Key messages in this report
• Behaviour change is essential for achieving climate and environment goals, and for delivering wider benefits.
• The Government’s current approach to enabling behaviour change to meet climate and environment goals is inadequate to meet the scale of the challenge.
• The public want clear leadership on the areas of behaviour change they should prioritise, and they want the Government to lead a coordinated approach to help them adapt by making change easier and fairer.
• Priority behaviour change policies are needed in the areas of travel, heating, diet and consumption to enable the public to adopt and use green technologies and products and reduce carbon-intensive consumption.
• There is a need for greater leadership and coordination across Government departments and with wider society on behaviour change for climate and environmental goals.
• The Government needs to provide a positive vision and clear narrative on how the public can help achieve climate and environment goals, and to lead by example.
• Information is not enough to change behaviour; the Government needs to play a stronger role in shaping the environment in which the public acts, through appropriately sequenced measures including regulation, taxation and development of infrastructure.
• Fairness is key to effective behaviour change.
• Businesses have a critical role to play in enabling behaviour change through increasing the affordability and availability of greener products and services, and engaging customers and employees.
• Government should also support and celebrate civil society organisations, faith communities and local authorities delivering local behaviour change projects.
• Government should learn from examples of where it has effectively enabled behaviour change, including during the COVID-19 pandemic, as well as from past failures.
Toby Kent the Rockefeller funded “Chief Resilience Officer” who is based in Melbourne planned out, over the past 5 years, how to handle the city in the event of a pandemic. Rockefeller funded and started “Strong Cities Network” and Melbourne has been their “poster child” since inception.
Dan Andrews visited New York 3 years ago to learn about and then add surveillance structures and systems into Melbourne that complement the SCN strategies and system. The completion of the installation has taken place during lockdowns (look at your local roundabouts and intersections now). There has been a workforce here from China installing them – a group of these workers have been staying at a suburban hotel right by where I live – an incredible coincidence. Anyway….
The premise of SCN is that you surrender your policing policies to the Network ‘Think Tank’ (based in London) and they produce the guideline for you. They also provide the troops and training on militia-style tactics (the knee on neck is one of them and the stormtrooper approach is another).
The Rockefeller Foundation and United Nations have multiple networks in place that deal directly with city Mayors and leaders of LG municipalities – bypassing national and state structures – a form of infiltration so they do not have to go through ‘normal’ layers of legal, moral, and constitutional authority – they cut through all that red tape. The longer term goal being to do away with government as sovereignty and nationality are obstacles to a one government world – which is the ultimate and underpinning goal of the WEF and UN MOU they signed in 2019. (Yes the WEF and UN are now essentially one overlord organisation).