This chapter discusses how a specific programme for climate change mitigation, the
Cities/Communities for Climate Protection Program (CCP), was imported from the United States (US) to Australia and New Zealand through a process of translation and diffusion. It demonstrates that in the course of the programme’s implementation in Australia and New Zealand a substantial translation took place, especially in the larger local councils and where energy managers or climate change officers were appointed. This translation was supported by organisational norms related to project ownership and network creation and by the alignment of the programme with the dominant cognitive frame of financial restraint. The chapter also considers a number of barriers that appeared in the CCP process which constrained an otherwise successful programme.