promotes and supports the Yellow Fish citizen science project led by theEnvironmentAgency(CaBA,2017),wherebycitizenspaintafishbystreetdrainstoraiseawarenessthatanypollutantsorlittertippeddowndrainshasthepotentialtoharmaquaticlife.POWERwillalsopromotethiscampaignviatheDSP.
b) POWERcitizenscienceprojects.Potentialcitizenscienceprojectsandchallengeswillbedevelopedand,wherefeasible,implementedduringthecourseoftheproject.Theprojectsareanticipatedtotakeplaceduringcalendaryear2018orwateryear2019(startingOctober2018).Eachprojectwillbe advertised via external citizen science websites such as Zooniverse(https://www.zooniverse.org/),onthePOWERDSPandthroughPOWERmediachannels.
Leicester FlashFloodMapping.Similar tomappingdrains,mapping instancesof flash floodinge.g.fromwater courseswould serve to raise public location ofwater courses and potentialsources of flooding, allow prioritisation of mitigation work and improve knowledge ofspatialvariationsinresponsetorainfalleventsacrossthecity.
Sabadell Non-potablewaterexportation,askforit!”(forcitizeninvolvement)Identify areas in Sabadell with high interest on non-potable water reuse that could beaddressedinfutureplanning(ofexpansionofthedualnetwork)
gamification mechanisms, increasing individual and collective awareness. By connecting city inhabitantsthroughanetwork,theywillbeabletoobservedifferentfloodrisks.
ThekeyelementsoftheengagementmodelforLeicesterare:- Avisualexplorationofwaterfloodriskinformation.- Earningrewardsbyinformationcollectionforpreparingforsurfacewaterflooding.- AddressingfloodriskataneighbourhoodlevelwithinteractiveGIS-basedfloodriskmaps.- Gamification of collective water flood risk awareness by actions taken with neighbourhoods’
sharinginformation.AsignificanttargetgroupforLeicesteristheFloodWardens. LeicesterCityCouncilcurrentlyhas19volunteerand11 full-timewardens in thecity.Thesewardensarelocatedinthecityareasthatexperiencefloodingfrequentlyandsupportlocalcommunitieswithregardtofloodrisk.WewillsetuptheLeicesterFloodWardenChallengeonthePOWERDSPinordertorewardthemost active wardens and themost flood-prepared user community (DSP users living in their respectiveward).Eachwardenandhis/hercommunitythatreachesa50%scoreonthecollectivePOWERawarenessblueprintreceivesthe“Flood-preparedCommunity”badgeinbronze,with60%insilverandwith75%ingold. Each month the most active warden (based on his/her own DSP activity) will be selected andrewarded with the “Flood Warden of the Month” badge. The challenge will be accompanied bycommunication campaigns through the communication channels of Leicester (e.g.website, socialmedia,mailings,etc.)andlocalpresscoverage.Thereare26knownfloodriskhotspotsthroughoutthecityofLeicesterandtheindividualriskoffloodingineachofthemalsodependsonthewell-functioningofthedraininginfrastructure.Leicesteraimstoimprovethe effectiveness of its drainage system by speeding up its reaction time to clear blocked or polluteddrainage elements. The POWER DSP will support that by running a yearly “MapIT: Blocked Drainages”campaignwhereuserscanpintheirobservedpollutionsorblockagesofdrainagesonaninteractivemap.Thiswillresultinalive“heat-map”highlightingthosespotswheremanyusershavepinnedaproblem.Thechallenge will be accompanied by communication campaigns through the communication channels ofLeicester(e.g.website,socialmedia,mailings,etc.)andlocalpresscoverage.
What is flooding, what are itsformsandwhydoesithappen.Inaddition, what you can do tominimisethatrisk.Also,whatyoushoulddoifyoufindyourselfexperiencingaflood.
Floodwardens The DSP is amechanism for youto communicate within yourcommunities and among eachother to shares ideas andexperience.Toadvertisetheroleofbeingafloodwarden,andthereforeencouragemorepeopletobecomefloodwardens(especiallyinareaswherethereislowuptake)
What is flooding, what are itsformsandwhydoesithappen.Howcoulditaffectyourbusinessandwhatyoucandotominimisethatrisk.Also,whatyoudoifyoufindyourbusinessexperiencingaflood.
Advertise their local projects,what their role isasagroupandencourageusersoftheDSPtogetinvolved in their local projectsandexpandthegroups.TheDSPisamechanismtoengagewithlocalcitizensandanareainwhichideasandbestpracticescanbeshared.
InthePOWERproject,MiltonKeyneswillencouragewaterconservationusingsocialawarenessincentives.Engagementmodels from the project partnerswill provide frameworks to incentivise householders andschools.
ThePOWERDSPmodelwillshareandexchangeknowledge,allowingcitizenstomonitorwateruseonline,enhancing social gamification mechanisms and increasing individual and collective awareness. Byconnectingcity inhabitants throughanetwork, theywillbeable toseegoodandbadpracticesofothersandexchangeadviceonhowtoreducewaterconsumption.
Milton Keynes will use the POWER DSP to facilitate the exchange of water saving knowledge betweencitizenswiththeaimtoreachthebestpracticewaterconsumptiongoalof80litresperpersonperday.Aspartofthecampaigntoreachthisgoal,wewillruntheMKWaterSavingChallenge,inwhichalluserscan12Experiencewithsimilarplatformsshowthatregularengagementofactiveusersislimitedandtheshareofnon-returningusersisusuallyhigh.Thusweaimforacoregroupof150highlyactiveusers(15floodwardensengagingwith10ofhis/hercommunitymemberseach)whologintwicepermonthbetweenM24andM48(24monthsx150x2=7.200logins).Assumingthatfromtheother2.850usersca.50%loginevery3-4monthsonaveragerespondingtolocalcampaignsoreventannouncements(1.400x6timesover24months=8.400logins)andtheother50%logintwotimesperyear(1.450x4timesover24months=5.800logins),weaimtoreach21.400logins.13Weaimforapproximately200socialmediacommunications(2perweek)andanadditional100communicationsmadeupfrome-newsletters(monthly/weekly),leafletingandrelatedeventsuptoM48oftheproject14Mixed-methodcommunicationdirectlytotargetgroupsandmediacoverage(onlineandofflinemedia)ensureshighoverallreach(e.g.multiplier-orientedsocialmediastrategy:re-tweetingbyinfluentialuserstoreachtheirfollower-base)addressingthefollower-baseofLeicesterCityCouncilsocialmediachannels(ca.35,000),e-newslettersubscribers(ca.9000)andthepotentialrecipientsofflyerswithinblanketcoverageletterssentoutbyLeicesterCityCouncil(ca.136,000properties).
submit their personal tips on water saving on the DSP and engage with the user community discusscontributionsandvotefortheirfavouritetips.Eachchallengewillbeopenfortipsubmissionsfor3months,afterwhichthemostpopularcontributor(basedoncommunityvotes)willbeselectedandawardedwiththeMKWaterSaverbadge,ceremoniouslyhandedoverbythemayorofMiltonKeynes.EachchallengewillbeaccompaniedbyacommunicationcampaignthroughMiltonKeynes’scommunicationchannels(MiltonKeynesCouncilwebsite,socialmedia,pressreleases,newslettersandlocalpresscontacts.
In cooperationwithanumberof schools,MiltonKeyneswill setupeducationalprojects inwhich schoolchildren(ages12-14)worktogethertocreatestrategiesforsavingwater.OneteamfromeachschoolwillcreatetheirownwebpageonawatersavingtopicfortheDSP.Thiswillintroducerelevantcontemporarycollaborativecontentbystudentsandforstudents.Inthecourseoftheeducationalprojects,severalteamsineachschoolwilldevelopatopicandbuilditintoacontributionfortheDSP.Every4months,eachschoolwill select theirbest threecreations forpublishingontheglobalbestpracticerepositoryof theDSP.Theteams that created thesepublishedarticleswill be rewardedwithpositivepress coverageandaPOWERaccoladefortheschoolsandteammembers.Theschoolswillalsocompetewitheachotheronhowmuchwater saving they can achievewithin their school. At the end of each year, aHead of Service atMiltonKeynesCouncilwill select thebest topicalcontributionof theyearandrecognisewhichschoolmadethegreatestwatersavings.Theteamthatcreatedthetopicalcontributionswillberewardedwiththe“YoungWater SavingDesign-Award”and thewinning schoolwith the “Water Saving Schoolof theYear-Award”,both ceremonially handed over by theMayor ofMilton Keynes and a representative from POWER. Thewinning team, its strategy andmeasures that led to success will also be published on the POWER DSPaccompanied by communications throughMilton Keynes’s communication channels (e.g. website, socialmedia,mailings,etc.)andlocalpresscoverage.
There is also an educational project plannedwith the local water provider, AnglianWater. The POWERteam atMilton Keynes areworkingwith theManager of the local AnglianWater education centre in acollaborative project. There will be teacher information evenings where they will learn about whatresourcesareavailablefromAnglianWaterandMiltonKeynesCouncil.Theseeveningswillbefollowedbya studentdayatMiltonKeynesCouncil’s SaxonCourtoffice. Theplan is tohavepupils fromsix schools,three juniorandthreeseniorclasses.Thiswillequatetoaround180studentsovertheday.Thestudentswillengagewiththreeorfouractivitiesbeforebeingaskedforfeedbackonwhattheyhavelearntandtheirideas for savingwater.Theactivitieswill includeusingmodelsofcatchmentareas,waterprocessingandbuilding a supply network alongwith the senior students learning the complexities facing theUKwatercompanies. The feedback from the students will provide information for future educational projects incollaborationwithAnglianWater.
Community engagement inForum discussions: ways toreducewaterconsumptionBest Practice guidelines –what is feasible in a familyhouseholdinMKWatermeterreadingstocheckforleaks
DSP articles and links toAnglianWaterwebsite.Approachlocalgardencentreswithprospecttocollaborateanddonaterewardsofplantsand/oradvice/guidance.
Forum discussions: ways toreduce water consumptionby choosing the right plantsandwateringefficiently.GardenCentrecooperationwithpromotingtheinitiativeandprovidingadvice.
15Combinedreachofallcommunicationchannels.TwitteraccountofMKhas10,00followers,AnglianWaterhas22,600followers,articles in local newspaper (MKCitizen) with reach of over 100,000 households, leaflet campaign targeting 10,000 recipients =combinedreachofca.145,000
HagihonisalreadycooperatingwithtwocommunitygardenactivistgroupsinJerusalem.Wewillsetupacommunity garden challenge on the DSPwhere activist groups are invited to share tips, ideas and bestpractice examples of gardening and irrigation techniques that use less water. The submissions will bediscussedandvoted(“liked”)bytheusercommunityonthePOWERDSP(localtoJerusalemaswellasbyPOWER’s user communities in other Key Demonstration Cities and the network of follower cities). Byreaching a defined goal of community activity and likes (number of submissions from each communitygarden group and a certain number of likes), a community garden group can reach 3 different badges:“Gold, Silver and Bronze Community GardenGroup”. The challengewill be accompanied by a bi-annualcommunicationcampaignthroughHagihon’scommunicationchannels(e.g.website,socialmedia,mailings,etc.)andlocalpresscoverage.Together with the Rotary Club’s “Hands Across Water-Initiative” and in cooperation with a number ofschools throughout the city of Jerusalem, the POWER project will set up educational projects in whichschoolchildren(grades8-10)co-createandco-designtopicalcontributionsonwatersavingfortheDSPinorder to populate it withmodern, relevant and collaborative water quality education content targetingyoungusers. In the courseof theeducationalprojects, several teams ineach schoolwill develop topicalcontributions.Every4months,eachschoolselectsthebest3creationstobepublishedontheglobalbestpractice repositoryof theDSPand rewards the creator teams.At theendofeachyear,POWERand theJerusalemEducationDivision(JED)willselectthebestcontributionoftheyearandthewinningschoolwillberewardedwiththe“YoungWaterQualityDesign-Award”ceremoniallyhandedoverbytheheadoftheJEDanda representative fromPOWER.ThechallengewillbeaccompaniedbycommunicationcampaignsthroughHagihon’scommunicationchannelsandlocalpresscoverage.
4.5 SabadellIn the city of Sabadell water is supplied in two qualities: drinking water and water for non-drinkingpurposes. CASSA is implementing an information system that enables real-time information about thequality and conditions of service throughout their distribution networks. This will allow users to takeappropriatedecisions.Themaingoalof thecityofSabadell is topromote improvedwaterqualityby theactive involvementofcitizens.ThePOWERDSPwillprovidetheconsumerwithinformationtoencouragebettermanagementofresourcesandareductionintheconsumptionofdrinkingwatertobereplacedbynon-potablewater.ThePOWER DSP will also allow citizens to monitor water quality online, enhancing social gamificationmechanismsand increasing individualandcollectiveawareness.Byconnectingcity inhabitants throughanetwork, theywill be able to identify different levels ofwater quality and openly judge and voice theiropinionsconcerningtheresource.ThekeyelementsoftheengagementmodelforSabadellare:
IncollaborationwithEDUCASSA,Cassa’seducationalprogram,POWERwill setupeducationalprojects inwhichschoolchildrenco-createandco-designtopicalcontributionsonwaterqualityfortheDSPinordertopopulateitwithmodern,relevantandcollaborativescienceeducationcontenttargetingyoungusers.Twotimesperyearwewillinitiateateam-challengeamongthe1,000yearlystudentsintheEDUCASSAprogramin which several groups of students (ages 12-14) develop engaging, attractive and informativecontributions.Every6months,thebestcontributionswillbeselectedandpublishedonthePOWERDSP.At
16(CommunityGardens,Schoolchildren,Generalpublic,Customers(e.g.homeownerswithrooftoptanks),Municipality&politicians,Technologycompanies)17Ofthe49gardenswhovisittheDSPwewant60%toregister(ca.30gardenswith10userseach=300registeredcommunitygardenactivists).Ofthe6.000schoolstudentswhovisittheDSPin2yearsweexpect20%toregister(1.200registeredschoolstudents).Ofthe9.000homeownersvisitingtheDSParealistictargetassessmentis5%toregister(450users).Theysumupto1.950users,togetherwithregistrationsfromtechnologycompaniesandlocalpoliticianswetargetca.2.000registeredusers.18Experiencewithsimilarplatformsshowthatregularengagementofactiveusers is limitedandtheshareofnon-returningusers isusuallyhigh.Thusweaimforacoregroupof200highlyactiveusers(200gardeningactivists)whologintwicepermonthbetweenM24andM48(24monthsx200x2=9.600logins).Ofthe1.200registeredschoolstudentswewanttoacquireahighlyactivecoregroupof10%(120students)whologintwicepermonthandactivelycontribute(24monthsx120x2=5.760logins.Assumingthatfromtheother1.680usersca.50%loginevery3-4monthsonaveragerespondingtolocalcampaignsoreventannouncements(840x6timesin2years=5.040logins)andca.50%logintwotimesperyear(840x4timesin2years=3.360logins)weaimtoreach23.800logins.
theendofeachyear,POWERandthecityofSabadellwillselectthebestcontributionoftheyearandthewinningteamwillberewardedwiththe“YoungWaterQualityDesign-Award”ceremoniallyhandedoverbythe mayor of Sabadell. The contest will be accompanied by communication campaigns through Cassa’scommunicationchannels(e.g.website,socialmedia,mailings,etc.)andlocalpresscoverage.One of CASSA’s objective in POWER is to expand the existing non-potable water network according tocitizendemandandtopromoteitsuse. InadditiontotheexistingMasterPlanandtheparticipatoryuserpollon theDSPwewillalsodesignandcarryout theannual“MapITUserChallenge–GreeningSabadellwithNon-PotableWater”.Byclickingonthedesireddeliverypointfornon-potablewaterinaninteractivecity map on the DSP (with the additional option to upload a photo of the spot) a live “heatmap” willvisualize demandhot spots in Sabadell. The challengewill be accompanied by an online communicationcampaign through Cassa’s communication channels. Furthermore, we will engage with local (guerrilla)gardeninggroupsandactiviststopromotethechallengewiththeircommunitiesinordertousemorenon-potableandlessofthescarcepotablewaterforirrigationinSabadell.
5 Communicationthroughthepartners’channelsExisting communication channels of the project partners and associated links to their networks andcommunitieswillbeusedtodisseminateandreinforcethecommunicationeffort.Thesechannelsinclude,butarenotlimitedto,theonesdescribedinTable34includedinAnnex10–Partners’channels.Publicprojectdeliverablessuchasproject reports,workingpapers,articles,andotherdocumentswillbepublishedormadeavailablethroughopenaccesschannelssuchastheprojectwebsiteandthewebsitesoftheprojectpartners.Publicupdatesabouttheprojectprogresswillbereportedontheprojectwebsiteaswellasthoseofinstitutionalwebsitesofallprojectpartners.SignificantnewswillalsobepublishedthroughSocial Media channels (Twitter, Facebook, and LinkedIn channels of the project, etc.), which will bemanaged by the responsible partner. The project coordinator and - as needed - all other partners, willprovidewrittenupdatestotheresponsiblepartnerforreportingonthewebsiteand,asappropriate,othersocialchannels.All partnerswill use their regional and national channels to communicate results, events and reports ofinterestintheirowncontexts.Partnerswill,throughtheirinstitution’scommunication(pressoffice)office,make use of existing contacts with local regional and national newspapers, organisations specialized inwater-relatedissues.
This deliverablehasdescribed the communication strategyof thePOWERproject, aswell as theprojectwebsiteandafirstidentificationoftargetedactivities.TheseplannedactivitiesaimatensuringthewidestpossibleimpactofthePOWERconcepts,resultsandoutputs.The communication actions will be tracked by the partner in charge bymonitoring at regular intervals,whether the strategy is progressing as planned. Community assessment will precede any communityintervention, so that planned activities could match the needs and assets of the target audience.Participative monitoring and evaluation with target audience members will help to understand whatchangemeanswithintheparticularcommunity.Toefficientlyupdatethecommunicationactivities,theKeyPerformanceIndicatorsdefinedthroughoutthisdocumentwill be constantlymonitored and their respective progress towards set goalswill be checkedagainst the respective target values. In case of substantial deviation from plan, timelymeasureswill beundertaken in order to ensure that POWER achieves its ambitious communication and engagementobjectives.To facilitatethis,acommunicationmonitoringandevaluationplanwillbedesignedaspartofT5.3work.
The frameworkof the sitemapof thePOWERwebsite is givenbelow. It isdisplayed in themenu in thehorizontalnavigation.Themenuisstructuredwithinamaximumof11levelstoeaseaccessibility.
§ Home§ Overview
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Jun StrategieworkshopKlima-Bündnis-Energiereferat,FrankfurtamMain,GermanyICT4WaterClusterMeeting–Jerez,SpainDSI4EU:ShapingtheFutureofDigitalSocialInnovation–Brussels,Belgium
Oct SustainableCitiesconference–London,UKInternationalClimateAllianceConference&ClimateStarGala-KremsanderDonau,AustriaIndia-EUWaterForum.WorldSustainableDevelopmentSummit2016-Delhi,IndiaIWAWorldWaterConference-Brisbane,Australia
Nov SUSCOWaterandtheCityConference-Budapest,HungaryBUDAPESTWATERCONFERENCEEUROPEANUTILITIESWEEK–BarcelonaMeetingswithlocalgroupsandCityCouncilofJerusalemWebSummit2016Lisbon(AlphaExhibition),Lisbon,Portugal
Q1 -Launchofcollaborationdevelopment with Ecoschools
-StartofMapIT:BlockedDrainagesCitizenScienceProjectandCampaign- Quarterly quiz on theDSP:3.SuDS-Monthly“FloodWardenoftheMonth”award- Flyer campaign withinblanket coverage letterssentoutbyLeicesterCityCouncil- Newsletter to increasenumber of Followers onsocial media (especiallyFacebookandLinkedIn)
-StartofFlashFloodMapITCitizenScienceProjectandCampaign- Quarterly quiz on theDSP: 1. Do you know yourfloodrisk?- Monthly “Flood WardenoftheMonth”award
- 2nd Communicationcampaign(website,socialmedia, newsletters) onflood awareness and thePOWERDSP- ‘Your Leicester’newsletter- Quarterly quiz on theDSP: 1. Do you knowyourfloodrisk?-Monthly“FloodWardenoftheMonth”award
- 3rd Communicationcampaign (website, socialmedia, newsletters) onflood-preparedcommunities and thePOWERDSP-‘Face’newsletter- Quarterly quiz on theDSP:2.FloodWardens-RerunMapIT:FlashFloodcommunicationcampaign- Monthly “Flood WardenoftheMonth”award
Q3 - Launchof collaborationwithLLRPrepared
- 1st Communicationcampaign (website,social media,newsletters) of the DSP‘goinglive’- Newsletter to increasenumber of Followers onsocial media (especiallyFacebookandLinkedIn)- Quarterly quiz on theDSP: 1. Do you knowyourfloodrisk?- Launch of the CPD &Student Brief projectwithDMU
-‘Face’newsletter- Quarterly quiz on the -DSP:2.FloodWardens- Rerun of MapIT:Blocked Drainagescommunicationcampaign-Monthly“FloodWardenoftheMonth”award
- ‘Your Leicester’newsletter- Quarterly quiz on theDSP:3.SuDS- Monthly “Flood WardenoftheMonth”award
Q4 - Quarterly quiz on theDSP:2.FloodWardens-KnowledgemobilisationWorkshop-StartofLeicester“FloodWarden of the Month”ChallengeandCampaign- Launch of Eco schoolseducationcampaign
- ‘Your Leicester’newsletter- Quarterly quiz on theDSP:3.SuDS-KnowledgemobilisationWorkshop-Monthly“FloodWardenoftheMonth”awardand“Flood Warden of theYear”award
-‘Face’newsletter- Rerun MapIT: BlockedDrainages communicationcampaign- Monthly “Flood Wardenof the Month” award and“Flood Warden of theYear”award
-Student day with AW attheAtrium,MKCoffice-Start of educational co-creation sessions withstudents in the POWERschoolproject- Start of 2018 watersaving competitionamongschools- Launch smart-meteringcampaign with pilothouseholds (roll-out &campaign)-2ndMKWaterSavingChallenge&campaign(neighbourhoodchallengesforcompetitivewatersaving,dataanalysistodeterminewherethebestsavingsweremadeandrewardsforcreativity)
-LaunchofYoungWaterQualityDesign-Challenge2017forschoolchildrentoco-createcontentfortheDSP-Knowledgemobilizationworkshop-Communicationcampaign(flyer,web)aboutwaterleaksinmunicipalwaternetwork-Costumerengagementcampaignthroughbills-Continuedmonthlymeetingswithcommunitygardenactivists-Continuedweeklysessionswithdelegationsfromindustry,government&science-ContinuedweeklyeducationaltrainingsessionsforschoolchildrenatHagihon- Newsletter to increasenumber of Followers onsocial media (especiallyFacebookandLinkedIn)
-2ndPOWERinformationcampaign(Hagihonwebsite)onDSPgo-live- Newsletter to increasenumber of Followers onsocial media (especiallyFacebookandLinkedIn)-Continuedmonthlymeetingswithcommunitygardenactivists-Continuedweeklysessionswithdelegationsfromindustry,government&science-ContinuedweeklyeducationaltrainingsessionsforschoolchildrenatHagihon
- EDUCASSA YoungWater Quality Design-Challenge for schoolchildren to co-createcontentfortheDSP-Launchof“MapIT2018User Challenge” &campaign- Information campaign(web,socialmedia,pressrelease) about waterserviceinterruptions-Knowledgemobilizationworkshop
- EDUCASSA Young WaterQualityDesign-Challenge- Launch of “MapIT 2019User Challenge” &campaign- Knowledge mobilizationworkshop-Costumerengagementcampaignthroughbills
Q2
-Awardingbest3resultsfrom the EDUCASSAYoung Water QualityDesign-Challenge- Information campaignon water quality(website, social media,pressrelease)
- 3rd POWER informationcampaign (website, socialmedia)- Awarding best 3 resultsfrom the EDUCASSAYoungWater Quality Design-Challenge
existing studies. The Conservation Volunteers, Available at:https://www.tcv.org.uk/sites/default/files/172/files/TheImpactofCitizenScienceactivitiesonparticipantbehaviourandattitude.pdf.
Petts, J. & Brooks, C., 2006. Expert conceptualisations of the role of lay knowledge in environmentaldecisionmaking:challengesfordeliberativedemocracy.EnvironmentandPlanningA,38(6),pp.1045–1059.Availableat:http://www.envplan.com/abstract.cgi?id=a37373.
Pocock,M.J.O. et al., 2014.A Strategic Framework to Support the Implementation of Citizen Science forEnvironmentalMonitoring.FinalReporttoSEPA,Wallingford,Oxfordshire.
Statista, 2017. Leading social networks worldwide as of April 2017, ranked by number of active users.Statista.com. Available at: https://www.statista.com/statistics/272014/global-social-networks-ranked-by-number-of-users/[AccessedApril25,2017].
Stokes,M.,Baeck,P.&Baker,T.,2017.“WhatnextforDigitalSocialInnovation?Realisingthepotentialofpeople and technology to tackle social challenges,” Available at: https://capssi.eu/recent-report-on-what-next-for-digital-social-innovation/.
Webler,T.,Kastenholz,H.&Renn,O.,1995.PublicParticipation in ImpactAssessment:ASocial LearningPerspective. Environmental impact assessment review, 15(5), pp.443–463. Available at:http://www.sciencedirect.com/science?_ob=MImg&_imagekey=B6V9G-3Y5FWPT-8-1&_cdi=5898&_user=698911&_pii=019592559500043E&_origin=browse&_coverDate=09/30/1995&_sk=999849994&view=c&wchp=dGLbVtb-zSkzk&md5=4cc977aa8c4c63998ea7626c5da81f6d&ie=/sdarticle.pdf.
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