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As most of you know, it was our desire from the very beginning of our partnership to create a not-for-profit environment that could support and sustain our work in not only providing advisory services to local governments across the country but also to find ways to continue our research efforts to better understand the fiscal conditions that are impacting local governments from coast to coast. Utilizing a business development technique found in the private sector, the Center was being "incubated" by another successful not-for-profit organization that also serves local governments. Graduating from the incubator in 2013, CPBB is now working with over 60 organizations who have implemented or are currently implementing the processes and tools of Fiscal Health and Priority Based Budgeting.

Design, implementation, and evaluation are typically treated as separate functions dealt with sequentially by different people with different roles who don't communicate with each other. At the heart of the Blue Marble perspective you'll find a pattern of breaking down silos, integrating separated functions, connecting people and places, and creating linkages across time. In that spirit, Blue Marble evaluation focuses on integrating design, engagement, implementation, and evaluation of programs and interventions of all kinds, especially initiatives working on making global systems more equitable and sustainable.

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Strategy-Nets is a spin-out from the Purdue Center for Regional Development. The principals of Strategy-Nets understand the dynamics of developing and implementing complex strategies in open networks. The primary challenge of civic leadership today is to create and sustain adaptive regional economies. By definition, an adaptive economy has the built-in ability to renew itself by continuously developing new strategies to thrive.

"Participatory Budgeting is perhaps the greatest innovation in municipal governance in the United States in the last five years, and it has grown rapidly. Originating in Porto Alegre, Brazil-where 20 percent of the municipal budget is now allocated this way-PB has spread quickly throughout Brazil and Latin America over the past two decades. It's currently in place in roughly fifteen hundred municipalities throughout the world, but U.S. municipalities have been late adopters." This is one of the best community empowerment tools out there. Trouble is most communities aren't empowered enough to implement it.

Results Based Community Planning implements RBA™ population accountability within a local community. It is ….. - Working with a cross section of members of a local community (eg Maitland or Coonamble) - To decide what are the big picture results or outcomes they want for their local community (eg People Belong and are Connected to their Community) - Then work out how they would measure if they had achieved that result (eg Percentage of People with an Effective Neighbourhood Network) - To consider what factors effect that measure and how the local community is going against that measure at the moment - And brainstorm potential partners and potential strategies that could be undertaken to "improve" this measure (eg increase the percentage of people with an effective neighbourhood network) - With some of the strategies having to be Low Cost or No Cost, and some of them Off the Wall because who knows what just might be possible!! - And it is not just about planning, but then getting on and doing it!

We are a voluntary initiative based on CEO commitments to implement universal sustainability principles and to take steps to support UN goals.

We are a team of civil engineers, planners, and sustainability specialists with expertise in land use planning and zoning, municipal finance, transportation planning and design, stormwater management and green infrastructure implementation, and urban design and placemaking. But, design of elaborate, expensive infrastructure projects is not what we do. The leaders of our organization spent the majority of our careers with large firms designing complex, expensive projects, only to later realize we were making things more economically fragile and unsustainable. We acknowledged that before we could do more of the types of projects our communities need, we'd have to change how people think about the way we have been planning and building our cities and neighborhoods. Rather than sit back and wait, we started VERDUNITY to help lead this change.

ABOUT THE CALIFORNIA STEWARDSHIP NETWORK In 2008, the Morgan Family Foundation launched the California Stewardship Network as a civic venture, investing $ 1.5 million over 2 years in matching grants to 10 economic regions that agreed to focus on breakthroughs led by stewardship teams composed of business, community and government civic entrepreneurs. While each regional team has developed its own stewardship strategy, all share a common approach. Typically, these strategies are: (1) Data-driven, (2) Based on economic regions and industry clusters, (3) Successful in sustaining the engagement of business, (4) Effective at integrating economic, social, and environmental considerations, and (5) Innovative in their approach to public-private partnerships in implementation. The teams represent the diversity of California ranging from San Diego and Los Angeles in the South to Sacramento Valley, the Fresno Region and the Central Coast to the Sierra Region, Sonoma and Butte Counties and the Redwood Coast near the Oregon Border. These regional groups meet on regular basis and exchange best practices.

Through SC2, 19 federal agencies work together in partnership with committed city leaders as they implement locally driven economic visions. SC2 does not involve new federal money nor is it a top-down approach. Based on a city's local vision and its request for federal involvement, SC2 seeks to support each city by increasing federal-local collaboration and improving how the federal government invests in and delivers technical assistance to advance locally driven economic development and job creation goals.

Mayor Buckhorn is moving decisively with an economic development strategy that recognizes that its future as a vibrant, livable and sustainable community depends upon connecting its People, redefining its Places, and igniting Progress. Over the next months, AECOM and Parsons Brinckerhoff, planning and transportation experts, respectively, will work with the city and our community stakeholders and opinion leaders to develop a shared vision and give city leaders an implementable plan of action. This master plan, when complete, will form a living "workbook" of initiatives in core areas of land planning, transit, zoning, and economic development and financing strategies.

The C40 Cities Climate Leadership Group (C40) is a network of large and engaged cities from around the world committed to implementing meaningful and sustainable climate-related actions locally that will help address climate change globally. Our organization's global field staff works with city governments, supported by our technical experts across a range of program areas.

The Big Ideas for Jobs project compiles ideas about programs and policies that help to create jobs. As a starting point, we have established the following criteria for the ideas. The proposed programs should be designed for implementation by cities and/or states (with or without federal support) and should lead to net new job creation in a short-term framework (one to three years).

The Small Towns, Big Ideas project began in mid-2006, when the UNC School of Government partnered with the North Carolina Rural Economic Development Center to identify and document fifty small towns that were implementing successful or innovative approaches to community economic development.

Pioneers in such efforts are sharing their practices on a new website. The Natural Capital Business Hub, launched Wednesday at the 2014 GreenBiz Forum, is a joint effort of The Nature Conservancy and the Corporate EcoForum. It showcases the natural capital efforts of some 40 companies - from Alcoa to Lockheed Martin to YES Bank - representing $1.4 trillion in revenues. Nonprofits involved include BSR, Trucost and World Wildlife Fund (WWF). "There's more going on in this field than people expect, and it's really boomed in the last couple of years," said Michelle Lapinski, senior advisor, Businesses Valuing Nature, at The Nature Conservancy. The hub's core tool is a database of case studies, which you can search by industry, geography, benefit, approach or ecosystem. Supporting articles introduce visitors to the basic concepts of valuing natural capital, with categories offering to help you "make the case, benchmark, implement and connect" your own efforts.

Our approach revolves around a simple idea: building upon the organization's strengths - by providing skills and confidence to develop a framework for planning and implementing change and developing energy for that change. One of the fundamentals of our success is utilizing the existing talents and resources of the organization to enhance customer satisfaction, business goals, and full engagement.

The Intersector Project is a non-profit organization that seeks to empower practitioners in the business, government, and non-profit sectors to collaborate to solve problems that cannot be solved by one sector alone. We conduct research in intersector collaboration and convey our findings to leaders in every sector to help them design and implement their own effective collaborative initiatives.

The purpose of sol is to discover, integrate and implement theories and practices for the interdependent development of people and their institutions.

Sharitories is a global project with a very practical scope: to create a Collaborative Territories Toolkit for local policy-makers around the world who wish to implement collaborative or sharing initiatives in their local areas and help them thrive. Sharitories was born in June 2014 through OuiShare, a global community and think and do-tank with the mission to build and nurture a collaborative society by connecting people, organizations and ideas around fairness, openness and trust.

Creative placemaking is a new way of making communities more livable and prosperous through the arts, and making them better places for the arts. Creative placemaking is about more than public art or performing arts centers. It is about making places better for everyone. Traditional approaches to using arts as a revitalization tool tend to focus on building large institutions, districts or just 'doing projects.' Creative placemaking starts with building effective partnerships. Our approach to creative placemaking is based on six key elements: Building diverse and productive partnerships in communities and with local leadership to implement ideas. Enhancing quality of life for more people in communities Increasing economic opportunity for more stakeholders in communities Building healthier climates for creativity and cultural expression Engaging existing assets (both physical and human) as much as possible Promoting the best and distinct qualities of a place Our work is guided by the teachings of reflective practice, double-loop learning, asset-based community development, fifth level leadership, arts-based community development, communicative practice, environmental justice, and other current and cutting-edge philosophies of practice.