cgbd workshop 2012 may 29
DESCRIPTION
TRANSCRIPT
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.
5
6
• 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
11
– “Nodes” are people– “Links” are relationships
Reviewing the Basics INC/USDN
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
Reviewing the Basics INC/USDN
• 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
Reviewing the Basics INC/USDN
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…
Reviewing the Basics INC/USDN
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
Reviewing the Basics INC/USDN
“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
Reviewing the Basics INC/USDN
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
587
585
584
583
582
581
580
579
578
577
576
575
574
572
571
570
569
568
564
563
562
561
560
559
558
557
556
555554
552
551
550
549
548
547
546
545
544
543
542
541
539
538
537
536
535
534
533
532
531
530
529
526
525
524
523
522
521
520
519
518
517
516
515514
513512
511
509
508
507
506
505
503
502
501
500
499
498
495
494
493
492
491
490
489
488
487
485
484
482
481 480
479
478
477
476
475
474
473
472
471
470
469
468
467
465
464
463
462
461
458
457
455
453
452
451
450
449
448
447
446
444
443
442
440
439
438
437
436
433
432
431
430
429
428
427
426
425
423
422
421
420
419
418
417
416
415
413
412
411
410
409
408
406
405
403
402
401
399
398
397
396
395
392
391
390
389
388
387
386
385
384
383
382
381
380
379
378
377
376
375
374
373
371
370
369
368
366
365
363
362
361
359
358
356355
354
353
352
351
350349
348
347
346
345
344
343
342
340
339
338
337
336
335
334
333
332
331
330
329
328
327
326
325
324
323
322
321
320
319318
317
316315
313
312
311
309
308
307
306
305
304
303
301
300
299
297
295
294
293
292291
290
289
288
287
286
285
284
282
281
280
279
278
277
276
275
274
273
272
271
270
269
268
267
266
265
264
263
262
261
259
258
257
256
254
253
252
251
250
249
247
246
245
244
243
241
240
239
238
236
235
234
233232
231
230
229
228
226
224
223
222
221
220 219
218
217
216
214
213
212
211
210
209
208
207
206
205
204
201
199
198
197
196
195
194
193
192
191
190
188
187
184
183
181
180
179177
176
174
173
172
170
169
168
167
165
164
163
162
161
160
158
156
155
153
152150
149
148
146
145
142
141
140
138
137
136
135
134
133
132
131
130
129
128
127
126
125
124
123
122
121
120
117
116
115
113
112
111
110
109
108
106
105
104103
102
101
100
098
097
096
094
093
092
091
089
088
087
086
085
084
083
082
081
079
078
077
076
075072
071
070
069
068
067
066
065
060
059
058 055
054
053
052
051
050
049
048
047
046
045
044
043
042
041
040
039
037
036
035034
033
032
031
030
029
028
027
025
024
023
022
021
020
019
018
017
016
015
014
012
010
009
008
007
006
005
004
003
001
Choosing a Network INC/USDN
22
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
Choosing a Network INC/USDN
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
Choosing a Network INC/USDN
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:
Starting Up Well -- Outcomes INC/USDN
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
Starting Up Well -- Outcomes INC/USDN
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
Starting Up Well -- Outcomes INC/USDN
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
Starting Up Well -- Outcomes INC/USDN
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
Starting Up Well -- Infrastructure INC/USDN
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
47
48
49
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.
50Starting Up Well -- Infrastructure INC/USDN
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
51Starting Up Well -- Infrastructure INC/USDN
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.
Starting Up Well -- Infrastructure INC/USDN
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
Starting Up Well -- Infrastructure INC/USDN
EXERCISE #2How could you ensure that your networks get a good start?
• Elect someone at your table to take notes and report back
• 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.
• Share your thoughts with other members at your table.
• Get ready to report out your combined list of ways to help your networks have the best possible start.
54Starting Up Well -- Infrastructure INC/USDN
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
Learning and Evolving INC/USDN
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
Learning and Evolving INC/USDN
Evaluation Through Network Mapping
59
Year Avg # Ties
2009 8
2010 19
2011 26
2009
2010
2011
Learning and Evolving INC/USDN
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?
• Elect someone at your table to take notes and report back
• 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
• Share your thoughts with other members at your table.
• 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