cgbd workshop 2012 may 29

11

Using Networks to Advance Environmental Goals

Pete Plastrik and Julia ParzenJune 2012

CGBD, Chattanooga

And Innovation Network for Communities

Overview Responding to CGBD Member Challenges Building Networks…

• CHOOSING A NETWORK – What can a network accomplish that an organization can’t?

• STARTING UP WELL – How can you tell if a network is starting up well?

• LEARNING AND EVOLVING – How do you evaluate a network’s performance and impact? – How do you boost health and value?

• HOLDING A NETWORK ACCCOUNTABLE – If a network has many organization or individual members, who do you hold accountable for

the network’s use of funds and its performance?

• FUNDING A NETWORK – What should it cost to operate a network? – How much should network members be contributing to the cost of operating the network? – When should the network be developing other sources of outside funding? 2

Workshop Proposed Structure & Outcomes

Participants will leave ready to raise their network game through:

• Introduction to new tools, tips, and revealing stories based upon CGBD survey (90 min. presentation/exercises)

• Interactive hands-on consultation sessions using CGBD member examples (45 minutes)

• Scott Miller, Watershed Network Case• Leslie Harroun, Tar Sands Campaign Case

• Wrap up session to address remaining burning questions (30-45 minutes)

3

4

… Using USDN as a Case Example

4

USDN is an active and engaged network of 115 North American city sustainability directors who exchange information, collaborate to enhance our practice, and work together to advance the field of urban sustainability.

• USDN has created “small world” reach for its members.

• USDN has experienced rapid growth. • USDN has produced rapid diffusion of ideas and

feedback.• USDN has achieved a high level of resilience. • USDN has developed noticeable adaptive capacity. • USDN is becoming a force for innovation and

professional and policy development in the sustainability field.

7

… Using USDN as a Case Example

USDN Answers to CGBD Guiding Questions

• CHOOSING A NETWORK – A network fit the stage of development of the sustainability field and need for rapid

innovation and adaptation.

• STARTING UP WELL – USDN started up well by adopting a clear purpose and value propositions, building on

existing relationships, ensuring members drove all activity, and reinforcing continually the unique principles of networking.

• LEARNING AND EVOLVING – USDN learns and evolves and ensures continuing value by completing network maps

every year and getting member feedback after every meeting and from an annual survey. It dissolves all groups each year and asks members to decide what they want to accomplish the next year.

• HOLDING A NETWORK ACCOUNTABLE – USDN holds every member accountable for contributing value to the network and

ensuring a high return on investment.

• FUNDING A NETWORK – USDN member dues started very small and grew to cover ¼ of core network costs with a

goal of reaching 50%. The hope is the other 50% can come from foundations for high value projects.

8

Network Basics

9

A NETWORK is a continually evolving set of “nodes” connected by “links.”

10

LinksNodes

Reviewing the Basics INC/USDN

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– “Nodes” are people– “Links” are relationships


Social Networks

• Other things being equal, it is easier to access ideas and information from people who are closely connected in network terms (from friends, and from friends of friends, for example) than from people who are three or more steps removed.

• Outliers (nodes on the periphery of a network) often have access to ideas and information that people at the core do not.

12

Social Networks

• Strong ties in closely knit networks are a source of valuable social capital

• Weak ties - provide access to external assets


• Highly connected “hubs” are effective in spreading ideas and connections

• “Dense clusters” are ideal for close collaboration and peer exchange

• “Boundary spanners” bridge isolated network clusters

• Multi-purpose social ties tend to be stronger, which means more can be leveraged through them.

13

Social Networks


Networks are for Individual and Collective Ends

14

– Individual Ends: individuals/organizations network to achieve individual goals

– Collective Ends: individuals/organizations work together to achieve collective goals.

… The ultimate goal is to build and strengthen connections that allow people to achieve collective ends.

Sharing value is good…


Network Building is about Creating Ties Within Core and To Periphery

• Who’s connected to whom? Who’s not connected but should be?

• Where are the hubs and brokers? How can we assist them?

• Where are the bottlenecks? Can we eliminate them?

• Are new connections forming? Clusters emerging? Collaborations advancing ?

• Where are the network’s resources? Are they effectively used?

• How is the network evolving and what are the implications?

15Reviewing the Basics INC/USDN

USDN Built on Existing Relationships …

16

USDN 2009


“Networks that are formed as the result of

external, especially donor-driven,

impetuses are less sustainable in the long run than networks that evolve organically out

of existing partnerships.”

…While Responding to New Relationships

17Reviewing the Basics INC/USDN

Increasingly USDN Members Connecting Within Same Regionin Region

Response: Creation and Alignment with Regional Networks

18

CascadiaMichael Armstrong

New England Christine Eppstein Tang & Susanne

Rasmussen

MichiganMatt Naud

Heartland Dennis Murphey

Western Adaptation Vicki Bennett

South EastMaggie Ullman &

Susanna Sutherland

TexasKevin Lefebvre

CaliforniaShannon Parry


Choosing a Network

19

Networks Are Different!

Networks Are informal, organic,

mutual, voluntary, distributed, open-ended, reciprocal, with relationships built on trust. Members are deliberate about building, strengthening, and maintaining ties so that they can be activated again and again.

20

Other Coalitions: Can be more or

less formal, but are formed at particular historical moments focused on specific objectives. Often dissolve when the job is over (win or loss).

Franchises: Are formal,

with a central hub establishing standards for “local” entities to use; some local flexibility permitted.

Organizations Are formal, fixed and

centralized with delegated chains of command and accountability to owners directors, and bosses.

… A Network is a base for many different types of activities over time.

Choosing a Network INC/USDN

Advantages of Networks

“Small World” Reach – By bringing together novel combinations of people and reaching across bridges to other networks.

More Rapid Growth – Networks can quickly add relationships and bridges to other networks.

More Rapid Diffusion – Through these relationships and bridges.

Greater Resilience – Nodes quickly reorganize around disruptions or bottlenecks.

Greater Adaptability – Networks evolve and regroup with relative ease.

21

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Summary: Making the Choice

22

An Organization Is Best If…

A Network Is Best If…

A Coalition Is Best If…

• The work is relatively predictable

• It requires concentrated expertise over time

• Producing value requires highly stable relationships between players

• Work involves a lot of proprietary information

• Resources allow you to pay full time for all of your talent

• The work is likely to change rapidly

• You need access to a very broad range of diverse relationships

• The work that is being done can be conducted by “episodic” interactions

• Much information can be shared freely

• The resources you need cannot be purchased on a full time basis

• The work is focused, specific (e.g., a time-limited campaign)

• You need access to broad range of relationships

• Producing value requires stable relationships and work plan

• Information can be shared freely

• Resources are limited


USDN Rational for Forming Network

23

Stage 1: FRAMING

Stage 3: MATURATION

Stage 4: STANDARDIZATION

Conceptual framing and isolated practice examples.

Maturation of practices; convergence around common methods and tools; integration of previously differentiated practices; development of a professional implementation support network.

Practices become highly standardized, and incorporated into formal training; credentialing and certification systems. Practices are considered “commodities.” Reward systems reinforce desired behaviors.

Stage 2: NETWORKING

Networking of innovators and proliferation of practices. Practices are fragmented and often considered “proprietary.”

Urban Sustainability

in Stage 2


EXERCISE #1Based on your experience, what are the primary advantages

of organizing as a network to advance common goals?

• Elect someone at your table to take notes and report back

• Everyone: Take a moment and think of an important network experience that you’ve had as a funder

• Pick a partner and together list as many advantages of this network as you can, drawing on your experience(s).

• Share your thoughts with other members at your table.

• Get ready to report out your combined list of advantages.

24Choosing a Network INC/USDN

25

Starting Up Well

25

26

What Makes a Network Tick

Clarity of PurposeValue ExchangeTrustComplementary CapacitiesDiversityBonds and BridgesStewardshipEnabling Infrastructure

Starting Up Well INC/USDN

PURPOSE 3 Different Network Functions

27

CONNECTINGInformation

ALIGNINGIdentity

PRODUCINGInitiative

Connects people to allow easy flow of and access to information and transactions

Aligns people in ways that help them form more collective transactions than a connectivity network will do

Individuals come to share a set of ideas, language, or standards

Fosters joint action by people or organizations—has a specific purpose

•Policy action•Advocacy•Learning•Knowledge productionand dissemination

Lower Commitment, Trust Higher Commitment, Trust

Starting Up Well -- Purpose INC/USDN

PURPOSE 4 Different Network Outcomes

28

• Learning – Create and spread new knowledge

• Advocacy – Advocate for particular policies

• Innovation – Innovate to solve social problems

• Branding – Marketing, communications and shared branding

Starting Up Well -- Outcomes INC/USDN

PURPOSE USDN Began With Connecting;

Evolved to Innovation/Production

29

Allow easy flow of information and

relationships Ex. Information-Sharing

Website

Develop and spread a shared point of view

Ex: Create Professional Development Toolkit

Foster joint action for specialized outcomes

Ex: Innovation Grants

Starting Up Well -- Purpose INC/USDN

USDN Began to Pursue Learning Outcomes (Begun 2009)

30

2011 Annual Meeting Learning Experiences Were:


USDN Later Pursued Innovation Outcomes (Begun 2010)

31

• Food Systems• Urban Agriculture and Food Systems Policy Scan - Kansas City, Columbia, and St. Louis with U Mo Extension• Sustainable Urban Food Infrastructure Guide and Food Policy Director Network - Baltimore, Boston, Los Angeles, Louisville, Minneapolis, San Francisco, Vancouver, Seattle, Portland (under development) • Food Systems Economic Development Scan of Tools, Metrics, and Strategies Minneapolis, San Francisco, Vancouver, Seattle, Portland (under development)

• Sustainability Performance Measurement/Management • Triple Bottom Line Investment Calculator - Atlanta, Boston, Calgary• Benchmarking Study on Sustainability Performance Management - Ann Arbor, Portland, NYC, Corvallis, Berkeley, Vancouver, Chicago, Minneapolis with McKinsey

• EV Adoption Northeast Regional Electric Vehicle Partnership and Tools Development - Boston, New York, Philadelphia

• Climate Change Adaptation Inter-Mountain Regional Climate Adaptation Planning Alliance and Regional Adaptation Prototype - Denver, Flagstaff, Ft. Collins, Las Vegas, Salt Lake City, Tucson, Boulder County, Park City


USDN Innovation Outcomes (cont.)

32

• Fostering Sustainable Behavior• Community Social Engagement Guidebook and Case Studies - Albany and Richmond• Pilot and Turnkey Project for Employee Computer Power Down - Santa Clara County CA, Frederick County MD, Baltimore MD, Columbia MO (under development)• Pilot and Turnkey Project for Community Cold Wash-Line Dry Behavior - San Francisco, Tucson, Berkeley, Asheville (under development) • Tool and Strategy for Prioritizing Behaviors and Develop Strategies for Fostering Behavior Change - Denver, Baltimore, Berkeley (under development)

• Building Energy Efficiency • Commercial Building Energy Disclosure Advancement Process - San Francisco, New York, Seattle, Austin, Washington, D.C., Eugene, Cambridge, Minneapolis, and other cities with IMT• Strategy for Commercial Bank Buy-in to PACE Washington, Los Angeles, San Francisco with PACENow

• EcoDistricts North American EcoDistricts Program Design - San Francisco, Austin, Bloomington, Boston, Denver, Minneapolis, New York, Portland, Vancouver, Washington with Portland Sustainability Institute

• Professional Development • Self Assessment Tool for Sustainability Directors• Urban Sustainability Leadership Academy (trained 90+ sustainability directors) with ISC


USDN Innovation Outcomes (cont.)

33

• Regional Networks• Sustainability Network Building Guidebook with INC

• Regional Network Coordinating Committee

• Regional Network TA Program with INC

• Innovation System• Urban Sustainability Innovation Fund

• Funder’s Network’s Local Sustainability Matching Fund

• Prototype for best practice case studies and sector scans

• Asheville Prototype LED Street Lighting Case Study

• Food System Prototype Sector Scan


VALUE USDN Members Believe the Network Is Delivering

on Their Top Value Propositions

34

USDN Member Survey July-August 2011

Starting Up Well –Value INC/USDN

VALUE USDN Members Have Come to Believe the Network Also

Spurs Collaboration & Joint Stakes

35

All USDN members strongly agree or agree that they feel very proud of what they have built together at USDN, and feel part of something big and important by participating in USDN.

All USDN members strongly agree or agree that they feel very proud of what they have built together at USDN, and feel part of something big and important by participating in USDN.

Starting Up Well –Value INC/USDN

36

VALUE USDN Members Walk the Talk

36

USDN Groups:• Bike Sharing User Group• Climate Change Adaptation User Group • Eco-Districts User Group • Food Systems User Group• Net Zero Buildings User Group• Policy Working Group• Policy Communications Working Group• Regional Network Coordinating

Committee• Rental Housing User Group • Sustainability Indicators User Group• Sustainable Behavior Pilot Projects

Group • Sustainable Behavior User Group • Sustainable Economic Development User

Group• USDN Communications Committee

Starting Up Well -- Value INC/USDN

TRUST Built Through Bandwidth

37

Year Avg # Ties

2009 8

2010 19

2011 26

2009

2010

2011

Starting Up Well -- Trust INC/USDN

38

TRUST Built Through Reciprocity

USDN members commit to actively learn from, assist, and collaborate with their peers and regularly contribute time and effort to the Network.

Starting Up Well -- Trust INC/USDN

Similarity and Diversity

39

STEWARDSHIP Bandwidth Built Through Stewardship

• Organizers establish purpose and value proposition; connect first nodes; attract initial resources.

• Financial stewards provide initial resources.• Coordinators/Enablers help establish shared value

proposition; negotiate action plans for production; coordinate production.

• Weavers increase connections among nodes; connect to new nodes.

• Evaluators of network development and performance • Coaches advise organizers, weavers, facilitators and

coordinators.40Starting Up Well --Stewardship INC/USDN

STEWARDSHIP Stewardship Art

41

“No one runs USDN. It has a coordinator, but no board of directors, no executive director or CEO, no legal entity to receive funder’s checks, no employees. All it really has are members—volunteers—who direct and adapt the network through their dialogue and actions. How else to get scores of independent cities to collaborate and amass to address common problems?”

--- Guidebook for Building Regional Networks for Urban Sustainability

2.0Starting Up Well --Stewardship INC/USDN

STEWARDSHIP Stewardship Art

42

Generating opportunities and “Aha!” moments, but letting the network do the work

Balancing between the needs of the “parts” and the “whole.”

Balancing autonomy with collective control.Balancing stability and change.Ensuring effective communications. “Policing” the network.

Starting Up Well --Stewardship INC/USDN

Factors in Success in Making the Case for Sustainability (N = 102)

43Starting Up Well -- Stewardship

44

… Yet Few Members Have Methods to Calculate Economic Development or Equity Benefits

Starting Up Well -- Infrastructure INC/USDN

Enabling Infrastructure by Type of Network Outcome

45

Type of NetworkConnecting Aligning Innovating/Producing

• Members-only Web site with networking tools

• Meeting planning & facilitation

• Shared calendaring

• “Opt In” learning processes

• Member input systems

• Collaborative work processes + Web site

• Capacity to analyze, compare, and synthesize frameworks, definitions, etc.

• Formal decision-making processes to “endorse” alignment mechanisms (e.g., standards)

• Capacity to negotiate production agreements among members

• Project management and project budgeting capacity

• Formal governance of all producers

• Performance accountability mechanisms

• Pricing and marketing capacity

• Sales, fulfillment, & financial management


USDN Enabling InfrastructureInformation Sharing Tools

USDN fosters peer exchange and learning through:•Weekly E-News•USDN Members Only Website (usdn.org)•Monthly USDN Idea Sharing Conference Calls•Small Group Discussion MarketPlace•Peer to Peer User Groups•Annual Meeting•Member Surveys

46Starting Up Well -- Infrastructure INC/USDN

USDN Enabling Infrastructure Network Building System

• USDN tracks network health and evolution and pursues continuous improvement.

• USDN helps build and aligns with structured multistate networks of sustainability directors as a way to grow networking opportunities and collaborative action.

• USDN has supported the creation of regional networks in New England, Western States, Southern States, Heartland, Midwest, Cascadia, and Texas.

• The Regional Networks Coordinating Committee coordinates regional network development, capacity building, and exchange.

• USDN raised funds with partner Innovation Network for Communities to offer partner regional networks seed funding and training.


USDN Enabling InfrastructureInnovation System (Came Later)

USDN supports collaboration across member jurisdictions on the identification, development and distribution of key urban sustainability innovations for products, policies and/or projects by:

• Helping members to Identify priorities for innovation• Helping members come together to craft innovation proposals that

address these priorities and identify key partners• Funding collaborative grants for the best projects through an

Urban Sustainability Innovation (USI) Fund• Disseminating results through USDN, regional networks, key

partners, and the Funders’ Network Local Sustainability Matching Fund


Urban Sustainability Innovation Fund

52

• Led by the USDN Sustainability Innovation Fund Steering Committee.

• Has as a Fund Manager: Innovation Network for Communities (INC).

• Supports 7 annual member priorities for innovation.

• Reviewed 13 proposals in the first 3 rounds and awarded $230,000 to eight projects.

• For 4th round, in February 2012, received requests for upwards of $700,000 for 16 proposals from a total of 45 cities.

• Have launched capital-raising to increase investments to $3 million over three years.


Local Sustainability Matching Fund

53

• Partnership of the Funders’ Network for Smart Growth and Livable Communities, USDN, and national foundations

• Catalyzes partnerships between municipal or county-level sustainability directors and local, place-based foundations to advance important community-based sustainability initiatives

• Initial national pool will match funds for approximately 9-10 partnership projects of $25,000 to $75,000 in the first year

• Launched in January 2012

• 50% of grants go to USDN Core and Associate Members

• A pathway for dissemination of sustainability innovations because it priorities USDN member innovation priorities


EXERCISE #2How could you ensure that your networks get a good start?


• Everyone: Take a moment and think of an important network you have been a part of

• Pick a partner and make a list of ways you could help/could have helped this network have its best possible start.


• Get ready to report out your combined list of ways to help your networks have the best possible start.


5555

Learning and Evolving

55

Learning and Evolving

56

• Make the network do the work.

– Minimize “delegation” opportunities

• Let connections flow to value.

• Let variation create unplanned opportunities.

• Watch closely/Seek frequent feedback/Continually re-evaluate.

• Keep plans flexible.

Learning and Evolving INC/USDN

Network Evaluation

57

• Assess for multiple dimensions:– Connectivity (What flows? Between whom? How well?)– Network health (Membership, Involvement, Diversity,

Unplanned benefits, Financial health)– Outcomes (what was produced? At what quality levels? At

what cost)

• Focus on member value – avoid being funder-centric

• Build in the assessment design early

• Use network mapping for visual display


USDN Network Evaluation

58

• Annual Network Connectivity Mappingo Density of network connectionso Depth of the connections (i.e. sharing or collaborating?)

• Score Card for Member Participation in Network Activities and Contribution to Network Value Creation

• Annual survey of members on:o New contacts and relationships with sustainability directorso Ideas and practices adopted because of USDN participationo Progress made in addressing key challengeso Satisfaction with USDNo Effectiveness of USDN activities


Evaluation Through Network Mapping

59

Year Avg # Ties

2009 8

2010 19

2011 26

2009

2010

2011


Who Is Accountable for Network Performance?

60Learning and Evolving INC/USDN

• All Members

• All Groups

• Group Chairs

• Steering Comm.

• Coordinator

EXERCISE #3For one network you are a part of, how do you know it is effective?


• Everyone: Take a moment and think of an important network you have been a part of

• Pick a partner and together list as many ways that you know it is/was successful


• Get ready to report out your combined list of ways to know a network is successful.

61Learning and Evolving INC/USDN

Network Funding

62

Network Costs and Funding

63

• Network costs are determined by network purpose.

• Network resources can come from in-kind “sweat equity”; grants; selling services; and member funding.

• Network resources must be allocated through an open and equitable process.

Funding INC/USDN

“The allocation of funds, once raised, can be potentially contentious, if the relationships among members have not been

well formed, and if agreements for the division of resources have not been reached in an open and transparent fashion.”

(Heather Creech, “Form Follows Function”)

EXERCISE #4Group Discussion about How to Manage Foundation Network

Involvement

64

• How much should a funder be involved in designing and managing a network?

• How can a funder be knowledgeable about the activities of a network and helpful to it, but not drive its formation and activities?

• Are there certain elements of a network that foundations should fund, and certain elements they shouldn’t fund?

Funding INC/USDN

Case Discussions

• Scott Miller, Watershed Network: We have just launched a place-based initiative in a watershed near Seattle...and are in the early stages of identifying existing networks and developing strategies for weaving them together. We are new at this game and are anxious to learn the tools that make this work more efficient and effective. How do we identify nascent networks? How do we weave these networks together to improve their effectiveness?

• Leslie Harroun, Tar Sands Campaign: How do we keep the broader goals and objectives on the radar of all participants in the Tar Sands Campaign, a group of about 50 North American NGOs working collaboratively to slow the growth of the tar sands and to clean them up. The funder wants to improve communications among members without incurring much cost. The TSC is primarily funded by 4 foundations who pool their grants. Grant decisions are made by three TSC staff. The campaign issues are broad and diverse, and there are active mini-campaigns focused around individual pipelines throughout North America. 65

Additional Cases

• A funder wants to support a network of 5 local universities in a consortium to use the expertise and skills from each university to collaboratively address environmental issues, but the administrations from each university slightly unwilling to collaborate with their 'competition.' How do we build collaboration between these institutions that are not used to sharing such information and expertise?

• A network of university scientists, working on 4 different campuses, has pioneered new methods and created new findings by integrating their findings and methods to a very unusual degree. With constraints on federal and state funding, and the departure of a major private donor, however, the network is faltering--and we are unable to carry the full load of keeping them going. What are the funding options to keep this network going?

• The U.S. Government has created 20+ Conservation Trust Funds overseas through debt treatment programs. Many of these CTFs are networked through the Regional Network of Latin American and Caribbean Environmental Funds (RedLAC). RedLAC has not been successful at networking well with its counterparts in the North (e.g. CGBD). Why and what can be done?

66

cgbd workshop 2012 may 29

Technology

tar sands

usdn innovation

regional networks

turnkey project

san francisco

los angeles

sustainability

combined list