Uscan strategic plan

STRATEGIC PLAN 2017–2022

Cover Photo Credit: Kyle Gracey

50 F. Street NW, 8th Floor Washington, DC 20001 p. 202.495.3043 uscan@usclimatenetwork.org www.usclimatenetwork.org twitter.com/uscan facebook.com/USClimateActionNetwork/ Photos: Marie Risalvato, Kyle Gracey Illustration: Courtenay Lewis | courtenayl@gmail.com Report Design: Nadia Chiu | nadiachiudesign.com All rights reserved Š US Climate Action Network. 2017

FROM THE DIRECTOR Keya Chatterjee

Photo Credit: Erica Flock

The next five year period will not be an easy road for climate action in America.

It may even be the most challenging time in the US Climate Action Network’s 29 year history. However, civil society exists to do that which government cannot or will not do, and networks exist to achieve more than can be accomplished alone. There is no denying it, our time is now as we see devastation from climate impacts happening more often while simultaneously climate solutions and their benefits are gaining momentum. As a network of civil society organizations committed to climate action, this is our moment to shine.

The purpose of the strategic plan is to guide network members to work together through USCAN in the coming years. In the next five year period we will push, grow power, delay, block, litigate, mitigate, and enact just climate action at every opportunity.

To meet the challenge, we commit to: ++ Prioritize and support the most vulnerable communities and take leadership

from them;

++ Double down on relationships and democracy; ++ Recognize that we are the US node of the Climate Action Network (CAN),

and there are ~20 other nodes of CAN International who we can look to for support and community.

Over the course of 2016, the strategic plan was created based on the input and insight from over 266 members and partners. The contributors volunteered their time through interviews, annual conference input sessions, member surveys, board committee calls, and retreats. Thank you to everyone who offered your time and perspective, your fingerprints shaped this plan for our future.

The following report outlines the specific goals and strategies of the plan. We are looking forward to doing this work together.

With determination,

Executive Director , US Climate Action Network | 1 | USCAN STRATEGIC PLAN 2017–2022

THIS STRATEGIC PLAN

Artwork by Courtenay Lewis

WHO WE ARE MISSION

USCAN’s mission is to build trust and alignments among its members to fight climate change in a just and equitable way.

VISION

We envision a powerful, inclusive, and trusting network of U.S. organizations who worked together to meet the global goals in the Paris Climate Agreement and exceed the U.S. targets outlined in that agreement.

OUR MEMBERS USCAN’s membership has evolved significantly since the origin of the network, especially in recent years due to the “Bigger, Better, Broader” strategy. In 2013, USCAN had 80 member organizations. By 2016, the network had doubled in size with 160 member organizations. Of those new members, a significant portion are led by frontline or environmental justice communities, faith communities, parents, or young people. This growth in membership and resulting network diversity is widely regarded by members as one of USCAN’s most valued assets.

This value, however, does not come without its challenges. The network that previously consisted of members who see the world through similar theories of change is now confronted with a wide range of members who need increasing support to connect across the divides of their differences.

THEORY OF CHANGE If we work together we can successfully impact climate change. This is rooted in the belief that to be most powerful, our network members must double down on democracy and relationships in order to pursue our shared goals. Our members must be in relationship with each other and coordinate in areas where they decide that work together would enable us to meet the network’s vision.

The image to the left shows the elaborate network of USCAN members working together in different ways to meet this challenge. Each member plays a vital role.

The shift needed in the next five years will require trusting each other, aligning around shared goals, and building more power together.

| 3 | USCAN STRATEGIC PLAN 2017–2022

OUR FOUR GOALS

Incremental Change Makers

1

Policy Theory of Changes

Grassroots Theory of Changes

Aggressive Change Makers

Facilitate Democratic Participation

2

Build Trust

Foster Alignments

3

1

Create sustaining value in the network by transitioning to a democratically member driven network model.

2

3

Build critical mass for climate action and policy by enabling alignments between clusters of members.

4

4

Build the foundational relationships essentials for collective action by facilitating peer learning activities that foster trust and candor between members.

Enhance network eectiveness.

OUR GOALS USCAN will pursue the following goals over the next five years.

1. Democratic Participation: Create sustaining value in the network by transitioning to a democratically member driven network model.

2. Trust: Build the foundational relationships essential for collective action by facilitating peer learning activities that foster trust and candor between members.

3. Alignment: Build critical mass for climate action by enabling alignments between clusters of members.

4. Effectiveness: Enhance network effectiveness.

| 5 | USCAN STRATEGIC PLAN 2017–2022

MEMBER ENGAGEMENT CYCLE CALL TO PARTICIPATE

Strategy 1.2

GENERATE POSITIVE EMOTION

REWARD PARTICIPATION

Strategy 1.3

NETWORK ALIGNMENT AREAS BY VOTE USCAN members will determine “what” the network focuses on through a democratic voting process by selecting eight Network Alignment Areas each year at the annual meeting. All network activities and resources (staff, user groups, grants, etc.) will support members working together within these eight Network Alignment Areas.

ENGAGE THE WILLING

RECRUIT DIVERSITY

Strategy 1.4

MEMBER PARTICIPANT TIERS AND REQUIREMENTS Member organizations will have three tiers of membership for individuals to participate in USCAN: 1. Voting - two people from each member may cast votes for major network decisions and activities, 2. User Groups - up to ten people from each organization may serve on user groups, and 3. International - an unlimited number of representatives may participate in CAN International.

This new structure will create inclusive and equitable access to network decision making; at the same time, it will provide clear structure for tracking participation and engagement.

GOAL ONE DEMOCRATIC PARTICIPATION: Create sustaining value in the network by transitioning to a democratically member driven network model.

STRATEGIES: 1.1. Continue leadership and engagement with CAN International (CANI).

1.2. Institutionalize the Member Engagement Cycle into all major

network activities.

1.3. Democratically establish annual Network Alignment Areas.

1.4. Establish member participant tiers and requirements.

1.5. Continue to coordinate ad hoc member committees to provide

leadership and guidance for core network functions.

1.6. Provide Network Participation Scholarships.

We are deeply committed to a member-driven network, which requires meaningful engagement and participation. When members experience that the time they put into the network delivers outcomes that are meaningful to them, it builds ownership and value in USCAN. This sense of ownership and value is essential to increase member participation in USCAN and sustain it over time.

| 7 | USCAN STRATEGIC PLAN 2017–2022

WHAT CAN NETWORKS DO: CONNECT-ALIGN-PRODUCE

Higher commitment, Trust Foster collective action

PRODUCE

Develop and spread a shared point of view

ALIGN

CONNECT

Allow easy flow of information and relationships

Lower commitment, Trust

The ‘connect-align-produce’ sequence is a foundational network concept that explains the path groups need to follow to build the trust required for effectively work together.

GOAL TWO TRUST: Build the foundational relationships essential for collective action by facilitating peer learning activities that foster trust and candor between members.

STRATEGIES: 2.1. Transform the USCAN Annual Meeting into the flagship activity

for Voting Participants.

2.2. Create and maintain resources for members to better connect

with each other.

2.3. Provide training opportunities that build trust.

2.4. Convene member information sharing calls.

2.5. Coordinate user groups on eight topics chosen by member voting.

2.6. Convene a Big Tent Conference for all members.

Trust is earned, not given. It takes time and it takes great care. A network is remarkably more impactful when members sincerely trust each other. USCAN will continue to focus on building connections between members across the member continuums in order to solidify a foundation to USCAN’s member alignment success.

| 9 | USCAN STRATEGIC PLAN 2017–2022

HOW DOES CONNECTIVITY EVOLVE INTO ALIGNMENT? Alignment is a process in which members reach shared understanding with people they trust. By reaching a shared understanding, members can then begin to agree on shared goals and strategies. In many networks, a leading mechanism for alignment is the formation of user groups of members, usually set up around particular topics. The strategies for USCAN under this goal include facilitating a process that involves input from the full membership to identify and prioritize alignment areas, and regularly exposing members to each other’s work and views. USCAN will then provide resources to support the development of goals and measures around these alignment areas as determined by membership clusters.

GOAL THREE ALIGNMENT: Build critical mass for climate action and policy by enabling alignments between clusters of members.

3.1. Conduct member weaving activities to identify and resolve

conflict on the path to member alignment.

3.2. Conduct annual member surveys to understand progress

towards this plan and alignment conflicts.

3.3. Expand the USCAN Member Matrix — a mapping of member organizations.

3.4. Evolve the USCAN small grants pilot program into a member led grant

program with four categories — Peer Learning, Member Alignment,

Collaborative Implementation, and Grassroots/Frontline.

A collective value proposition that network members find compelling provides the glue for members’ sustained connectivity and shared action.

Our research shows that USCAN’s most active members highly value the “diversity of the network’s membership” and see “developing alignments across members” as one of the most important value propositions USCAN can deliver. USCAN is in a unique position to pursue this goal because of the success it has had in building a bigger, broader network. While this effort can be challenging due to the size and diversity of the membership, members see it as necessary to push successful outcomes through working together across the climate movement continuum.

| 11 | USCAN STRATEGIC PLAN 2017–2022

Photo Credit: Kyle Gracey

GOAL FOUR EFFECTIVENESS: Enhance network effectiveness.

4.1. Evolve staff roles and responsibilities to effectively implement

this strategic plan.

4.2. Diversify and increase funding for network operations, the

regranting program, and network priorities.

4.3. Commit to practices and programs that ensure equity, diversity,

and inclusion throughout our work.

4.4. Maintain staff roles in other climate groups to advocate for more

inclusive and equitable dialogue in the movement.

4.5. Transition the Southeast Climate and Energy Network (SCEN)

away from being a USCAN program over the next two years.

4.6. Develop and document consistent and transparent staff

coordination processes.

4.7. Pursue staff training and professional growth opportunities.

4.8. Conduct a strategic plan prioritization process and develop

annual performance measures.

4.9. Fundraise for movement moments.

This strategic plan will enhance the long-term sustainability and effectiveness of USCAN by aligning USCAN’s staff, resources, and performance management to position USCAN to create alignment among members.

| 13 | USCAN STRATEGIC PLAN 2017–2022

Photo Credit: Kyle Gracey

NETWORK PRINCIPLES OF WORKING TOGETHER: THE JEMEZ PRINCIPLES JEMEZ PRINCIPLES FOR DEMOCRATIC ORGANIZING #1 Be Inclusive #2 Emphasis on Bottom-Up Organizing #3 Let People Speak for Themselves #4 Work Together In Solidarity and Mutuality #5 Build Just Relationships #6 Commitment to Self-Transformation To ensure the network’s effectiveness, credibility, cohesion, and advancement toward common goals, these principles guide the conduct of member organizations.

| 15 | USCAN STRATEGIC PLAN 2017–2022

WE CAN’T DO THIS WITHOUT YOUR SUPPORT Your donation is your investment in our shared vision. We need your help to build trust and alignments in the climate movement to fight climate change in a just and equitable way. Your support will help grow our powerful, inclusive, and trusting network of U.S. organizations as we work together meet the challenges and opportunities in climate action.

Make a donation online at usclimatenetwork.org or mail a check to our office:

US Climate Action Network 50 F Street NW Eighth Floor Washington DC, 20001 Does your employer match contributions?

Check with your HR department.

| 17 | USCAN STRATEGIC PLAN 2017–2022

usclimatenetwork.org facebook.com/USClimateActionNetwork @USCAN