(1) A centralized government or intergovernmental organization; in the U.S., a Federal Climate Arts Program in the model of the WPA Federal Arts Project, ideally established under a new cabinet-level Minister of Culture, but also imagined to be effective within the Office of the Special Presidential Envoy for Climate, a new permanent Climate Czar, or a new Minister of the Future.

● This would be the biggest immediate investment with the infrastructure in place to get it done.

● It would work intergovernmentally, involving national institutions, regional centers across the country, local arts & culture programs. It could also engage international programs.

● While focused on culture, it would organize across the three societal realms of culture, techno-economy, and politics.

● Funding could operate out of a centralized ministry office, be trickled down, or, less ideally, work across many departments.

● To follow the U.S. example further, a pool of money could be shared across departments (Smithsonian, Library of Congress, National Archives, NEH & NEA, Institute of Museum & Library Services, etc.). $1 billion would be sure to comprehensively pull it off, $100 million would be a very adequate starting point. It could also use the outcome driven Race to the Top model, Challenge Grant programs, or matching philanthropic grants (e.g. NEH matches 3-1).

A non-governmental or cross-sector organization (e.g. foundation, philanthropy, or nonprofit) found, funded, or founded to coordinate and lead this project through implementation.

● The advantage would be that money can be raised quickly with the greatest autonomy. Its scope is also most immediately international.

● Ideally, structured across sectors and geographies (e.g. connecting the local to the international).

● It could also be iterative. Spend the first year with a focus on studying and researching other effective and innovative models nationally and internationally and either replicate an existing model at larger scale or support and scale an existing model organization to become this new entity. Make this a perpetual part of the organizational culture to continue the refinement and innovation of the model.

● Nimble: During this development stage, allocate a significant portion of the budget towards funding and growing existing organizations already making an impact, especially those who are ideal partners and have innovative scalable models

● The profitable arts, such as the film and music industry, could play a lead part in this as well.

● This should also drive government/intergovernmental programs.

A decentralized, iterative process that would use an agile design approach to pilot, learn, adapt, and grow effective programs through rapid feedback loops.

● First, privately fund an initial research phase. A small team would map the landscape of existing programs, survey their participants, and evaluate their relative effectiveness, component strengths and weaknesses, and the broad needs.

● Next, fund an iterative and agile design phase, incubating creative proposals for pilot programs and collaborations. Identify funding and locations to build and implement those pilots. Fund, build, and implement those pilots.

● Evaluate and iterate those pilots, pruning and growing the best ones, and continuing to both grow the landscape map research and cultivate new proposals. This iterative process continues, as the viable programs continue to iterate and grow in coordination with each other.

● Perhaps this would emerge into a new institution, organization, or foundation. Or perhaps it would remain a well-funded but loosely coordinated grassroots and grasstops network of programs.