Using Networks to Advance
Environmental Goals
And Innovation Network for Communities
Pete Plastrik and Julia Parzen
June 2012
Consultative Group on Bio-Diversity, Chattanooga
1
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
… Using USDN as a Case Example
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.
4
5
6
… Using USDN as a Case Example
• 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
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.”
Nodes
Reviewing the Basics
INC/USDN
Links
10
Social Networks
– “Nodes” are people
– “Links” are relationships
Reviewing the Basics
INC/USDN
11
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.
Reviewing the Basics
INC/USDN
•
Strong ties in closely knit
networks are a source of
valuable social capital
•
Weak ties - provide access to
external assets
12
Social Networks
• 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.
Reviewing the Basics
INC/USDN
13
Networks are for Individual and
Collective Ends
– Individual Ends: individuals/organizations
network to achieve individual goals
Sharing value is good…
– 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.
Reviewing the Basics
INC/USDN
14
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?
Reviewing the Basics
INC/USDN
15
USDN Built on Existing Relationships …
“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.”
USDN 2009
Reviewing the Basics
INC/USDN
16
…While Responding to New Relationships
Increasingly
USDN Members
Connecting
Within Same
Regionin
Region
Reviewing the Basics
INC/USDN
17
Response: Creation and Alignment with
Regional Networks
Cascadia
Michael Armstrong
Western
Adaptation
Vicki Bennett
California
Texas
Kevin Lefebvre
INC/USDN
New England
Matt Naud
Christine Eppstein
Tang & Susanne
Rasmussen
Heartland
Dennis Murphey
South East
Shannon Parry
Reviewing the Basics
Michigan
Maggie Ullman &
Susanna
Sutherland
18
Choosing a Network
19
Networks Are Different!
Networks
Organizations
Other
Coalitions: Can be more or
Are informal, organic,
Are formal, fixed and
less formal, but are formed
mutual, voluntary,
centralized with
at particular historical
distributed, opendelegated chains of
moments focused on
ended, reciprocal, with command and
specific objectives. Often
relationships built on
accountability to owners
dissolve when the job is
trust. Members are
directors, and bosses.
over (win or loss).
deliberate about
building,
Franchises: Are formal,
strengthening, and
with a central hub
maintaining ties so
establishing standards for
that they can be
“local” entities to use;
activated again and
some local flexibility
again.
… A Network is a base for many different types permitted.
of activities over time.
20
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.
Choosing a Network
INC/USDN
21
Summary: Making the Choice
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 timelimited 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
22
USDN Rational for Forming Network
Stage 2:
NETWORKING
Stage 3:
MATURATION
Stage 4:
STANDARDIZATION
Networking of
innovators and
proliferation of
practices. Practices
are fragmented and
often considered
“proprietary.”
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 1:
FRAMING
Conceptual
framing and
isolated
practice
examples.
Urban
Sustainability
in Stage 2
Choosing a Network
INC/USDN
23
EXERCISE #1
Based 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.
Choosing a Network
INC/USDN
24
Starting Up Well
25
25
What Makes a Network Tick
Clarity of Purpose
Value Exchange
Trust
Complementary Capacities
Diversity
Bonds and Bridges
Stewardship
Enabling Infrastructure
Starting Up Well
INC/USDN
26
PURPOSE
3 Different Network Functions
Lower Commitment, Trust
Trust
CONNECTING
Information
Connects people to
allow easy flow of and
access to information
and transactions
Higher Commitment,
ALIGNING
PRODUCING
Identity
Initiative
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
Starting Up Well -- Purpose
INC/USDN
Fosters joint action by
people or
organizations—has a
specific purpose
•Policy action
•Advocacy
•Learning
•Knowledge production
and dissemination
27
PURPOSE
4 Different Network Outcomes
• 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
28
PURPOSE
USDN Began With Connecting;
Evolved to Innovation/Production
Foster joint action for
specialized outcomes
Ex: Innovation Grants
Develop and spread a
shared point of view
Ex: Create Professional
Development Toolkit
Allow easy flow of
information and
relationships
Ex. Information-Sharing
Website
Starting Up Well -- Purpose
INC/USDN
29
USDN Began to Pursue Learning Outcomes
(Begun 2009)
2011 Annual Meeting Learning Experiences Were:
Starting Up Well -- Outcomes
INC/USDN
30
USDN Later Pursued Innovation Outcomes
(Begun 2010)
• 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
31
USDN Innovation Outcomes (cont.)
• 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
32
USDN Innovation Outcomes (cont.)
• 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
33
VALUE
USDN Members Believe the Network Is Delivering
on Their Top Value Propositions
USDN Member Survey July-August 2011
Starting Up Well –Value
INC/USDN
34
VALUE
USDN Members Have Come to Believe the Network
Also Spurs Collaboration & Joint Stakes
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
35
VALUE
USDN Members Walk the Talk
USDN Groups:
% of Core Primary Members
in at least one Working Group, User Group, or
Committee
100%
96%
74% 73%
74%
80%
60%
67% 66% 65%
92%
92% 92%
82%
68%
61%
40%
20%
0%
May-11
August-11
October-11
January-12
April-12
Date
Starting Up Well -- Value
INC/USDN
• 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
36
TRUST
Built Through Bandwidth
Year
Avg # Ties
2009
8
2010
19
2011
26
2011
2010
2009
Starting Up Well -- Trust
INC/USDN
37
TRUST
Built Through Reciprocity
% of Core Members Meeting Membership Expectations
100%
11%
11%
42%
39%
23%
10%
80%
60%
40%
47%
28%
30%
Close
60%
50%
49%
Feb-12
Mar-12
No
Yes
20%
0%
Jan-12
Apr-12
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
38
USDN Members by Region
California
Southwest
10%
6%
South
3%
Similarity and Diversity
Canada
11%
Mid
Atlantic
14%
Northwest
7%
New
England
9%
Mountain
West
14%
Midwest
27%
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.
Starting Up Well --Stewardship
INC/USDN
40
STEWARDSHIP
Stewardship Art
“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
2.0 Up Well --Stewardship
Starting
INC/USDN
41
STEWARDSHIP
Stewardship Art
 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
42
Factors in Success in Making the Case for
Sustainability (N = 102)
Starting Up Well -- Stewardship
43
… Yet Few Members Have Methods to Calculate
Economic Development or Equity Benefits
Methods to Calculate GHG
reductions
No
Yes
Starting Up Well -- Infrastructure
INC/USDN
44
Enabling Infrastructure by Type of Network
Outcome
Type of Network
Connecting
Aligning
Innovating/Producing
• Members-only Web site • Collaborative work
with networking tools
processes + Web site
• Capacity to negotiate production
agreements among members
• Meeting planning &
facilitation
• Project management and project
budgeting capacity
• Shared calendaring
• “Opt In” learning
processes
• Member input systems
• Capacity to analyze,
compare, and
synthesize frameworks,
definitions, etc.
• Formal governance of all
producers
• Formal decision-making
processes to “endorse” • Performance accountability
alignment mechanisms
mechanisms
(e.g., standards)
• Pricing and marketing capacity
• Sales, fulfillment, & financial
management
Starting Up Well -- Infrastructure
INC/USDN
45
USDN Enabling Infrastructure
Information 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
Starting Up Well -- Infrastructure
INC/USDN
46
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.
Starting Up Well -- Infrastructure
INC/USDN
50
USDN Enabling Infrastructure
Innovation 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
Starting Up Well -- Infrastructure
INC/USDN
51
Urban Sustainability Innovation Fund
• 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
52
Local Sustainability Matching Fund
• 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
53
EXERCISE #2
How 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.
Starting Up Well -- Infrastructure
INC/USDN
54
Learning and Evolving
55
55
Learning and Evolving
• 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 reevaluate.
• Keep plans flexible.
Learning and Evolving
INC/USDN
56
Network Evaluation
• 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
57
USDN Network Evaluation
• Annual Network Connectivity Mapping
o Density of network connections
o 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 directors
o Ideas and practices adopted because of USDN participation
o Progress made in addressing key challenges
o Satisfaction
with USDN
o Effectiveness of USDN activities
Learning and Evolving
INC/USDN
58
Evaluation Through Network Mapping
Year
Avg # Ties
2009
8
2010
19
2011
26
2011
2010
2009
Learning and Evolving
INC/USDN
59
Who Is Accountable for Network Performance?
% of Core Members Meeting Membership Expectations
100%
• All Members
11%
11%
42%
39%
23%
10%
80%
• All Groups
60%
28%
• Group Chairs
40%
• Steering Comm.
47%
30%
Close
60%
50%
49%
Feb-12
Mar-12
No
Yes
20%
• Coordinator
0%
Jan-12
Learning and Evolving
INC/USDN
Apr-12
60
EXERCISE #3
For 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.
Learning and Evolving
INC/USDN
61
Network Funding
62
Network Costs and Funding
• 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.
“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”)
Funding
INC/USDN
63
EXERCISE #4
Group Discussion about How to Manage Foundation Network
Involvement
• 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
64
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