[Jennifer Berman is the former Executive Director of the Maverick Lloyd Foundation and was the coordinator of EAN from 2009-2012. This case study was written in December 2012.]
In 2008, the Maverick Lloyd Foundation stepped back from ten years of philanthropic giving to explore how the foundation could be a more effective driver for change. Despite a significant investment of resources, the trustees knew that their giving strategies were not creating the impact they knew was possible—and necessary—if the state of Vermont was to address the urgent reality of climate change.
Inspired by the success of RE-AMP, a network of 144 non-profits and foundations working to reduce greenhouse gas emissions in eight mid-western states, the foundation began to envision a social change process that could help catalyze large-scale coordinated action around a bold new vision for Vermont. The result of that early vision is Energy Action Network (EAN)—a powerful network of business, government and non-profit leaders who are aligned around the goal of meeting 80% of Vermont’s 2030 energy needs from renewable energy and increased efficiency.
Read the case study of the project (click here, revised 19March2017).
Comment by Jim Ritchie-Dunham. Jenn Berman and I worked together on the EAN project through 2010 with our colleagues at GEP. You can read more about the EAN project from an Ecosynomics perspective in the book Ecosynomics.