In this 2nd of a series of 4 blogposts, we share what we are learning, as co-investors with BUILD UPON and the European Climate Foundation, about: (1) co-hosting collaboration; (2) realizing the deeper shared purpose; (3) measuring impact resilience; and (4) scaling impact.
REALIZING THE DEEPER SHARED PURPOSE
The potential we saw. To achieve its goal of “cutting Europe’s energy use, reducing the impacts of climate change, and creating buildings that deliver a high quality of life for everyone,” BUILD UPON believes that, “changing the way we work together will lead to strong, well implemented renovation strategies over time. Success is therefore about establishing and maintaining innovative platforms for cross-sector collaboration and partnership. Europe’s renovation revolution can only be achieved if governments, businesses, NGOs and householders come together: individually, our resources are insufficient to meet this challenge, but collectively we can achieve the impact needed to make our buildings the best they can be.”
“The process gave me the tools to progress in a direction that I intuitively felt was needed to build widespread support beyond the energy efficiency community. We need to engage with stakeholders that don’t yet see a direct benefit to their respective causes or objectives. This will happen most effectively by finding common ground, which starts with understanding their values and perspectives. We have seen good examples of such leadership in the campaigns and coalitions we have been supporting, demonstrating that successful engagement and alignment with a wide variety of stakeholders increases the overall impact of our advocacy efforts.”
— Patty Fong, Programme Director of the Energy Efficiency Programme, European Climate Foundation
To collaborate at this level, the BUILD UPON leadership believed it was critical to invite in a broad set of stakeholders, representing many different facets of the built environment and energy systems across Europe to see what the deeper shared purpose that could unite them might be. To facilitate this broad set of stakeholders, 32 leaders from the BUILD UPON and European Climate Foundation communities went through a advanced leadership capacity-building process together 3 weeks before, in Cambridge UK (link to previous blogpost in this series), to build capacity in how to co-host collaboration.
What we did. At the BUILD UPON Madrid Leaders Summit, the co-hosts, two to a table, co-hosted ten other leaders representing other stakeholder perspectives throughout the energy efficiency, renewable energy, and building renovation communities across Europe. The co-hosted conversation inquired into the deeper purpose they all shared that brought them together. This far-ranging conversation covered very different topics at each table, depending on the stakeholder perspectives at that table, and they all converged on the importance of a set of four social impacts they all shared (increasing economic development, decreasing the environmental and health impacts of energy and buildings, and increasing affordable housing), supported by a coherent set of strategic impacts in regulations, financial risk sharing, social capital, and technical innovation.
“Stakeholders are important for the process, but if they are not involved and do not feel that they are taking part in the process, they will not grasp the importance of their role and their added value. This is what co-hosting brings to the table: a chance for everyone to be involved and take part in the process of exchanging ideas and thoughts. No matter which function someone held (minister or junior project manager), people took the time to listen to each other (with the help of co-hosts).”
— Alan Perl, BUILD UPON Project Manager, Croatia GBC
What came out of that process. Out of that process in Madrid, we synthesized the input from the 16 tables, including 150 stakeholder perspectives, into one “Common Vision” statement.
The following systems map captures the core elements of this synthesized statement and how the elements fit together as a coherent set.
How to read the systems map. In essence, the variables in green represent the social impacts that the group of many stakeholders identified in their deeper shared purpose, through the co-hosted session in Madrid. To be determined a success, the work must have an economic impact of generating more projects for companies and more jobs for individuals. It also must lead to an environmental impact of dramatically lowering greenhouse gas emissions. And it must have a positive impact on the health of its citizens and make housing more affordable. All four social impacts must be achieved.
The variables in black represent the strategic impacts of the BUILD UPON work, all of which are needed together to renovate the building stock, in a way that generates the four required social impacts. The economic impact depends on the activity of renovating buildings. The environmental and health impacts depend on the resulting stock of renovated buildings. As described by the groups in Madrid, the activity of renovating buildings depends on supply and demand. Increasing supply strategically is primarily a function of lowering financial risk and increasing demand, the combination of which will lead to more companies providing renovation services and building sufficient capacity to meet any demand. Decreasing financial risk depends on sharing risk across multiple stakeholders, not just the investors, and on stabilizing demand by generating regulations that require renovation. Both of these factors are strengthened by the generation of policies and regulations requiring renovation. Increasing demand strategically requires the people knowing that they have to renovate because of regulations requiring renovation, that people see that everyone else they know is renovating–it becomes a social norm–, it make more sense to renovate because technical innovation provides cheaper, smarter solutions, and because renovation is a good thing to do, since evidence shows the proven social benefits of renovation.
The variables in blue represent the process impacts that leverage each local renovation effort across member states and across Europe by working on (1) cross-sector, cross-member state collaboration, (2) showcasing the thousands of cases of positive deviants in technical and social innovations they find locally, (3) the creation of a clear, generalizable and at the same time specific message of how renovation is becoming a social norm, and (4) the creation of a social-engagement movement that supports the deeper shared purpose.
“While applying the ‘O Process’ methodology, we enhanced our collective capacity to read and approach systems, as such, to support the systemic change projects that we deem essential to ignite a renovation revolution. Energy efficiency, though, is a means to an end. Better, to a set of interconnected ends. Systemic change affects where a system goes, what it does, who influence it and, crucially, how it works. With respect to this, we learned to outline shared purposes (Why), to identify together possibilities and probabilities (at an early stage, What), and to upgrade effectiveness through collaboration (How). The corresponding distinctions and relationships between social, strategic and process goals and metrics become clearer, thanks to the overall process we’ve been experiencing, led by the ISC team.
The systemic nature of the challenges we’re facing requires us all to establish collaborative multi-sectoral platforms on local, national and international levels, consistent with the very nature of the Green Building Councils and of their networks. Moreover, those platforms should be connected towards a collective effort, local to national and national to international. That appears to be the biggest process innovation, broadly considering many diverse countries.”
— Sebastiano Cristoforetti, International and Certification Manager, GBC Italia
What we came to call the “Common Vision,” while still in process, now integrates in one shared, deeper purpose, many different stakeholders, who have come together to achieve a coherent set of social impacts, through a process in the built environment, that meets many strategic impacts. This depth and breadth was achieved in one morning, because of the skill and process of co-hosting collaboration.
We tend to believe that if we are in the same space or work together, we are collaborating–the assumption that networks equal collaboration is not true.
We thank our colleagues at the European Climate Foundation (ECF), the BUILD UPON team, the co-hosts (link to previous blog in series on “co-hosting collaboration), the Madrid participants, the Institute for Strategic Clarity, and Vibrancy—all co-investors in this process together.