Forest Stewardship Council:

… its developing Strategy and Structure from a GAN Perspective

…making globalization work for all!

Steve Waddell - PhD, MBAChief Learning Steward & Founding Executive DirectorGlobal Action Network Net+1 (617) 482-3993swaddell@gan-net.net

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Global Action Networks: Integrating Five Strategies

1. Being truly global and multi-level

2. Implementing interdisciplinary action-learning and reflective action

3. Building enduring yet nimble multi-stakeholder and cross sectoral, inter-organizational networks

4. Generating systemic change through a range of non-violent, boundary-crossing and diversity-embracing activities

5. Realizing the public good

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Several dozen GANs—and growing…• Building Partnerships for Development in Water and Sanitation • Climate Group• Extractive Industries Transparency Initiative• Fair Labor Association• Forest Stewardship Council • Global Alliance for Improved Nutrition• Global Compact • Global Fund to Fight AIDS, Tuberculosis and Malaria • Global Knowledge Partnership• Global Reporting Initiative • Global Water Partnership • Global Partnership for the Prevention of Armed Conflict• International Centre for Trade and Sustainable Development • Marine Stewardship Council• Microcredit Summit Campaign • Social Accountability International • The Access Initiative (TAI)/ Partnership for Principle 10 • Transparency International• Youth Employment Systems

Vision: a Vision: a healthyhealthy Global Global WorldWorld

The Size of GANs

A 2006 study of 17 GANs: Staff: 25/18 Annual budget: $9.9/$4.2 million

Development Stages and Activities

Initiation Problem/Solution Def.

Infrastructure Development

Realizing the Potential

Visioning ConveningIdentifying

leader-ship stake-holders

Defining the problem

Piloting a core physical technology solution

Building initial centralized network piloting structure

Broadening application of the physical technology solution

Deepening understanding of the problem and social technology solutions

Increasing network membership and decentralizing structure

Enhancing legitimacy and value

Creating inter-GAN connections

Creating global action norms

Increasing participation

Communications maven

Question 1: “Membership”

How can we be open and engaging? System Citizens Network Participants Organization/partnership/network

Decision-Makers Organization/partnership/network Funders

Question 1: “Membership”

Question 2: Glocal

How can we be Global and Local? The Global Steward:

Interfacing with global actors Connecting/synergizing the network Addressing disparities

The Local Steward: Testing Implementing Validating through real improvements

Question 2: Glocal

Question 3: NetworkHow can WE have “peer-like” relationships given

diverse “organizing logics” and resources? GAN-Global

Simply a distinct set of responsibilities

Stakeholder Groups Organizing around each groups’ core logic (market,

geography, community) Integrating diverse decision-making goals

(profitability, order, justice)

Sub-Divisions Organizing around core logic of issue (eco regions)

Question 3: Network

Question 4: EfficiencyHow can we maximize our resources’

impact? Defining compelling “coherence” activities Creating a solid “business” model Allocating resources to best address

(diverse) goals rather than power differences

Developing cost-appropriate decision-making processes

Question 4: Efficiency

Question 5: Movement

How can we build engagement and support? Shifting strategy -- and structure -- in

response to new factors. Building and maintaining trust and

legitimacy. Broadening leadership and participation.

Government

Busi ness

Civil Society

CivilSociety

BusinessGovern- ment

Question 5: Movement

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GAN-Net Activities 1.

Leadership(LeadCoP)

3.Measuring

Impact(ICoP)

5.Communica-tions

(ComCoP)

4. Generative

Change (GCCoP)

6.Knowledge &

Learning (K&LCoP)

7.Policy and Advocacy(PACoP)

8.Resource

Mobilization(RMCoP)

2.Strategy,

Structure & Governance(SSGCoP)

• Field-Building• Action

Learning/Advising

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…making globalization work for all!