agile planning core values, governance, data & implementation€¦ · -agile planning values,...

Agile Planning - Values, Governance, Organization, Data & Implementation 1

Kim Mitchell & Ed Morrison white paper

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Agile Planning – Core Values, Governance, Data & Implementation 5.25.13

Index

Overview – page 1 Background: Transforming an Inner City Neighborhood – page 2 The Core Values that Power Transformation – page 3 Governing Open Networks – page 4 Setting Our Organization and Responsibilities – page 7 Collecting and Managing Data – page 11 Implementing Agile Planning for Inner Cities– page 12

Overview

Agile Planning is a new approach designed to align “interconnected solutions that are needed in order to resolve the interconnected problems” (White House NRI). This flexible and agile process balances leadership direction and public participation. We focus our collaborations in eight critical areas that define a framework for planning ever-renewing communities 3 – leadership, education, housing, meaningful work, health, safety, culture of caring / narratives and infrastructure. Foundational for this framework is a relational filter of mutually enhancing relationships (CRI model)3.

This process is replicable and scalable to other neighborhoods and regions. In the case of two test neighborhoods in Shreveport, Louisiana – Allendale and Ledbetter – this process is designed to:

1. Repopulate these inner city neighborhoods;

2. Align resources into link & leverage strategies;

3. Guide collaborative action;

4. Create resilience through mixed income, affordable neighborhoods;

5. Develop a vibrant civic economy that supports a vibrant local market economy



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Background: Transforming an Inner City Neighborhood A goal to transform an inner city neighborhood is recognition that what we have been doing is not working or will not move us to a new level of prosperity. Transformation requires a cultural shift – a new pattern of how we collectively view the world and behave toward one another. A cultural shift can only take place through deep, focused conversations about complex interconnected problems and solutions, followed by changes in our collective behavior.

Transformation emerges from conversations focused on shared outcomes. These shared outcomes move residents to collective action and new wealth creation. This process involves two simple, but not easy steps:

Develop a collective discipline to grow an environment of trust – a simple, but not easy, discipline that requires training and practice.

Focus our available resources on a few shared outcome characteristics (where we are going) and practical projects that will lead to those outcomes (how we will get there)

This process transforms communities through intentional relationships and guided open networks. With these networks, residents can both do more – their capacity increases – and respond more quickly to sudden changes in their situation – their resiliency increases.

Our focus on open networks should be no surprise. Open networks create prosperity through collaborative projects. We see this pattern in the corporate world all the time. Businesses create wealth through collaboration and open innovation.

A key characteristic of open network innovation and collaborative learning is an environment of trust and mutual respect necessary for people to share their ideas, connect their networks and commit to one another as communities of interest, learning communities and innovating networks. This trusted environment is shaped by guided conversations and by our behaviors. Complex conversations can lead to new alignments around new opportunities. These new alignments emerge at accelerating rates as we become more practiced in disciplines and behaviors that grow trust. This acceleration is sometimes called the “network effect”6. In other words, as trusted networks add new members, their capacity to take on increasingly complex tasks grows exponentially. As these networks grow in capacity, available resources become more productive. They can be more effectively aligned, linked and leveraged to attract new investments, spread risks, and share rewards more equitably.



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The discipline we use to guide conversations and behavior is “strategic doing”.1 Intentionally forming positive relationships3 and guiding networks through the discipline of “strategic doing” will grow community wealth and resilience. Current best practices for revitalizing neighborhoods do not explicitly focus on developing trusted networks. This is an important issue in achieving truly ever-renewing communities3. The top priority underpinning a Transformation Plan is to grow these trusted relationships to meet the complex challenges of building prosperity in the inner city.

The Core Values that Power Transformation.

Agile Planning is focused on change by growing our collective ability to think in new ways, behave in a new ways and to align our actions in new ways. This change is a shift away from hierarchal, command-and-control structures that lead to individual prosperity (people and organizations). To move people to the more promising opportunities generated by open, trusted networks in their community, Agile Planning is organized around the following core values: New Ways of Thinking:

Trust and Mutual Respect

Connection and Interdependence

Individual and Mutual Responsibility

Truth and Transparency New Ways of Behaving:

Promote the civility we need for complex thinking

Look around for link & leverage opportunities to co-create shared value

Encourage project-based experimentation and continuous learning New Ways of Doing:

Moving from traditional hierarchal models where a few people at the top do the thinking to new models that connect thinking and doing.

Provided by Ed Morrison



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Governing Open Networks.

The governance purpose in Agile Planning is maintaining a balanced tension between our civic economy (publicly valuable but not privately profitable) and the business development and wealth creation of our market economy (publicly valuable and privately profitable). Examples of our civic economy include the library system, education, non-profit organizations and government. It is our civic economy that provides the environment or eco-system for a prosperous market economy. As a market economy invades the civic economy the eco-system for prosperity erodes and if not rebalanced will ultimately collapse both market and civic economies2. Agile Planning focuses on growing the relational environment of the civic economy in seven critical areas: housing, safety, healthcare, education, meaningful work, leadership and common culture.3 The eighth focus area,

infrastructure Agile Planning, reconnects physical planning silos (utilities, transportation, conservation and buildings)5. In the 20th century our relational environment was an unintended consequence of the physical places we built. In the 21st century we will build physical environments to support the intentional relational environments of ever-renewing communities. Although positive human and physical environment outcomes will be visible evidence of neighborhood or regional transformation, the governance of this transformation will focus on four activities:

1. Growing the relational foundation of community.3 2. Managing a portfolio of collaborative investments in eight areas which, taken

together, represent a “village structure”3 for neighborhoods, districts, communities or regions. Understanding good, neutral and bad money flows is an important skill for this activity.

3. Creating safe civic spaces where residents can come together to do the complex thinking needed to transform their communities.

4. Deploying the discipline of strategic doing to accelerate open collaborations that translate ideas into action. "The best way to learn how to operate openly is to participate in a project run openly" 4. Growing a system of Core Teams trained as strategic doing guides provide a means to align, link and leverage community assets and innovations.



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Agile Planning governance function is to guide open networks. The governance structure and the plan process are designed to develop additional partners committed to growing an environment of trust. As the plan process matures, these partners effectively become shareholders in the plan through their investments of time and resources. Designing a Process Flow. The plan process example above illustrates that this process is not a one time event. Focus groups meet periodically (30, 60, 90 or 120 day cycles) to assess and adjust collective progress in moving to big outcomes. During time between focus group gatherings, initiative working groups plan and initiate projects that spin out of guided focus group conversations. Initiatives are reported and adjusted at the periodic focus group meetings to keep the collective eye on the ball – the big outcome characteristics. Guiding open networks in this manner better connects our thinking and doing – we learn quicker, we adjust faster and we link / leverage our opportunities more efficiently.

Needed to support the complex conversations that emerge from this process are “trusted civic spaces” – both physical, where we meet face to face, and virtual, where we meet online. Characteristics needed in our trusted civic spaces are listed in the diagram above – inviting, flexible, creative and accessible. Communities face a challenge to adapt existing civic spaces and design new innovative civic spaces to provide these criteria that define trusted civic environments. Community Renewal International, a collaborative partner in Agile Planning, is providing new trusted civic spaces through an actualized model of Haven Houses, Friendship Houses and Renewal Teams3.

Periodic focus group meetings are an opportunity to update all interested citizens on the progress. During these gatherings new attendees can be invited to participate in planning at a deeper level of learning communities, initiatives and pathfinder projects (catalyst projects that can be linked and leveraged) that will occur between periodic focus group meetings.

Participation at a deeper level – beyond simply attending an open meeting -- will require completing a short training session offered monthly during the first 12 months of planning activities. As people go through training, they become shareholders in the process. They



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also increase our leadership capacity. By adding new leaders, we expand the reach of the network and release the time of a professional planning coordinator. The process is designed to invest the largest part of the planning coordinator work in designing investable pilot “pathfinder” project strategies that accelerate the transformation of the neighborhood. Aligning Outcomes. Connecting the passions and work of different groups is a challenge. Without shared outcomes, these individual organizations behave and think in ways we have come to characterize as a silo. One of Agile Planning theories of change is that “aligning outcomes” will stimulate divergent groups to pursue different projects that contribute to the same outcome. This step sounds simple, but agreeing on clear, specific outcomes is one of the most daunting challenges we face in aligning our resources. Exploring “what success looks like” can focus conversations on strategic issues that move disconnected groups toward a shared outcome. Defining these outcomes clearly allows groups to begin thinking of the creative projects that can move us from our current situation to where we want to be. There is no one pathway. A single project cannot transform a community or a neighborhood. We are looking for multiple pathways that take us to our outcome. As we explore these pathways, we start seeing new intersections or connections that create still more opportunities for collaboration, co-investment and resource sharing. Agreeing on where we are going allows us to understand whether we have the capacity to get there. The process of comparing our current community capacity with our needed capacity defines a gap that we must fill to create the pathways we need. We can now describe our gaps in clear terms. Outside funders can also now see how to help us fashion resources to fill these gaps. These pathways provide clarity on measuring effectiveness of existing programs and outside consultants – how well do they help us fill the gap?



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Setting Organization and Responsibilities.

The organizational governance structure for the plan process is also the structure for the plan, for data management and the investment portfolio of projects. The following diagram illustrates this organization. Not surprisingly, the organization chart for a guided network looks different than the customary boxes and lines of a traditional organization chart. The critical roles in Agile Planning are the system of core teams that convene the community to align assets toward transformative outcomes (in agile planning passions, knowledge, skills and trusted networks are more valuable assets than traditional power, riches & distinction). This system of core teams cultivate community values, convene strategic conversations, evaluate collective progress, align / link / leverage and balance leadership direction with participation. Participants are using and growing their abilities to collaboratively create projects and initiatives that form a pathway to outcomes proposed by a system of core teams:

Leadership Core Team – The leadership core team of 8 to 10 citizens provide guidance for focus groups and initiatives. Their primary responsibilities are helping groups be successful and linking and leveraging various initiatives. They are also the guardians for a civic environment of trust and mutual respect. These civic leaders or potential civic leaders guide all groups to the envisioned outcomes. Their role requires understanding key values and guarding against “project bias” (promoting a particular investment or set of investments). The Community should view these leaders as trustworthy by reputation and deed. They will possess personal qualities



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to enable them to confront dysfunctional behavior that violate the core principles of deep collaboration. The following are specific responsibilities of the Leadership Core Team:

o Promote the strategic importance of civility and explore the causes and characteristics of incivility – know it when you see it

o Managing the portfolio of co-investments o Promoting the discipline of strategic doing o Managing charter agreements with the Focus Topic core teams

Focus Groups and Forums – Focus groups are an opportunity to connect our local resources (people and organizations) to understand problems, uncover opportunities from connecting networks, learn best practices, shape initiatives, align resources and implement innovative collaborations by forming working initiative groups. These groups will work on strategies to get us to shared outcomes for all groups and for their specific forum. The Focus Group Core Teams for these eight groups will be recruited by the initial partners. These leadership teams could change and expand based on the interest and capacity of each of the working groups. The responsibilities of Forum participants includes:

o Collaborate and connect networks o Complete Strategic Doing Packs for each initiative. o Identify and develop activities, milestones and metrics to achieve outcome

characteristics that guide each focus area. o Managing charter agreements with initiative groups and pathfinder projects. o Participate in shaping pathfinder projects with development design team. o Periodically evaluate initiatives progress to determine if new groups are

needed or some groups need to be de-convened for lack of interest or fit.

Initiatives and Pathfinder Projects – These innovating networks will be those most committed to achieving the outcome characteristics for each focus group. These participants will be motivated by opportunities they see or by fulfillment of contributing to the outcomes they see in their mind’s eye. These people embody our treasures and our capacity for change and transformation. This group of participants in each of the eight categories will also be implementers. They will be nurtured and guided by the system of core teams, as well as receiving planning team resources. The number and scope of collaborative initiatives will be an indication of community capacity. The Infrastructure focus area will likely become the largest with approximately six sub-focus areas. Responsibilities of these groups include:

o Collaborate and connect networks o Complete Strategic Doing Packs for each Pathfinder Project. o Identify and develop activities, metrics and pathways to achieve outcome

characteristics that guide each focus area. o Develop Action Plans for initiatives and pathfinder projects. o Participate in shaping pathfinder projects with development design team to co-

create value in shared investment opportunities. o Work with development design team to link and leverage additional projects

that are pathways to transformation plan outcomes.



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Resource Support Team – The resource support team is the technical and financial team of investors and planners with professional skills to fill gaps in knowledge of community design, finance, business planning and other services that are needed to guide and implement investments. In many ways this team services as a staff for core teams and complex initiatives. When these resources come from outside a community it is important that these resource people are used to cultivate local talent to provide these services over the longer term.

o Seed Investors – Foundations, Government Grants, Civic Organizations, Private Businesses, Local Governments, Redevelopment Agencies, Endowments and other possibilities can provide seed funding to support for Agile Planning. often these seed investors may have access to technical assistance, programs and other funding sources that could be leveraged through the Agile Planning process.

o Financial Management – Funders will want financial accountability and funds used to seed various initiatives emerging from the process will require a system of awarding that is planned and justified. A good model is the system developed for the Indiana WIRED program that is based on the successful SBIR model. This program funded collaborative innovations from idea to implementation using Purdue’s strategic doing as the discipline for collaboration. Over 50 initiatives were started during the process and that number has grown after completion of the program.

o Partners / Shareholders – Partners / shareholders are individuals and organizations (public and private) that have an interest in positive outcomes and have committed time and, in some cases, resources. Partners are investors in the plan and commit to its implementation. Partners agree to uphold core values and commit to work to achieve plan shared outcomes, to collaborate, to share information, to share networks and to link / leverage initiatives within the framework. Partners will likely be organizations that are providing services in the plan area, are located in the neighborhood, or have broader interest that can bring value or benefit the larger community or region. Partners will also view the



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plan process as serving the interests of their organization and will work with the plan coordinator to clarify those expectations to maintain transparency in the process. Among the responsibilities of partners are:

Complete the relational network training Recruit additional partners to the process Share data and human resources Work within one or more of the focus areas and initiatives Participate in selecting the core leadership team by working with other

partners to reach 100% agreement on these civic leaders

o Plan Coordinator for Development Design Team – Responsibilities of the Plan coordinator responsibilities could include the following:

Develop & manage the plan process, schedule and reporting Guide the plan process and assemble plan documents Collect data and prepare a comprehensive needs assessment Assist in developing outcome characteristics for focus groups Assist in developing co-investment portfolio criteria based on CRI village

structure framework. Develop & provide training in strategic doing as criteria for public

engagement. Support the focus groups and pathfinder projects Provide concept design, budgets and impacts for pathway projects that

emerge from strategic doing discipline Identify project incentives including link and leverage strategies Co-create value between plan and implementer shareholders Develop privately lead and publicly supported action plans Measure and grow community capacity to achieve outcomes



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Collecting and Managing Data. Data in Agile Planning is primarily used to measure progress in achieving specific shared outcome characteristics that describe what success looks like. Learning communities and innovating networks share responsibility for collection and use of data. Collected data will also define baseline conditions (needs & assets), determine opportunities, inform solutions, measure progress and evaluate the process. The 8 element organizational structure for plan governance and public participation will also guide the management of data collection, analysis and presentation.

Sources of data may include research from available data sources, partner provided data that inform working groups, survey of participants in the plan process, visual surveys of neighborhood conditions, interviews with various stakeholders / shareholders (residents, businesses, non-profits, institutions…), charrette sessions to explore design strategies, public meetings and through the ongoing work of forums and initiatives. The following provide an initial outline for collecting and managing data.

Assessing the needs – baseline condition

Patterns of disinvestment compared to city, state & nation (where data are available)

o Property conditions and infrastructure condition o Property & Rental values for homes & businesses o Subsidized housing profile o Current mix of incomes o Resident health – nutrition and exercise o Current level of public subsidy o Contributing factors to disinvestment (e.g., haphazard land use, sprawl,

transportation, crime, concentrated poverty, high unemployment…)

Partners data sharing in 8 plan categories

Capacity gaps between outcomes and baseline conditions

Describing & Comparing Assets – baseline condition

Inventory partner resources and networks through the plan process engagement

Business and employment centers within and around the neighborhood

Location and neighborhood characteristics

Amenities – parks, recreational facilities, community centers, arts programs…

Educational facilities – cradle through college to career

Access to services – grocery, banks, health clinics, child care…

Determining Opportunities and Informing Solutions

Uncovering project investment opportunities by understanding employment centers

Market research to develop mixed income housing strategies

Link and leverage development through project planning (agile planning)

Collecting and modeling use of incentives to attract investors (e.g., tax credits, loans, grants, deductions)

Policy assessments – obstacles and potential changes

Land value management to sustain mixed income neighborhood – scenario planning



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Implementing Agile Planning™ for Inner Cities. Agile planning is a new term to describe how to better connect planning and plan implementation. There is a gap that exists between the completion of public plans and implementation. Agile planning begins to fill that gap. Also needed are planning processes that grow community capacity (individuals and organizations) and find opportunities to align resources. Agile Planning can meet this need. It is a value-based and iterative method that incorporates design strategies to help balance public and private interests; find investable link and leverage pathways; and manage risks of revitalizing disinvested communities. Agile planning connects three theories of change: (1) co-creating value through design, (2) a guided open network discipline – strategic doing - to align resources, and (3) a relational model – CRI mutually enhancing relationships™ - that grows caring civic capacity. The merging of these strategies is Agile Planning. Outcomes of this approach grow community ability to collaboratively address complex issues; better align local resources and creativity; and begin implementation during the planning process. The following characteristics comparison begins to describe the shift from current traditional planning to more agile forms of planning. Two challenges in attracting private investment to disinvested areas are: where to begin? And how to equitably manage risks and rewards? The answer to these questions is in the complexity of connecting problems and solutions, not in simplistic single focused investments.

Traditional Comprehensive Planning

Hierarchal process

Public preference

Plan, then what?

Guide Book

Infrequent updates

(every 5 years) Periodic data analysis

Individual Risks

Individual Rewards

(missed opportunities) High Opportunity Costs

Political stakeholders

Political Connections as Drivers

Avoid complexities to obtain Consensus

• Agile Planning

• Collaborative process (guided open network)

• Balance (open participation / leadership direction)

• Implement while planning

• Capacity Growing Iterative Process

• Continuous revisions / continuous learning

• Continuous data analysis

• Shared Risks

• Shared Reward

• Co-created value (link & leverage: 1≥ 2)

• Civic Shareholders

• Design Quality as Value Driver

• Engage Complexities and connections

Characteristics Comparison…New ways of thinking and doing, moving to agile planning…



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Disinvested areas of communities are impacted by dynamics that are both internal and external to the geography of disinvestment. Among the list of characteristics to describe internal dynamics are: haphazard land use, outdated infrastructure, high poverty, high crime, hopelessness, abandonment and disconnectedness. A few examples of external dynamics include: policies and practices that fuel outmigration of wealth and jobs; public education objectives that do not connect to community outcomes; social service programs that improve people and are not integrated into strategies to improve their neighborhood; and low civic capacity to connect problems and solutions. Agile planning uses “positive outcome characteristics”, that are transformational, to focus creativity and align resources from eight community sectors. This place-based approach provides a civic engagement process to better understand connections between complex problems and solutions.

Primary objectives of agile planning include providing:

A process that grows capacity of communities’ to connect problems and solutions

Resource alignment toward transformative outcomes – guiding alignment outcomes

Investable design strategies based on collaborative ideas and activities developed through forums, working groups, interviews, design values and analysis.

Conceptual development strategies for investment opportunities (co-investment, negotiating through design, incentives packaging, financing…)

Public and private actions to implement projects conceptually developed during the planning process and begin steps that “link and leverage” to additional projects.

Community Decision-making and policies that manage flows of money in a manner that improves local prosperity (community ownership structures, local business preferences, land value taxation, quality place principles, smart transportation initiatives…)

Agile planning is “value-based” and “iterative”. Value-based refers to community design values and a process of civic engagement that grows an environment of trust. The iterative nature of agile planning is based on opportunities that emerge when seeking the issues that design will solve. Sharing functions such as parking, strategies for shared or co-investment, new housing markets or new business clusters are examples of opportunities that can emerge through the iterative nature of exploring project needs actualized through design.

Community design values translate well established guiding principles (i.e., smart growth, livability, new urbanism, sustainability…) into local neighborhood investment strategies. Community design values are defined by describing specific outcome characteristics of activities and qualities a neighborhood or place will possess to be considered successful (e.g., 24-hour life, walkable, live/ work/ play, mixed-income, mixed-use, public art, small local businesses, gathering places for events…). Focusing community conversations on activities that describe what success looks like also provides a meaningful way to engage local professional design and development communities in a manner that will use and grow local creative capacity. These activity characteristics guide design solutions and implementation strategies. These characteristics also provide a basis for evaluating design alternatives. The conversation a community has about its design values is an opportunity for collaborative learning. Complex issues around correct historic preservation practices, walkability, mixed-use, density and other similar concepts are not a matter of opinion, but are well established by best practices.



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The iterative nature of agile planning results from solving multiple project design needs simultaneously in a manner that addresses both private business requirements and community design values. This is the part of the process that explores link and leverage opportunities. Possibilities emerge as deeper understanding of potential project design needs are understood and then compared with design needs of existing entities or new project ideas. Opportunities also emerge to negotiate for shared public private investments in public amenities that enhance the quality of place.

Among desired outcomes for agile planning are increases in community capacity and investable projects that are catalysts for additional investable projects that lead to sustainable “Ever-Renewing” communities. The sequence that leads to project implementation in the Agile Planning process is:

1. The “Core Team(s)” establishes Guiding Alignment Outcomes for 8 elements (focus topics of the plan based on the CRI Village Structure – focus topics could be any framework established by a core team, however, a comprehensive framework structure provides the best opportunity to transform communities). These outcomes build on previous planning work in our test neighborhoods (Allendale One, Shreveport’s Historic Music Village and Ledbetter Opportunities Initiative).

2. Relational Network Training provides skills to volunteer participants to grow an environment of trust needed to collaboratively shape projects, achieve link / leverage gains and set measures to track progress toward the big outcomes – Guiding Alignment Outcomes.



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$$$

Where we are today

Sustainable Neighborhood

with Agile Planning in place

Public & Private

Link networks and create

collaborative opportunities

through forums and initiatives

Design Team work with

initiative groups to shape

investable projects that

link to & leverage

additional projects

Move from open public

presentations into an active

environment of trust

with skills gained through

relational network training

3. Regular periodic Focus Topic Forums (30 days, 90 days, 6 months…) held for each of the 8 plan elements are guided by the discipline of strategic doing to find initiatives or pathfinder (catalyst) projects. These projects are steps toward the big Guiding Alignment Outcomes for each plan element. The Leadership Core Team will assist Focus Group Core Teams in facilitating these forums.

4. Initiative Working Groups will emerge from guided conversations at the Focus Group Forums. Initiative Progress Reports are required through a system of charter agreements between the Core Teams and the Initiative Working Groups. Initiatives that could be investable will receive assistance from the Core Team to develop as presentation to potential investors.

5. Initiative working groups that emerge from focus topic forums work between forum gatherings to achieve specific tasks and short term action plans. Initiatives that may be investable receive assistance from the planning team to develop for presentation and for potential link and leverage strategies.

6. The reporting system will provide content for versions of the plan issued at public meetings on a 90 day cycle throughout the plan development (the cycle of reporting will vary with the needs of each community and the direction from the Core Teams).

The following diagram represents the agile planning process.



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1. “Strategic Doing” is a discipline for collaboration in guided open-innovating-networks created by Ed Morrison with support from the Purdue Center for Regional Development (PCRD). The strategic doing discipline and structure are also an important part of governing the Choice Neighborhood Transformation. 2. Adam Smith in “Wealth of Nations” warned of allowing business to become too large in a capitalist economy. He stated that large companies require large government to protect society from government that is owned by and for the benefit of large business. Adam Smith is referred to as the father / creator of capitalism. 3. The governance structure / organization is based on a model actualized in Shreveport, Community Renewal International (CRI), which is at work in the Allendale Neighborhood. This model has achieved remarkable outcomes in Allendale, other neighborhoods in Shreveport / Bossier and throughout the socio-economic spectrum of Shreveport. 4. Chris Grams http://darkmattermatters.com/2011/05/25/want-people-to-embrace-the-open-source-way-dont-talk-do/ 5. Sustainable Infrastructure – Moving in the Direction of Our Conversations, 8.12.12 is a white paper by Kim Mitchell & Ed Morrison that describes Agile Planning for 21

st Century infrastructure

6. Network Effect can be quantified using Metcalfe’s Law which expresses that the value of a network increases exponentially as the number of connections increase. The value of a network is proportional to the square of the number of connections in the system (n

2). http://en.wikipedia.org/wiki/Metcalfe's_law

http://www.pcrd.purdue.edu/What_We_Do/SD/default.aspx

http://www.communityrenewal.us/index.cfm

http://www.communityrenewal.us/index.cfm

http://darkmattermatters.com/2011/05/25/want-people-to-embrace-the-open-source-way-dont-talk-do/

http://en.wikipedia.org/wiki/Metcalfe's_law



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The following are definitions of terms used in agile planning (these definitions will be developed in future issues of this document):

Physical Structure (relationship to activity structure)

Activity Structure (relationship to physical structure)

Pathfinder Project

Value based and iterative design strategy

Negotiating thru design

Co-created value

Link and Leverage: High probability of at least two follow-on projects 1≥2

Collaborative: Multiple actors

Investment viability

Sustainability (LEED Principles)

Define Sustainability o Natural Environment o Built Environment o Building Design o Infrastructure: Anything that Connects to Buildings: Green and Smart

Solid Waste Waste Streams Energy Use (electricity, gas, alternatives, distribution) Water Use Transportation (streets, ped/bike ways, public transit, rail, logistic, private)

o Market Economy o Civic Economy o Relational Foundation

Economy sectors / elements of the CRI “village structure” relational feedback loops filtered through the CRI model of mutually enhancing relationships

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agile planning core values, governance, data & implementation€¦ · -agile planning values,...

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