The Greenhouse Gas (GHG) Protocol groups emissions sources into “Scopes” as a way of helping organisations understand where in their operations they could reduce emissions:

• Scope 1 covers ‘direct emissions from owned or controlled sources’.
• Scope 2 refers to ‘indirect emissions from the generation of purchased electricity, steam, heating and cooling consumed by the reporting company’.
• Scope 3 includes ‘all other indirect emissions that occur in a company’s value chain’.

We’ve been calculating our emissions since 2019. It didn’t take us long to realise—as an entirely remote organisation with no cars, no factories, no offices, and no private jets— that all of our emissions fall under Scope 3.

Beyond that, our calculations show that roughly half of our Scope 3 emissions are as a result of the activity of the services we use – for example, emissions created by the trains we use to travel to visit clients and take part in team meetings, or by the power stations that generate the electricity that feeds the (third-party) datacentres that our websites are served from.

There is plenty of advice out there on how organisations can work to reduce these types of Scope 3 emissions. We’ve already made progress in this regard – asking suppliers for their sustainability policies as part of our procurement process, switching to greener suppliers where possible, even improving the performance of our websites to consume less power.

But it’s the remaining half of our Scope 3 emissions that pose a challenge. These emissions are generated by mySociety’s staff – primarily lighting and heating for our homes and workspaces. Unlike a traditional organisation, we can’t just overhaul the office lighting, or turn down the thermostats – we don’t have an office to make those changes in! Instead, it’s up to each of our employees to do their part.

That’s why we’ve introduced incentives like our Climate Perks programme, which rewards staff with extra time off when they travel to/from holidays via sustainable transport options. We produced a guide for mySociety employees looking to lower their carbon footprint while working from home. But we know these changes are only scratching the surface of what we should be doing.

There isn’t a huge amount of information out there on how organisations can influence emissions generated by remote workers. Where should the balance of power lie in that relationship? How much can organisations require of employees, and how much they can only incentivise and support more sustainable options?

It’s made all the more difficult because each employee’s situation is different – and we’re aware a one-size-fits-all solution won’t work.

So we’re talking about this in the open, to see whether other organisations have faced this issue and come up with a way forward that works for them. As more organisations embrace remote working, this will only become a more common issue. If you’re already doing something in this space, get in touch!

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Image: Clay Banks

Another month, another chance to share progress from the Climate team. And this time, you get to hear it from a different person too – Hello! I’m Zarino, one of mySociety’s designers, and Product Lead for the Climate programme.

Over the last month, we’ve moved the programme on in three main areas: Adding some much-anticipated features to our headline product, the Climate Action Plans Explorer; continuing full steam ahead on development of Climate Emergency UK’s ‘Council Climate Plan Scorecards’ site, and setting up a research commissioning process that will kick in early next year.

New features on CAPE

Just barely missing the cut for Siôn’s mid-November monthnotes, we flipped the switch on another incremental improvement to CAPE, our database of council climate action plans:

CAPE now shows you whether a council has declared a climate emergency, and whether they’ve set themselves any public targets on becoming carbon neutral by a certain date. We are incredibly grateful to our partners Climate Emergency UK for helping us gather this data. Read my earlier blog post to find out more about how we achieved it.

As well as displaying more data about each council, a core aim of the CAPE site is enabling more valuable comparisons with—and explorations of—the plans of similar councils. Previously, we’d done this by allowing you to browse councils of a particular type (London Boroughs, say, or County Councils), and by showing a list of “nearby” councils on each council’s page.

However, we’re now excited to announce the launch of a whole new dimension of council comparisons on the site, thanks to some amazing work by our Research Associate Alex. To try them out, visit your council’s page on CAPE, and scroll down:

These five tabs at the bottom of a council’s page hide a whole load of complexity—much of which I can barely explain myself—but the upshot is that visitors to CAPE will now be able to see much more useful, and accurate, suggestions of similar councils whose plans they might want to check out. Similar councils, after all, may be facing similar challenges, and may be able to share similar best practices. Sharing these best practices is what CAPE is all about.

We’ll blog more about how we prepared these comparisons, in the new year.

Council Climate Plan Scorecards

As previously noted, we’re working with Climate Emergency UK to display the results of their analysis of council climate action plans, in early 2022. These “scorecards”, produced by trained volunteers marking councils’ published climate action plans and documents, will help open up the rich content of council’s plans, as well as highlighting best practice in nine key areas of a good climate emergency response.

As part of the marking process, every council has been given a ‘Right of Reply’, to help Climate Emergency UK make sure the scorecards are as accurate as possible. We’re happy to share that they’ve received over 150 of these replies, representing over 50% of councils with a published climate action plan.

With those council replies received, this month Climate Emergency UK’s experts were able to complete a second round of marking, producing the final scores.

Meanwhile, Lucas, Struan, and I have been working away on the website interface that will make this huge wealth of data easily accessible and understandable – we look forward to sharing more about this in January’s monthnotes.

Research commissioning

Finally, as Alex recently blogged, we’ve been setting up a research commissioning process for mySociety – primarily to handle all the research we’d like to do in the Climate programme next year. Our main topics for exploration aren’t yet finalised, but we’re currently very interested in the following three areas:

1. Public understanding of local authorities and climate
2. Public pressure and local authorities
3. How local authorities make decisions around climate

Watch this space for more details about these research opportunities, and how to get involved.

To realise our goal of repowering democracy, and to really consider how we can contribute to mitigating the worst aspects of the climate crisis, we need to change how we do things.

We’ll base these shifts on what we’ve learned over the past two decades; a recognition of the scale of the crises we face; and an understanding of how we might be part of a bigger solution.

The three interlinked strategic shifts that we need to make as an organisation are:

Shift #1: Design for the needs of society, not just provide tools for individual citizens.

Shift #2: Place more power in more people’s hands, not just make old power more accountable.

Shift #3: Prise open institutions, so they are better able to support and embrace meaningful participation.

Shift #1: Design for the needs of society

Building digital services for individual action has been a big part of our work to date, but we recognise that this isn’t enough to address the really big problems we face.

We need to better understand not just individual citizens’ needs, but the needs of communities as a whole.

Designing for society’s shared problems means understanding the wider system of potential partners and collaborators, assessing who has power and how it is exercised, understanding where tools and services might play a role, or where it might make more sense to amplify the efforts of others.

Undertaking this process will lead to engaged and informed systems of partners and collaborators who understand which tools are available to them to shift or create new power; who are able to radically imagine and deliver new ways of working together to tackle the pressing crises of democracy and climate.

Delivering for the needs of society sets the stage for meaningful participation by citizens and communities, especially those that are underrepresented or less likely to engage in democratic processes.

From picking a problem	>	to understanding needs
From user needs	>	to community and societal needs
From individual services	>	to enabling people to organise
From suppliers and beneficiaries	>	to partnerships and coalitions
From pre-packaged solutions	>	to being led by experimentation

Shift #2: More power in more people’s hands

It’s not enough just to hold power to account: instead we need to change how power is distributed and how it is exercised.

Getting more power into more people’s hands means creating more opportunities for meaningful participation in decision making; helping people to organise together to come up with solutions that work for all sectors of society.

We’ll contribute to this by drawing upon established communities of practice around our current programmes, so that people are able to work together for collaborative democracy and climate action at scale.

We will seek opportunities to work in coalition with partners to digitally supercharge their campaigning, mobilising and advocacy, through a repowering of democratic participation, so that we can better achieve our outcomes by working with others – leading to improved decision-making and sustained long-term participation and new impactful partnerships.

From holding power to account	>	to exercising new forms of power
From individual actions	>	to collaborative movements
From incremental change	>	to transformative shifts
From sharing information	>	to solution building
From calling for action	>	to helping drive change

Shift #3: Prise open institutions for meaningful participation

Thinking about how we put more power in more people’s hands leads us to consider where power lies and how much leverage we have to redistribute this power or create new forms of complementary power.

Public institutions hold a lot of power, within large and often rigid bureaucracies that struggle to shift their own behaviours quickly. Any meaningful repowering of democracy to make it work better for citizens, with deeper participation and greater accountability, can only be achieved with the consent and collaboration of these existing institutions.

Putting more power in people’s hands needs to be matched with the prising open of institutions so that they are capable of welcoming and supporting greater participation in decision making. Through our research and civic technology work, and through working with allies and agents of change inside of institutions, using evidence-based approaches, we will advocate for significant long-term policy shifts in how citizens and communities can meaningfully shape decision-making.

When central and local government are better able to engage with and involve citizens and communities in decisions that affect them and facilitate solutions coming from communities themselves we’ll know we’re getting this right – because greater participation between institutions and diverse representative groups of citizens leads to better outcomes.

From project based research	>	to influencing policy change
From outside critique	>	to driving institutional change
From calling for change	>	to enabling citizen participation
From accepting balance of power	>	to prising open institutions
From highlighting failure	>	to forcing changes to be made

What these three shifts represent

Together these three shifts represent HOW we plan to change as an organisation to be better able to contribute to a repowering of democracy.

Next: Behaviours we’ll adopt to better repower democracy.

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Image: Sandro Katalina

Over the past year whilst we’ve been rocked and rolled by the pandemic along with the rest of the world, we’ve been spending some time thinking about where we’re going as an organisation and what we should be focusing on in the future. Alongside establishing the foundations of our climate programme we have been working on redefining the core principles around democracy and power that inform what we do.

This is the first of three posts where I wanted to get a bunch of this thinking out in the wild so we can start to get some feedback as we incorporate this into our day to day work.

Where we started was by defining our why, how and what:

Why: We believe people can and want to work together to build a fairer society – the web can help do this at scale.

How: Our role is to repower democracy: using our digital and data skills to put more power in more people’s hands.

What: We work in partnership with people, communities and institutions to harness digital technology in service of civic participation.

We’ll unpack those in a moment, but before we get too far into looking forward it’s worth looking back to mySociety’s beginnings.

Where we started

In 2003, when the internet still had a shiny new glow, it was viewed by many as the saviour of democracy (and much else besides). Sadly, this vision was more common amongst developers and democracy wonks than those in positions of power, and even today genuine democratic participation is limited. Government still doesn’t really know how to respond when people do want to get involved.

Outside the halls of government, it was becoming clear that the real potential of the internet was not just in propping up existing power structures, but in driving much more radical change. Industries and institutions were being revolutionised – people were able to self-organise and form new communities around the ideas they cared about.

A different model of democracy and society was possible.

It’s useful to refer back to an article by one of our former trustees James Crabtree from 2003, Civic hacking: a new agenda for e-democracy which was one of our founding inspirations. It translated this challenge to the political sphere, providing the spark for the group, led by Tom Steinberg, from which mySociety emerged.

The mySociety project

The mySociety project was animated by a series of shared questions:

• What if technology enabled people to come together and help one another meet civic challenges?
• How might the internet transform civic life and what might a transformed democracy look like?
• How might we create digital spaces and tools which people would want to use?

That original group of volunteers and friends has grown into an organisation capable of exploring these questions in the UK and around the world for millions of people.

By bootstrapping our work over the years, we’ve shown how people could and would contribute to a democratic society – given the opportunities, tools and spaces – and demonstrated an alternative vision to that provided by mainstream government, quickly building services that worked.

We’ve enabled the fixing of streets, the freeing of information, the accountability of parliamentarians. We gave ordinary people more of the tools they needed to participate in more everyday democracy.

We have so much to be proud of. But our work is not finished and our fundamental belief remains unchanged – that people want to work together to build a better, fairer future — and that technology can be harnessed to help do this.

Today’s problem: dual crises of democracy and climate

At the time of writing we’ve just come to the end of COP26 in Glasgow; which depending on your point of view was either another wholly underwhelming summit, where promises and commitments fell woefully short of what is necessary… OR it was an important snapshot of the current challenges facing each nation and a stepping stone in their journey towards making the necessary changes.

Either way, the crisis of the climate continues to be fuelled by the crisis of democracy — in its current form our democratic experience is just not up to the task of responding to the emergency.

The need for change across the whole of society is urgent, but it needs unprecedentedly bold leadership to build the consensus for necessary changes to happen. The scale and nature of the action required is really daunting.

With power concentrated in the hands of a few, rather than equitably shared throughout society, today’s model of decision-making fails to take into account what’s good for people, the planet and society as a whole.

From our perspective, representative democracy in its current form is proving inadequate to the task. In the UK our voting system is flawed and unrepresentative; often distant and unaccountable politicians work within a system that has resulted in polarisation, cynical division and disenchantment. What’s more our core democratic institutions are actively under attack by people who seek to undermine their effectiveness still further.

It’s not a lack of science that’s driving the climate crisis, it’s a lack of democracy.

We need a new democratic settlement — one that recognises the shortcomings of the current approach and seeks to put more power in more people’s hands.

It must be a repowered democracy that allows us to be better at taking decisions together — locally, regionally, nationally and internationally — reducing and mitigating the worst impacts of climate change effectively, and supporting transparent and accountable decision-making.

Combatting the climate crisis demands that we reconsider every aspect of the way we live our lives: the way we work, the way we travel, how we build and heat our homes – nothing short of imagining an entirely new form of society.

We need to collectively address these demands in the face of decades of predatory delay from established institutions and corporations, all the time beset by wilful and skilful misinformation, with leaders incapable or unwilling to advocate for how we can all gain from urgently reimagining our lifestyles and communities. The poor health of our democracy increases the risk of further delay at best, and a further erosion of our liberty at worst.

Repowering democracy

Repowering democracy means finding new and better ways to collectively tackle the problems in ways that work for society as a whole; creating space and permission for our leaders and politicians to make the difficult decisions that will be needed in years to come with our full support and participation.

Repowering democracy means improving the legitimacy, effectiveness and resilience of representative democracy so that it is better capable of incorporating, supporting and embracing the outcomes of participatory democracy — creating the conditions for citizen and community power to thrive and flourish.

The belief that animates mySociety is that the internet can shape a new politics where people solve their own problems together; not just make it easier to take part in existing politics.

Fundamentally we believe people can — and want to — work together to build a fairer society.

Repowering democracy demands that here at mySociety we reconsider our role in ways that help more people work together to build that fairer society:

• We’ll seek to evolve our portfolio of existing services to become hubs of motivated and empowered community building and action; developing new models of action to directly address the most urgent crises facing society; and expand the ways we operate, bringing in new skills and expertise beyond our core tech, delivery and research staff.
• We’ll look to adopt a model where we spend more time enabling participation and collaboration between people, communities and institutions — increasing participation and prising open institutions.
• We’ll increasingly seek to support others to deliver more meaningful impact with our help; adopting our shared technology and open approach, convening and enabling new communities of practice.
• We’ll help people understand and influence how decisions are made; not just provide better tools by which to choose and challenge politicians.

In summary, we believe that people can and want to work together to build a fairer society, to tackle the most pressing crises of our age. mySociety’s role will be to use our digital and data skills to help this repowering of democracy.

Next: The three shifts we need to make as an organisation to better repower democracy.

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Image: Yuvraj Sachdeva

The Climate Action Plans Explorer (CAPE) is gathering together every Climate Action Plan from every UK council that’s published one. We’re actively adding more functionality on an ongoing basis; most recently, we’ve extracted the ‘headline pledges’ from each plan, like this:

Pledges like this give an idea of the council’s overarching priorities, but often have not been presented in isolation before, even by the councils themselves.

Why we did this

A core aim of our Climate programme is to improve the information ecosystem around local responses to the climate emergency:

“We’re improving the information ecosystem to allow local and national campaigns, policymakers and other stakeholders to undertake better scrutiny and analysis of local climate action, and develop evidence-based policies and solutions.”

We’ve already written about how we’re working with Climate Emergency UK to collect and score Climate Action Plans for every local authority in the UK. Providing people with an easy way into their local authority’s action plan will give them an unprecedented opportunity to gauge their council’s level of ambition in facing the climate emergency, and how they’re planning to turn those ambitions into actions.

But plans can be complex, and time-consuming to read. Another, faster way people can understand their council’s level of ambition is by finding any targets that it might have set itself for decarbonising either the entire area, or just the council’s own operations, by a particular date.

We call these ‘pledges’, and they’re typically not all that easy to find – they can be buried in council meeting minutes, or slipped somewhere into an unassuming page on the council’s website or action plan.

Knowing what date your council is working towards, and what they believe they can achieve by that date, fundamentally sets the scene when it comes to understanding and contributing to the council’s climate actions.

That’s why we decided to collect these pledges and share them on CAPE. Here’s where you’ll find them on each council’s page, setting the scene before you dig into the full action plan:

How we did this

Collecting these pledges from scratch would be a mammoth task. Luckily, we were able to build on two partial datasets that gave us a headstart.

An important thing to note is that we wanted to collect not only the scope (that is to say, whether the plan covers council operations only, or the whole area) and target date, but also the exact wording of the pledge, and the source where it was found.

We found that local authorities often use terms like ‘carbon neutral’ and ‘net zero’ interchangeably, and the scope of pledges can sometimes be ambiguous. The most objective approach, therefore, was to present the entire pledge, as it was originally worded, and leave it up to the viewer to interpret the council’s intent. Collecting and exposing the source of the pledge would allow them to dig deeper and view the pledge in context, if they wanted to.

Our partners, Climate Emergency UK, had already been collecting climate target dates as part of their ongoing monitoring of council responses to the climate and biodiversity emergencies. But since the target dates were just one small part of a much wider database, they hadn’t collected the direct quotes that we wanted to present.

Still, in the Climate Emergency UK dataset, we effectively had a wide but shallow starting point, covering most councils in the UK, from which we could then proceed to fill in the detail by revisiting the sites, scanning them for anything that looked like a pledge, and pasting them into our database.

We were also incredibly grateful to receive a smaller, but much more detailed, dataset of climate commitments from the National Audit Office, which covered 70% of the principal local authorities in England, some of which had made no commitments. They themselves had manually gathered these commitments from public sources—council’s minutes, websites, and action plans—over April to June of 2021.

Combined with the Climate Emergency UK dataset, this data from the National Audit Office got us 75% of the way towards a full dataset of climate pledges from every council in the UK.

With the help of Climate Emergency UK volunteers, we filled in the gaps on this combined dataset, collecting direct quotes for both council-only and whole area climate pledges, for 341 of the 408 councils in the UK.

For the remaining 67 councils, we were unable to find a public climate pledge, or at least one with a concrete target date – but we’re hopeful that we might yet find this information, and the CAPE website includes a link on these councils’ pages through which visitors (or maybe councillors or council officers!) can contribute the data, if they’ve found a source elsewhere.

The data was collected via an online spreadsheet, making it fairly easy to import into CAPE, as part of the website’s existing data processing pipeline. This feeds the pledges through to both the individual council pages, and also the all councils page, where you can now filter the list to show only councils with a target in a given five-year period, or no target at all.

We will soon also be exposing these pledges via the CAPE API, so third parties can programmatically access and reuse the data in their own services. If this sounds like something you might find useful, do get in touch or subscribe to our Climate newsletter where we’ll be sure to share any news.

 

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Image: Romain Dancre

Ahead of COP26, everyone’s talking about the climate and what we can do to keep global temperature raises below 1.5°. But when world leaders are discussing huge global policies around industry, fuels and energy, it’s easy to feel that there’s very little that you can do as an individual.

This week, we’ve launched the ‘Net Zero Local Hero’ campaign, to show that there’s one very effective channel to making change around the climate, and that’s engaging with your local council’s Climate Action Plan (if they have one, that is. If they don’t, the quickest and most effective thing you can do is ask them to implement one!).

If you’re in Glasgow for COP26, look out for our stickers with their QR code and URL; you might also come across our ads on social media. Any of these will lead you directly to our Net Zero Local Hero page. No need to wait though; you can visit the page right now.

As you’ll see, and on the further materials we link to from there, a third of all reductions to the UK’s emissions are within the power of local councils.

It’s our local authorities who will oversee areas such as how we heat our homes, how we get around our local communities, and what features can be put in place in our towns and cities to mitigate the worst excesses of climate change. Low traffic neighbourhoods, urban regreening, sustainable public transport and electric vehicle charging points are all examples of the types of intervention we’ll see from councils… but they’re a lot less likely without enthusiastic support from residents.

Local councillors and council climate officers need the support of their constituents if they’re to take bold and effective action. That’s why we’re encouraging everyone to check whether there’s a Climate Action Plan in place for your area, and start reading it!

We’ll soon be rolling out new tools and features to help you engage in a meaningful way – for example, we’ll be showing how to understand whether your council’s plan is a good one; and giving you tips on how to make effective engagement with your local representatives.

If you’d like to come along for the ride, sign up for our mail-outs now. We’ll only use them for these purposes: to tell you about new tools we’ve made to help you take action on the climate; to help you make meaningful contact with your local council; and, sometimes, to ask your opinion about how well those tools are working for you. Here’s where to subscribe.

In June, I wrote about planning using the horizons of two weeks, six weeks , three months and a year as we build up our climate programme. At the end of July, we reached the end of our second chunk of six weeks of work.

During this six week ‘cycle’ of work, Alex and Zarino completed their goal of setting up tracking on who’s using the site and how – we now have an automatically generated report to look at each time we plan our next two weeks of work that shows us how many local authorities have climate action plans, who is using the Climate Action Plans Explorer and what they’re looking for – it’s early days for this, but it’s already given us some ideas for little improvements.

Zarino’s been hard at work making the site itself a bit more self-explanatory, so that Myf can start sharing it with groups who might make use of it and we can get some more feedback on the most useful next steps.

Mid-month, the National Audit Office released their report on Local Government and Net Zero in England. We were very happy to have been able to share an early version of our climate action plans dataset with them to cross check against their own research, and in turn now benefit from their analysis, which has prompted a call for evidence from the Environmental Audit Committee who commissioned the NAO’s report. This feels like a small validation of the idea that open data on local climate action is going to help inform better policy.

We also recruited for a new role in the programme – an Outreach and Networks Coordinator – to ensure that other organisations learn about and can get the maximum benefit from our work, and that we scope projects that complement and support them. More on that next time.

Meanwhile we’ve been supporting our colleagues at Climate Emergency UK with some technical help as they train their first cohort of learners in local climate policy, who will be helping their communities and other people around the UK understand how well councils are tackling the climate crisis by analysing action plans. It’s been really inspiring to see this work come together, and we’re excited about the potential of the national picture of climate action that we hope will emerge.

Finally, Alex has been working on an early experiment in applying some data science to the challenge of identifying which communities in the UK have similar challenges around climate change, so that people inside and outside local government in those communities can compare climate action across other relevant communities across the country. We think that in the longer term this might offer a good complement to case studies, which are quite common as a way of sharing knowledge, and we’re keen to get any early feedback on this approach. I’ll hand over to Alex for a more in-depth post on where he’s got to so far.

 

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Image: Austin D

One goal of our Climate Action Plans Explorer is to make it easier for good ideas around cutting carbon to be shared and replicated between local areas. For this to happen, the service should be good at helping people in one area identify other areas that are dealing with similar situations or problems.

Currently the climate plans website shows the physical neighbours on a council’s page, but there’s every chance that councils are geographically close while being very different in other ways. We have been exploring an approach that identifies which authorities have similar causes of emissions, with the goal that this leads to better discovery of common approaches to reducing those emissions.

The idea of automatically grouping councils using data is not a new one. The CIPFA nearest neighbours dataset suggests a set of councils that are similar to an input authority (based on “41 metrics using a wide range of socio-economic indicators”). However, this dataset is not open, only covers councils in England rather than across the UK, and is not directly focused on the emissions problem.

This blog post explores our experiment in using the BEIS dataset of carbon dioxide emissions to identify councils with similar emissions profiles. A demo of this approach can be found here (it may take a minute  to load).

Using the ‘subset’ dataset in the BEIS data (which excludes emissions local authorities cannot influence), we calculated the per person emissions in each local authority for the five groupings of emissions (Industry, Commercial, Domestic, Public Sector and Transport). We calculated the ‘distance’ between all local authorities based on how far they differed within each of these five areas. For each authority, we can now identify which other authorities have the most similar profile of emissions.

We also wanted to use this data to tell more of a story about why authorities are and are not similar. We’ve done this in two ways.

The first is converting the difficult to parse ‘emissions per type per person’ number into relative deciles, where all authorities are ranked from highest to lowest and assigned a decile from one to ten (where ten is the highest level of emissions). This makes it easy to see at a glance how a council’s emissions relate to other authorities. For instance, the following table shows the emissions deciles for Leeds City Council. This shows a relatively high set of emissions for the Commercial and Public Sector, while being just below average for Industry, Domestic and Transport.

Emissions type	Decile for Leeds City Council
Industry Emissions Decile	4
Commercial Emissions Decile	7
Domestic Emissions Decile	4
Public Sector Emissions Decile	9
Transport Emissions Decile	4

 

The second story-telling approach is to put easy-to-understand labels on groups of councils to make the similarities more obvious. We’ve used k-means clustering to try and identify groups of councils that are more similar to each other than to other groups of councils. Given the way that the data is arranged, there seemed to be a sweet spot at six and nine clusters, and as an experiment we looked at what the six clusters looked like.

How ‘Urban Mainstream’ Industrial emissions differ from other local authorities using a raincloud plot. 

Using tools demonstrated in this jupyter notebook, we looked at the features of the six clusters and grouped these into three “Mainstream” clusters (which were generally similar to each other but with some difference in features), and three “Outlier” clusters, which tended to be smaller, and much further outside the mainstream. Reviewing the properties of these labels, these were relabelled into six categories that at a glance gets the broad feature of an area across.

Label	Description	Authority count	Lower Tier Land Area %	Lower Tier Population %
Urban – Mainstream	Below average commercial/industry/transport/ domestic emissions. High density.	165	14%	45%
Rural – Mainstream	Above average industry/transport/domestic emissions. Low density.	122	44%	26%
Urban – Commercial	Above average commercial/public sector, below average domestic/transport. High density.	66	4%	22%
Rural – Industrial	Above average transport/ industry/ domestic emissions. Low density.	43	37%	7%
Urban – High Commercial	Very high commercial/public sector emissions.	7	1%	2%
High Domestic Counties	Very above average domestic and transport emissions in county councils.	2	–	–

 

This data is not tightly clustered, and the number of clusters could be expanded or contracted, but six seemed to hit a good spot before there were more clusters that only had a small number of authorities. The map below shows how these clusters are spread across the country. This  map uses an exploded cartogram approach, where authorities with larger populations appear bigger. The authority is then positioned broadly close to their original position (so the blank space has no meaning).

Joining these different approaches allowed us to build a demo where for any local authority, you can get a short description of the emissions profile and cluster, and identify councils that are similar. This demo can be explored here (it may take a minute to load). The description for Croydon looks like this:

This is not the only possible way of crunching the numbers.

For example, the first thing we did was adjust the emissions data to be per person. This helps simplify comparison between areas of different sizes, but how many people are in an area is information that is relevant in helping councils find similar councils.

The BEIS data also breaks down those five categories by more variables (which might better separate agriculture from other kinds of industry for instance): an alternative approach could make more use of these.

We are considering using multiple different measures to help councils explore similar areas. This could include situation features like flood risk, deprivation scores and EPC data on household energy efficiency, but could also include, for example,  that some councils are more politically similar to each other, and may find it easier to transfer ideas.

If you have any feedback, positive or negative, on this approach, please email me at alex.parsons@mysociety.org, make a comment below or raise an issue on the GitHub repo.

The datasets and processing steps are available on GitHub.

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Image: Max Böttinger

This past month, we’ve been laying some more of the groundwork for our climate work, and getting stuck into some finer details. The recent recruitment drive is starting to pay off — we’ve had four new members of staff join mySociety this week, and in the climate team we’re delighted to be joined by Emily Kippax.

As Delivery Manager on the programme, Emily’s going to be working with us on getting the right balance between planning and acting — and making sure that we align the work to play to our different skillsets and roles.

Researcher Alex and designer Zarino have been figuring out the best ways to learn more about how and why people are using the Climate Action Plans explorer site. This should help us understand how to improve it, particularly as we start to share it with more people.

First of all, we’re thinking about a pop-up asking visitors to click a few buttons and let us know who they are — what sectors they work in, what they’re trying to find, et cetera. Zarino is working on the hunch that if we add our friendly faces to this request, showing the real people behind the project, it might get a better take-up. I’m looking forward to finding out whether he’s right.

Meanwhile Alex has been doing some work on the other end of that request. He’s seeing how to make it easy for the team to understand the inputs and use them to measure our progress.

He also took a quick diversion into non-contiguous cartograms (courtesy of the templates produced by the House of Commons library), to map the creation of climate action plans by local authorities in a way that accurately reflects the population covered by those plans.

Mid-month, we co-hosted a webinar along with Friends of the Earth and Climate Emergency UK: ‘How can local councillors help to meet UK climate targets?’.

This was particularly aimed at newly-elected councillors wanting to understand what they can do around the climate emergency, and what resources are available to help them (a video of the session is available). It was really exciting that the session was so well attended, with an audience of more than 200.

Finally, our colleagues Grace McMeekin, Isaac Beevor and Suzanna Dart over at Climate Emergency UK have produced a set of questions to ask about climate emergency action plans that will illustrate what the differences are between them. This builds on previous work with Ashden, The Centre for Alternative Technology, APSE and Friends of the Earth  to produce a checklist for the plans.

We’re really keen to see if we can work together to turn what can be quite dry documents into something a bit more accessible and comparable that we can share openly, with other councils, citizens, action groups…anyone who wants to see it.

As the team embarks on the hard work it takes to make simple services, it reminded me of what the journalist Zoe Williams wrote about civic technology a few years ago:

“Any meaningful access to democracy requires that the citizen can navigate the terrain. These mini institutions […] collate, editorialise, create digital order for the public good. The more transparent and accessible democracy is, the more obvious it is which bits could be better. It’s like sitting in on the meeting where they invented dentistry, or clean water: kind of obvious, kind of earth-shattering, kind of tedious, kind of magical.”

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Image: Tim Rickhuss

We’re looking for a Delivery Manager to join our new Climate programme.

Last year, we added Climate to mySociety’s existing programmes of Transparency, Democracy and Community — you can read more about our activity in this area here.

We dived in to the programme with work to support the UK’s national Climate Assembly; close on the heels of that has come our project to collect and share the Climate Action Plans of every local council across the country, a service that we’ve now launched at data.climateemergency.uk.

The Climate Action Plans site allows citizens to see what their own council is doing around carbon reduction, and simply by making the plans public and searchable, all in one place, it opens up a multitude of opportunities for councils to learn from one another.

The service is in its early stages. We already have feedback from early users that it’s useful in its current form — but there’s lots more we want to do with it, and it stands as a good signifier of the plans we have for our Climate programme over the next few years.

Now we want to expand on this use of data, and increase our outreach to key stakeholders such as climate action groups, councils, journalists and researchers to help accelerate and improve action on climate at the local level, where it is estimated that 30% of the progress towards net zero can be made.

Thanks to funding from Quadrature Climate Foundation, we’re now in the process of scoping this work and scaling up our team: if you’re interested in being part of what looks like it’s going to be some of the most rewarding and crucial work mySociety has been involved in to date, do check out our current job vacancy for a Delivery Manager.

We’ll also be looking for a Network and Outreach Coordinator soon, so sign up for our Jobs mailout right at the foot of this page if you’d like to know when that vacancy goes live.

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Image: Vadim Kaipov