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For the last few months, the Energy Futures Lab has been in recruitment mode, searching for promising leaders and influencers from across Alberta’s energy landscape to join the EFL Fellowship. We can’t wait to see the ingenuity and energy that the new cohort brings to the EFL Innovation Pathways. Why is the EFL actively seeking new Fellows? Because Alberta and Canada need bold innovators to play a leading role in identifying, testing and scaling creative energy initiatives that will have a lasting impact on Albertans and Canadians. We also sensed a need for more diversity, and to close gaps in representation within the Fellowship. The newest EFL Fellows bring increased representation from entrepreneurs, rural Alberta, women, and the technology sector. We are still seeking more Indigenous representation as well as leaders from the utilities and finance sectors to join the Fellowship. The new Fellows have embarked on an exciting journey, where they will co-create solutions and initiatives. Systems-thinking is crucial to gaining insight into the evolution of Alberta’s energy system. For that, the new Fellows participate in the Newtonian Shift simulation and the Leadership Bootcamp as well as attend a number of Energy Futures Lab workshops. New Fellows join our veteran EFL Fellows in supporting and scaling initiatives of the Lab. We can’t wait to see the ingenuity and energy that the new cohort brings to the EFL Innovation Pathways. I am proud to announce the first intake of EFL 2017 Fellows. Welcome to the Energy Futures Lab! Candice Paton, Alberta Innovates Chelsea Erhardt, Capital Power Corporation Cor Koster, GP JOULE Canada Elizabeth (Liz) Lappin, Castle Rock Consulting Ltd. Elizabeth Shirt, Emissions Reduction Alberta (ERA) Gary Millard, Shell Canada Ltd. Juli Rohl, The Alberta ReGeneration Project James Van Leeuwen, Ventus Development Services Inc. Laura Kennett, Enbridge Maja Veljkovic, IBM Melanie Popp, Alberta Innovation Engine Patricia Bourne, EQUS REA LTD. Meet all EFL Fellows. Feature Energy Futures Lab Fellow Meet Patricia Bourne, CEO of EQUS REA LTD., a rural-based power cooperative that distributes electricity to more than 12,000 homes and businesses across a large part of rural Alberta. Almost 25 years ago, she started as the first employee of CAREA, one of the predecessors of EQUS. Under her leadership, the organization has grown from one employee to over one hundred. She has won a Woman’s Award of Excellence in Business and the Professions in Central Alberta and has recently been nominated as a Woman of Excellence by Global TV Edmonton. Meet more EFL Fellows! #Culture_Shift #Fellowship #EFL_Vision #The_Newtonian_Shift #Leadership_Bootcamp #2017

Welcome New Energy Futures Lab Fellows!

For the last few months, the Energy Futures Lab has been in recruitment mode, searching for promising leaders and influencers from across Alberta’s energy landscape to join the EFL Fellowship. We can’t wait to see the ingenuity and energy that the new cohort brings to the EFL Innovation Pathways. Why is the EFL actively seeking new Fellows? Because Alberta and Canada need bold innovators to play a leading role in identifying, testing and scaling creative energy initiatives that will have a...

Since its inception in 2015, the Energy Futures Lab has had a primary focus on the development of the Fellowship and the co-creation of collaborative initiatives in the Innovation Pathways. So how can you get involved with the EFL? There are plenty of opportunities – just choose your adventure! Over the course of the almost two years of this work, hundreds of other people have connected to the EFL in one way or another. In this next phase of expansion, the EFL will now be opening its doors and creating new opportunities for the growing EFL community to connect. We are inviting Albertans and Canadians to get involved with the Lab’s work and to join the EFL community. So how can you get involved with the EFL? There are plenty of opportunities – just choose your adventure! Attend Innovating Alberta’s Energy Future Showcase: This Showcase is the EFL’s milestone event for 2017, taking place on April 19 and bringing leaders and innovators from across Alberta’s energy landscape. This is your opportunity to learn firsthand about the initiatives created and scaled at the Lab. High-profile speakers will also join and spark the conversation! Join EFL Community Gatherings: The EFL community meets once a month to hold deeper discussions on various energy futures themes and on EFL initiatives related to the Innovation Pathways. These are informal gatherings taking place after work and semi-facilitated by an EFL staff member or a Fellow. The gatherings are free of charge and held in both Calgary and Edmonton. Registration is required as space for each session is limited, so sign up today! Sign up for EFL Leadership Bootcamp: The Leadership Bootcamp is an excellent and intensive introduction to the work and approach of the Lab. You’ll spend the first day playing the exhilarating Newtonian Shift simulation and experience decades of energy transition in a few hours. The next two days focus on understanding energy systems and narratives as well as creating and innovating an energy vision for the future. Register and stay tuned for upcoming Bootcamps. Participate in a Newtonian Shift Simulation: Imagine 16-30 people living out an intense simulation of 20 years over four hours. This fast-paced, role-playing experience requires you to make decisions in response to dynamic local and global changes. Whether you play the role of an energy company’s CEO or a First Nations leader or an NGO representative, this facilitated game will expose you to decades of energy transition and help you empathize with different real-world players in the energy system. What would you do if the price of oil peaked and you, as a CEO, have already sold all your fossil fuels assets? You can participate in the simulation or host one in your community. Learn more about others’ experiences playing the game! Request an Organizational Engagement Session: If you cannot come to the EFL, the EFL can come to you! Organizational engagement sessions are an effective way to engage your organization in energy transition. It’s an excellent way to trigger stimulating discussions and real change in your organization. The EFL team will facilitate the Newtonian Shift simulation and explore energy narratives with the participants during the energy trends cafe. Are you interested? Contact us at info@naturalstep.ca. #Culture_Shift #EFL_Vision #2017_Showcase #Leadership_Bootcamp #The_Newtonian_Shift #Community_Gatherings #2017

Get Involved in the Energy Futures Lab Community and Choose your Adventure

Since its inception in 2015, the Energy Futures Lab has had a primary focus on the development of the Fellowship and the co-creation of collaborative initiatives in the Innovation Pathways. So how can you get involved with the EFL? There are plenty of opportunities – just choose your adventure! Over the course of the almost two years of this work, hundreds of other people have connected to the EFL in one way or another. In this next phase of expansion, the EFL will now be opening its doors...

The Energy Futures Lab is excited to announce the three newest members of its Advisory Council. By serving as public champions for the EFL, offering high-level counsel and role modelling innovation and leadership, the Advisory Council lends credibility and wisdom to the evolution of the Energy Futures Lab. Judy Fairburn is passionate about driving Canadian innovation to build a highly competitive energy industry, which positions Canada well in the global innovation race. Judy is the Executive Vice-President of Business Innovation at Cenovus and was pivotal in furthering the integration of environment into Cenovus’s business strategy and in the creation of Canada’s Oil Sands Innovation Alliance (COSIA). She also serves on the Boards of Alberta Innovates, Sustainable Development Technology Canada, Public Policy Forum and Evok Innovations. Through these roles, Judy helps to bridge partnerships that shape and strengthen the innovation ecosystem in Canada. Judy is a Fellow of the Canadian Academy of Engineering and is also a member of Abundance 360 – a select group of entrepreneurs and senior executives focused on capitalizing on transformative digital change. Dr. Reg Crowshoe is a member of the University of Calgary Senate and a Blackfoot Cultural and Spiritual Advisor, and is the former Chief of the Piikani Nation. Reg and his late father, Joe Crowshoe, have travelled extensively around the world bringing awareness and education about Blackfoot history, traditions and spirituality. Reg developed the Blackfoot Framework for Decision-Making and Mediation Process called Akak’stiman, and presents it widely to corporations, government, Aboriginal organizations and the non-profit sector. Reg sits on many committees and boards in Calgary and commits his time to other provincial and national organizations. He also provides advice to Treaty 7 Management Corporation, and leads a group of Treaty 7 Elders so that they can better be a support system to members in Treaty 7. Nicholas Parker is Founding Managing Partner of Global Acceleration Partners which addresses global megatrends shaping basic needs for resource-efficient clean energy, food, water and infrastructure by accelerating cross-border deployment of proven technologies and business models into high growth emerging economies. For over twenty years, Nicholas has pioneered sustainable venturing initiatives around the world. Nicholas introduced the “cleantech” concept to the finance and business community in 2002 while launching Cleantech Group, a market-leading research and advisory company. He also served as Chair of Corporate Knights, a media company for clean capitalism, best known for the Global 100 rankings launched annually at the World Economic Forum in Davos. Judy Fairburn, Dr. Reg Crowshoe and Nicholas Parker join an already impressive team of leaders serving on EFL’s Advisory Council: Ed Whittingham, Executive Director, Pembina Institute Gord Lambert, Suncor Sustainability Executive in Residence Suzanne West, CEO, Imaginea Energy Tzeporah Berman, Environmental Activist and Writer Toby Heaps, Co-Founder and President, Corporate Knights Inc. Don Iveson, Mayor, City of Edmonton Donna Kennedy-Glans, Viewpoints Alberta Reza Nasseri, CEO, Landmark Group of CompaniesEric Newell, Retired Business Executive By serving as public champions for the EFL, offering high-level counsel and role modelling innovation and leadership, the Advisory Council lends credibility and wisdom to the evolution of the Energy Futures Lab. #Culture_Shift #Fellowship #2017

Judy Fairburn, Dr. Reg Crowshoe and Nicholas Parker Join Energy Futures Lab Advisory Council

The Energy Futures Lab is excited to announce the three newest members of its Advisory Council. By serving as public champions for the EFL, offering high-level counsel and role modelling innovation and leadership, the Advisory Council lends credibility and wisdom to the evolution of the Energy Futures Lab. Judy Fairburn is passionate about driving Canadian innovation to build a highly competitive energy industry, which positions Canada well in the global innovation race. Judy is the Executive...

Well, 2016 was quite a year for Alberta. A lingering recession due to low oil prices. Provincial climate policies announced and enacted. A couple of pipelines approved. A dramatic U.S. presidential election and shifting global geopolitics. The EFL Fellows have been the driving force at the centre of this important work, and nothing has been so impressive to me personally as witnessing the abilities and growth of these innovators and influencers, as a group and as individuals. 2017 is already bringing more change. Alberta’s carbon levy came into effect January 1. Economists are predicting modest growth for the province. And climate-change skeptic Donald Trump is moving into the Oval Office. As we head deeper into the year, the polarization over Canada’s energy future – and Alberta’s place in it – continues. In fact, in many ways it is intensifying, as media headlines and social media increasingly paint a picture of distinct camps arguing their respective and seemingly incompatible positions. Finding common ground in the Energy Futures Lab (EFL) But energy transition is not a black and white issue. Against this backdrop, the EFL is making significant progress in the colourful space we like to call “the radical middle.” A growing group of committed people have come together in the lab—boldly melding their different perspectives and experiences—to find common ground and work together to leverage Alberta’s current strengths to help shape a new energy system. It’s not always easy—in fact it’s a lot of hard work—but we are finding solutions and, in so doing, sowing the seeds for a new public narrative to counter the polarization. We are developing collaborative projects across a range of Innovation Pathways, connecting people in a number of different sectors and increasing the general awareness of the complexity of transitioning our energy systems to a lower carbon future. We are grateful to the extraordinary people who are engaged in and supportive of this work—the EFL Convening Partners and funders, Advisory Council, Steering Committee and the diverse group of engaged Fellows who in turn are supported by their organizations. To all of you, thank you for believing we could do this together, for working so hard to channel the generous and innovative spirit of Alberta, and for being so committed to further developing this work in 2017. A fellowship of rising stars The EFL Fellows have been the driving force at the centre of this important work, and nothing has been so impressive to me personally as witnessing the abilities and growth of these innovators and influencers, as a group and as individuals. Some, like Matt Beck and Ryan Robb, have changed jobs and taken on new leadership responsibilities. Others, like Meera Nathwani-Crowe and John Zhou, have been called upon increasingly for leadership within their organizations. Some, like Bruce Edgelow and Daniel Clarke, have been instrumental in helping their organizations weather the economic storm, while others, like Sean Collins and Apoorv Sinha, have forged new entrepreneurial endeavours. Audrey Mascarenhas and Alison Thompson have been tireless advocates for proven and much-needed solutions. Jennifer Martin, Anouk Kendall and Lliam Hildebrand have led their organizations to new places of opportunity. Erin Welk, Nathan Maycher, Megan Zimmerman and Gerardo Marquez have provided steadfast leadership and abundant personal energy for initiatives arising from the EFL. All of the Fellows have inspired us with their openness of spirit and the constructive and creative way that they have engaged in the work of the lab. Calling for new voices in the radical middle This year, we are expanding the circle and recruiting more people to join the EFL Fellows. There are many amazing people in our province doing inspiring work. Judging from the early response to the call that was issued a couple weeks ago and to the interest in other new engagement opportunities with the EFL such as the EFL Leadership Bootcamp, and the Newtonian Shift, it’s clear that there is an urge among many people to be part of something positive, constructive and future-facing. Please make sure that your networks are aware of the opportunities to get involved with the EFL. Mark the date April 19 I invite you to spend some time on our newly revamped website to read more about how we’re answering the question: How can Alberta’s leadership position in today’s energy system serve as a platform for transition to the energy system the future requires of us? The work of the EFL Fellows will be profiled here in coming months, and announcements of the new people joining the Fellowship will also appear. Please join the EFL community for the Energy Futures Lab Showcase in Calgary on April 19th. This will be an inspiring afternoon event at the Jack Singer Concert Hall where you can hear more from the EFL Fellows about their initiatives, and be inspired by other speakers and cultural performances. We hope to see you there to help us celebrate our common bonds to Alberta, the place and its people. More details and registration information will follow soon. Happy New Year! #Future_Economy #Culture_Shift #Fellowship #2017 #Radical_Middle #EFL_Vision #EFL_Platform #The_Newtonian_Shift #Leadership_Bootcamp #2017_Showcase

Taking on 2017!

Well, 2016 was quite a year for Alberta. A lingering recession due to low oil prices. Provincial climate policies announced and enacted. A couple of pipelines approved. A dramatic U.S. presidential election and shifting global geopolitics. The EFL Fellows have been the driving force at the centre of this important work, and nothing has been so impressive to me personally as witnessing the abilities and growth of these innovators and influencers, as a group and as individuals. 2017 is already...

2016 was a year of change and new realities. 2016 was a year of change and new realities. It ended with national and international developments that will impact Alberta’s energy system for years to come. These include uncertainty looming around the US elections, the continued Alberta recession, the ramifications of pipeline approvals, and the new regulations addressing climate change. Such complex and difficult topics likely made for some contentious Christmas dinner conversation starters in households across Canada. We need more leaders who are able to listen and incorporate the diverse opinions of multiple stakeholders – whether from indigenous communities, industry, NGOs, youth or government. Many believe 2017 will be a year of uncertainty, requiring a wait-and-see attitude. But we cannot afford to wait and see. The environmental and economic challenges we face are urgent and demand that we take action and become more engaged in energy issues. The EFL is expanding its Fellowship – a unique program that recruits collaborators and players in Alberta’s energy system. The Fellows will take a lead role in identifying, testing, and scaling energy projects that will have long lasting impact on Albertans. It is a program designed to equip leaders and influencers in Alberta with skills and strategies to facilitate learning and collaboration for energy transition. The new Fellows will work closely with the original EFL Fellows on practical initiatives that move our province forward along a series of Innovation Pathways. The conversations will continue to be difficult when we discuss energy issues in Alberta and Canada. We need more leaders who are able to listen and incorporate the diverse opinions of multiple stakeholders – whether from indigenous communities, industry, NGOs, youth or government. Only by including these perspectives can we achieve the innovation needed to build our future energy system. The EFL Fellowship is about preparing a new cohort of influencers to lead a movement for energy innovation and transition in Alberta. It is about managing and facilitating difficult conversations without prescribing specific outcomes. It is about collaborating with people we do not necessarily agree with on pragmatic initiatives. The EFL Fellowship is about leading and innovating during times of uncertainty. It is what our energy future requires of us. #Culture_Shift #Fellowship #EFL_Vision #Radical_Middle #2017

EFL Fellowship: Leading and influencing in times of uncertainty

2016 was a year of change and new realities. 2016 was a year of change and new realities. It ended with national and international developments that will impact Alberta’s energy system for years to come. These include uncertainty looming around the US elections, the continued Alberta recession, the ramifications of pipeline approvals, and the new regulations addressing climate change. Such complex and difficult topics likely made for some contentious Christmas dinner conversation starters in...

On December 5, 2016, approximately 170 people braved the cold to talk about the future of energy in Alberta at the University of Calgary’s downtown campus. Dr. David Layzell, Energy Futures Lab (EFL) Steering Committee Member and Director of the Canadian Energy Systems Analysis Research (CESAR) project, argued that energy system transition is the “grand challenge for our society.” The EFL design team worked with Dr. David Layzell and his research group to help identify big challenges and opportunities for energy transition in Alberta. He indicated three components of our energy system that we can leverage for transition: the technologies we use to deliver energy services; the fuel we use; and our behaviour. Not coincidentally, these three leverage points map to the EFL Innovation Pathways and portfolio of initiatives. The EFL design team worked with Dr. David Layzell and his research group, namely Song Sit, Senior Associate and Bastiaan Straatman, Energy Systems Modeller, to help identify big challenges and opportunities for energy transition in Alberta. Student teams then modelled 10 different scenarios for the future of energy in the province. Deploying Distributed Energy One of the EFL pathways is about the Deployment of Distributed Renewables. Led by Fellow Alison Thompson, one of the initiatives in this pathway investigates the renewable power and heat potential from over 400,000 wells in Alberta. Two of the student projects provided more data to complement this initiative. The first group found that power generated from “depleted Steam Assisted Gravity Drainage (SAGD) heat recovery can reduce emissions associated with electricity use in the SAGD sector by up to 28%” [1]. The second group focused on geothermal heating from wells to offset burning of natural gas for home and commercial space heating. Using Red Deer as a sample area, the student group suggests that this form of heating is possible and could be extended to include “geothermal space heating in work camps and warehouses” [2]. Mobility The Mobility pathway is about dramatically reducing energy used for the movement of people and goods. EFL Fellows in this pathway are working on a waste-to-biofuels initiative. A few transportation related projects at the CESAR event also investigated technology, fuel and behaviour as leverage points for energy transition. One group investigated the conversion of biomass residues from agriculture and forestry to Dimethyl Ether (DME). This could potentially replace a portion of diesel fuel consumed by the freight industry and significantly reduce emissions. The team discovered a potential 11 megatonne per year reduction [3]. Another group took a very different approach, focusing on energy demand and the following question: “What if energy demand characteristics were changed by a new generation?”[4]. The group investigated how Gen Y and Millennials think about housing and transportation i.e. their inclination to share cars and use public transit as well as live in urban centres and choose smaller spaces. How do these behaviours impact energy use? By being a Millennial team, the group had a head start on their research. They found a “potential 8.4 megatonnes of CO2 equivalent reduction associated with higher density living” [4], which could be a significant contribution to Alberta’s emissions reduction target. Next Steps The EFL plans to continue working with Dr. Layzell, his team at CESAR and students in future years. The data from student research is already helping the EFL teams focus their efforts and uncover new opportunities. [1] Heat Recovery From Depleted SAGD Reservoirs To Generate Green Electricity. S. Amin, K. Bexte, T. Pickett, E. Waldson, T. Zhao. University of Calgary, 2016. [2] Geothermal Potential in Alberta: Direct Heat from Oil and Gas. S. Clarke, L. Bassett, R. Shcarein, A. Vo, N. Loucks. University of Calgary, 2016. [3] Fuel from Biomass Residues. J. Fedrau, L. Beaton, M. Tashnil, N. Delorme, U. Kamran. University of Calgary, 2016. [4] What If Millenials Transformed Energy Demand? Effects of High Density Community Lifestyles on GHG Emissions. A. Zalazar, J. Le, R. Branchaud, N. Fergus, M. Bello. University of Calgary, 2016. #Clean_Technologies #Electricity #Regional_Pathways #Scenarios_for_Albertas_Energy_Future #Geothermal_From_Oil_Wells #2017 #Bio_Fuel #15_Minute_Cities

EFL & U of C’s CESAR: Scenarios for Alberta’s Energy Future

On December 5, 2016, approximately 170 people braved the cold to talk about the future of energy in Alberta at the University of Calgary’s downtown campus. Dr. David Layzell, Energy Futures Lab (EFL) Steering Committee Member and Director of the Canadian Energy Systems Analysis Research (CESAR) project, argued that energy system transition is the “grand challenge for our society.” The EFL design team worked with Dr. David Layzell and his research group to help identify big challenges and...

No one ever said the transition to a new energy economy would be easy. From the very beginning, The Natural Step Canada (TNSC) was under a great deal of pressure to describe the impacts and outcomes of the Energy Futures Lab (EFL). We resisted prescribing a solution. Our Fellowship – more diverse than we could have hoped – has created a shared vision and innovation pathways, generated new ideas, and brought existing initiatives into the lab to amplify and scale. Describing any specific outcome in such a polarized environment could attract those invested in the result and push away the disinterested. Building an EFL Fellowship of diverse opinions and perspectives was critical to designing a fit for the future energy system. Fast forward to a year later and I could not be more pleased to share the incredible initiatives emerging from our our lab. Our Fellowship – more diverse than we could have hoped – has created a shared vision and innovation pathways, generated new ideas, and brought existing initiatives into the lab to amplify and scale. Leveraging our strengths and our past to transition to the future The Fellows agree that prosperity does not lie on the same path that has brought us to where we are today. Nor can we abandon the resources and assets that built Alberta. Our challenge is to leverage our strengths, foster innovation and build the energy system that the future requires of us. Here are three initiatives developed by the EFL Fellows that exemplify this philosophy: Geothermal from oil wells – Alison Thompson is working with other Fellows and partners on a prototype that is the first of its kind in Alberta and promises a huge upside to over 400,000+ oil wells in the province. The Leduc #1 Living Energy project will convert an old well (previously used for water re-injection from producing hydrocarbon wells) into a geothermal heat source to keep a large greenhouse warm and productive all year around. The Leduc site is synonymous with Alberta’s oil boom and was deliberately chosen for its cultural significance. More initiatives like this will make great use of the engineering and geological know-how for which Alberta is famous by reinvigorating abandoned wells that no longer generate economic value. Pumped hydro energy storage – EFL Fellow Kipp Horton is leading a project with partners that will utilize an abandoned coal mine to establish an innovative energy storage system. As Alberta seeks to achieve a target of 30 percent of its electricity from renewables by 2030, more solutions like this will be needed. This project will enable more intermittent renewable energy generation by providing storage during times of low demand and output during times of high demand. Workers’ Climate Plan – There is no greater asset in Alberta than the province’s workforce. Lliam Hildebrand is working with other EFL Fellows and partners of his own organization IRON+EARTH to build a movement among Alberta’s workers for energy transition. There is enormous short and long term value in retooling and repositioning a workforce challenged by today’s economic conditions to lead in a more diversified energy economy. Engaging hearts and imaginations and contributing to reconciliation The Fellows understand the vital importance of culture and public engagement in building support for energy transition in Alberta. They are also committed to contribute to reconciliation between Alberta’s Indigenous and non-Indigenous peoples. Two more EFL initiatives aim at advancing these imperatives: Indigenous Renewable Energy Circle – EFL Fellows are partnering with Urban Matters and others to explore how best to contribute to Indigenous communities’ leadership in alternative energy development – all within a culturally and spiritually appropriate frame. As a first phase, the Fellows have identified the need to support an Indigenous leadership network to share best practices across communities. A series of learning journeys will commence in autumn 2016 with a visit to Treaty 7’s net zero TRTL house in conjunction with invitations to establish a province-wide Elder’s circle. Community leaders and elders from this event would then join additional community learning journeys including the Louis Bull First Nation Solar Initiative, Lubicon Cree Piitapan Solar Project, and Pikani First Nation solar pilot project, among others. All of this will assist growing awareness and capacity in support of the Government of Alberta’s newly-announced Indigenous renewables program. The intention is to provide a platform for a strong cohort of Indigenous leaders with the relationships and connections to assist communities to accelerate successes, overcome challenges, support social entrepreneurship, and attract key investment for their energy transition initiatives. Energy transition support materials for Alberta communities – A group of EFL Fellows is working on a set of materials and tools to help municipal governments and economic development agencies across Alberta develop a clearer understanding of the emerging energy transition and how their communities can get more involved. Learning from Alberta’s history of innovation Innovation has long been part of the Alberta story. There are enormous opportunities to be realized by refocusing our innovation system on the new challenges associated with Alberta’s continued prosperity in a low-carbon global economy. Here are two EFL initiatives that seek to seize those opportunities: AOSTRA 2.0 – A group of EFL Fellows and other partners are developing a prototype based on the Alberta Oil Sands Technology and Research Authority (AOSTRA). This was a successful Alberta Crown Corporation established in 1974 to promote the development and use of new technology for oil sands and heavy-oil production. The original AOSTRA pioneered many of the technologies used within in-situ oil sands projects through a partnership between the Alberta government, federal government and industry. The AOSTRA 2.0 working group seeks to replicate the success of AOSTRA by establishing partnerships to enable and scale transformational technologies. The goal is to make oil sands oil globally carbon (and cost) competitive so that it can continue to be a source of economic prosperity in Canada. Supporting Alberta’s carbon utilization innovators – Our province needs to not only reduce emissions in energy production, but also find new ways to turn carbon dioxide from waste into useful materials. Two EFL Fellows: Apoorv Sinha and David Lynch are working on projects that address this challenge and have received support from the Climate Change and Emissions Management Corporation (CCEMC) for this work. This is a whole new innovation opportunity with global implications, ripe for Alberta leadership, as exemplified by the COSIA Carbon X Prize. A group of EFL Fellows are developing ideas for how to support Alberta entrepreneurs keen to work in this blossoming innovation field. This week in Calgary, Fellows will bring these projects and other ideas to their peers and to a broader circle of stakeholders. The most exciting part is that these initiatives are really just the beginning. In addition to establishing a major platform for game-changing innovation, the EFL has convened a network of influential leaders who are increasingly invited for consultation on Alberta and Canada’s energy future. The stage is also set for a major public engagement effort, building out from the diverse perspectives and collective voice of the EFL Fellowship. Upon reflection, it was wise not to prescribe specific outcomes. These emerging ideas exceed all of our expectations, and they are only the beginning. #Culture_Shift #EFL_Vision #Fellowship #Future_Economy #Clean_Technologies  #Regional_Pathways #Electricity #2016 #Geothermal_From_Oil_Wells #Energy_Storage_Pumped_Hydro #Workers_Climate_Plan #Pumped_Hydro #Indigenous_Renewable_Energy_Circle #Energy_Transition_Support_Materials_for_Alberta_Communities #Supporting_Albertas_Carbon_Utilization_Innovators #Workforce_Readiness #Advanced_Materials #Batteries #Geothermal_Energy #CCUS #Indigenous_Knowledge_Insight_and_Leadership #AOSTRA_2_for_Future_Fit_Hydrocarbons #Louis_Bull_Renewable_Schools_Pilot

An Emerging Portfolio of EFL Initiatives

No one ever said the transition to a new energy economy would be easy. From the very beginning, The Natural Step Canada (TNSC) was under a great deal of pressure to describe the impacts and outcomes of the Energy Futures Lab (EFL). We resisted prescribing a solution. Our Fellowship – more diverse than we could have hoped – has created a shared vision and innovation pathways, generated new ideas, and brought existing initiatives into the lab to amplify and scale. Describing any specific...

Navigating the interconnected web of issues surrounding energy, climate change and sustainable development is a complex task. Over the past year and a half, the Energy Futures Lab (EFL) has developed a platform for constructive dialogue and game-changing innovation. Through this process, we have identified five essential leadership capacities to succeed in this space. This November, join other leaders and innovators in the inaugural three-day EFL Leadership Bootcamp to hone these five essential leadership capacities for shaping the energy transition! Systems Sensing – Develop new skills to map the complex parts and connections in the energy system, identify areas of need and promising solutions that enable transition. Backcasting – Begin with the end in mind, develop smart strategies to arrive in a future you want to create, rather than trying to project the past into the future. See EFL Director Chad Park’s recent TEDx talk for more on this. Self-Awareness – It can be difficult to even recognize, let alone look past, our own strongly held worldviews. But reflecting on the stories that have brought us to where we can help to clarify our individual role within the system. It also creates space for exploring and challenging personal and collective assumptions and narratives. Stakeholder Empathy – Deepening one’s understanding of others and their perspectives can unlock more thoughtful and informed relationships and solutions. EFL’s role playing simulation game, Energy Futures Lab: the Newtonian Shift, enables participants to gain new insight into the various stakeholders involved in the energy transition, and their unique challenges, priorities and needs. Collaboration – While it is widely recognized as necessary for creating the future we need, collaboration is rarely done well. Learn and practice active listening, constructive dialogue, embracing complexity, and participatory prototyping. This November, join other leaders and innovators in the inaugural three-day EFL Leadership Bootcamp to hone these five essential leadership capacities for shaping the energy transition! In addition to developing and practicing these five capacities, participation in the EFL Leadership Bootcamp will provide insight into the latest energy trends and innovations. Bootcamp participants will also be given special consideration for more formal participation in the Energy Futures Lab as Associate Fellows. Stay tuned! The EFL is seeking participation from a broad diversity of sectors, seniority levels, communities, professional and cultural backgrounds. Register here today and recommend the opportunity to others. Are you ready to influence the future? #Culture_Shift #Leadership_Bootcamp #System_Sensing #Radical_Middle #2016

Five Essential Capacities to Influence the Energy Transition: The Energy Futures Lab Leadership Bootcamp

Navigating the interconnected web of issues surrounding energy, climate change and sustainable development is a complex task. Over the past year and a half, the Energy Futures Lab (EFL) has developed a platform for constructive dialogue and game-changing innovation. Through this process, we have identified five essential leadership capacities to succeed in this space. This November, join other leaders and innovators in the inaugural three-day EFL Leadership Bootcamp to hone these five...

Leaders from government, business, not-for-profit, academia and indigenous communities will gather in Calgary for a special two-day event on October 19 and 20. Their objective: to share proposed solutions for solving Alberta’s most complex and pressing energy challenges. This October event is an opportunity for the EFL to make its network of ideas even more inclusive and tested with as many diverse perspectives as possible before scaling up and communicating broadly through a public engagement program. This event follows a year and a half long process of social innovation in which many of these leaders collaborated and prototyped their way toward creative energy-related solutions. The Energy Futures Lab (EFL) Fellows will also be present, sharing solutions to drive systemic change for the benefit of society at large. On October 19, participants, guests and dignitaries will hear about emerging energy solutions during an evening reception co-hosted by the Calgary Chamber, Calgary Economic Development and the Canada West Foundation. The following day, a more intimate gathering will take place for Fellows to share what is required to take their initiatives to the next level and seek expertise and feedback from invited guests. Most importantly, this October event is an opportunity for the EFL to make its network of ideas even more inclusive and tested with as many diverse perspectives as possible before scaling up and communicating broadly through a public engagement program. The EFL team is excited about reaching this point because all along, it viewed the process less like a coconut and more like a peach. In other words, unlike a process that is rich on the inside but impenetrable from the outside, the EFL was established to have a strong core but also be porous, sweet and digestible on the outside. Here’s hoping you will bite and participate in the EFL’s upcoming event. #Future_Economy #Culture_Shift #Regional_Pathways #Clean_Technologies #2016

Doors Open for Energy Futures Lab Event this Week

Leaders from government, business, not-for-profit, academia and indigenous communities will gather in Calgary for a special two-day event on October 19 and 20. Their objective: to share proposed solutions for solving Alberta’s most complex and pressing energy challenges. This October event is an opportunity for the EFL to make its network of ideas even more inclusive and tested with as many diverse perspectives as possible before scaling up and communicating broadly through a public...

Earlier this fall Alberta’s Economic Development and Trade Minister Deron Bilous appointed Gord Lambert to chair a Climate Technology Task Force, which will engage stakeholders and advise the government on a framework for climate change innovation and technology. In addition to supporting research and development and investing in new technology ventures, let’s also create opportunities for the scores of innovators and influencers in Alberta to interact with one another in unpredictable ways… Gord has been a key advisor to the Energy Futures Lab (EFL) since its inception. Recently, he shared his tips and ideas on innovation with the EFL Fellows. An interview with Gord summarizing those ideas and his advice for the EFL appears here. Gord is one of three members of the Province’s five-person panel who are part of the EFL community. The others are EFL Advisory Council member Suzanne West (whose EFL interview appears here) and EFL Steering Committee member Sara Hastings-Simon. Here are my top six suggestions for the Task Force, drawing on the experience and insights of the Energy Futures Lab so far: Don’t forget social innovation. The development and deployment of new technologies is certainly critical for Alberta to achieve its climate leadership goals and position itself for sustainable prosperity in a lower-carbon, global economy. That said, it’s important that we not overlook the important role of culture in creating or inhibiting our ability to innovate and to adopt new technologies. Not to mention our capacity to sustain a public commitment to a policy direction in favour of climate leadership. Creating a conducive environment for climate-related social innovation should be part of the suite of recommendations alongside advice on technological innovation. In addition to supporting research and development and investing in new technology ventures, let’s also create opportunities for the scores of innovators and influencers in Alberta to interact with one another in unpredictable ways, where the outcomes are not pre-determined. Let’s make sure this effort goes out of its way to bring “strange bedfellows” together — technology innovators with artists, environmental activists with community leaders, oil and gas executives with students, clean technology pioneers with First Nations leaders. Focus on the big challenges. Let’s accept that we don’t know the answers yet to some of our biggest challenges and make those the focus of our innovation agenda. For example, we don’t yet know how to dramatically lower the carbon intensity of oilsands production or how to transform carbon dioxide into carbon-based materials instead of releasing it to the atmosphere. But we know we’ll need to do so if our vast hydrocarbon resources are going to continue to be a source of prosperity in the low-carbon global economy that the world wants to build. Not quite having the answers yet to grand challenges like these creates an enormous opening for innovation. Leverage our strengths. Alberta’s greatest future opportunities surely arise from our current and past strengths and assets: our industrial and engineering prowess; our natural assets like our vast sun, wind, geothermal, agricultural and biological resources; our knowledge of the hydrocarbon value chain; our institutions of higher education and educated workforce. Let’s not get so enticed by the shiny and new that we fail to capitalize on the tried and true. Begin with the end in mind. Innovation should not be an end in itself; rather a means to an end. For the wide range of actors and resources involved in our innovation ecosystem throughout the province to be aligned and co-ordinated in a way that gets the best bang for our buck, we need to be working toward a clear vision and common set of goals. In setting that long-term vision, let’s heed the wisdom in Al Etmanski’s piece called Goosebumps Never Lie. To truly rally the province behind ambitious goals focused on our biggest challenges will require a vision that is compelling and inspiring – not just rational and measurable. We can backcast from a compelling vision and then also from a desired portfolio of investments to enable the province to realize that vision. Take risks to create the future. It will surely be tempting to make the majority of our innovation investments in technology to enhance our competitiveness in the near-term horizon, especially because of the reality of today’s economic problems. But let’s not lose sight of the fact that markets are changing dramatically due to forces well beyond our borders. If the past couple years have shown us anything, it’s that the rules of the game can change quickly. If we’re only playing for today’s game, we might miss our greatest opportunities. So, let’s not just determine our investment priorities by forecasting current trends. Let’s also choose a future that we want to see, and make some investments in trying to create that future. This probably means betting on some long-shots with tremendous upside. I view carbon utilization (i.e. technology to turn carbon dioxide into useful materials) as a prime example of this and something that should be a big innovation priority for the province. Generate new narratives. Narratives matter. The stories we tell ourselves about energy and the environment in Alberta are arguably our greatest barrier to innovation. We need to step beyond the polarized and polarizing narratives that in recent years have kept us stuck in camps. Climate innovation is not about good guys and bad guys, dirty versus clean industries, people who support oil and gas and people who do not. Building a resilient economy for a low-carbon future will require the resources and capabilities of Albertans from all sectors of society. Clean tech is not a niche sector, but an approach that can be applied across all sectors. Let’s use our public investments in innovation and technology to consciously begin to tell new stories and shape new narratives that help overcome the polarization that dominates public discourse on climate change. #Future_Economy #Culture_Shift #2016 #Backcasting #EFL_Vision

Chad Park: Six Suggestions for Alberta’s Climate Technology Task Force

Earlier this fall Alberta’s Economic Development and Trade Minister Deron Bilous appointed Gord Lambert to chair a Climate Technology Task Force, which will engage stakeholders and advise the government on a framework for climate change innovation and technology. In addition to supporting research and development and investing in new technology ventures, let’s also create opportunities for the scores of innovators and influencers in Alberta to interact with one another in unpredictable ways…...

Building systems that are fit for the future means beginning with the end in mind and working together with unlikely allies. Our greatest challenges can only be addressed if we learn to do so. Chad Park lays out an approach that aligns diverse perspectives towards a shared understanding of what the future requires: backcasting from sustainability principles. He also introduces the groundbreaking initiative that is putting these ideas to the test: the Energy Futures Lab. Chad Park is Chief Innovation Officer of The Natural Step Canada and director of the Energy Futures Lab. The Alberta-based Energy Futures Lab is a multi-interest collaboration, bringing leaders together to identify, test, and scale initiatives that tackle climate change, energy security, and sustainable development. Chad has advised dozens of businesses and communities in Canada and internationally, including the Co-operators, Nike, Rio Tinto Alcan, and the Alberta Urban Municipalities Association. In 2012, he received the Clean 50 award, recognizing fifty individuals in Canada who have advanced the cause of sustainability and clean capitalism. #Culture_Shift #EFL_Platform #2016 #Backcasting #Framework_for_Strategic_Sustainable_Development

Chad Park on Finding our Future, Together at TEDxYYC

Building systems that are fit for the future means beginning with the end in mind and working together with unlikely allies. Our greatest challenges can only be addressed if we learn to do so. Chad Park lays out an approach that aligns diverse perspectives towards a shared understanding of what the future requires: backcasting from sustainability principles. He also introduces the groundbreaking initiative that is putting these ideas to the test: the Energy Futures Lab. Chad Park is Chief...

You need to critically test for whether the pace and scale at which work is getting done is appropriate to the challenges that you’re trying to take on. Nowadays, it’s a key success factor: can you accelerate progress? On issues like climate change, we have to accelerate progress tremendously. – Gord Lambert Pong: You talk about the importance of setting up aspirational goals to help drive innovation. Do you feel that the EFL Vision and Innovation Pathways are aspirational enough to spark bold innovative thinking? Gord: The process of how you define aspirational goals is almost just as important as the goals themselves. One way to describe the process is that you want creative tension. It needs to make you uncomfortable enough that it engages your creativity, and that you start to get people energized by the challenge of it. But if it’s a bridge too far, if it’s just not plausible, or not even realistic, then you get emotional tension. Pong: The 11 innovation pathways of the Energy Futures Lab are articulated to allow Alberta to thrive in a low carbon future. Looking at those 11 pathways, do you feel that we’re placing enough efforts on the different quadrants of the two-by-two matrix (see diagram below) Are we innovating sufficiently in those different areas in the context of energy transition? A Model for Analyzing Strategic Intent Gord: I’m assuming that in each pathway has very specific action items, or initiatives, or projects. It’s that level of detail that allows you to do a portfolio analysis. You take every element of resource allocation and action within the 11 areas, and map them into those quadrants. When I use the term action, or project, or initiative, it’s the unit of work that’s going to require resources to be allocated towards it. What you’re doing in mapping them against those quadrants is you’re testing relative resource allocation, both at an individual initiative scale, action scale, but also an aggregate. The sum total of all the actions against all the 11 pathways show us having a big cluster in one quadrant over another. That type of size-up is useful. Probably the quick wins area might be one that could be a little skinny. I use the term quick wins for those below the line in the bottom two quadrants. It’s things that you could chalk up as success stories. Pong: Yeah, right away. Gord: Right away to get momentum, get enthusiasm, and get folks to see that progress is possible. On energy transition, it’s a huge dilemma as to how you balance that long term and the short term. It’s a long term journey by its nature. Performance goals are a good way to architect in some progress or some quick wins. Milestones, that term in and of itself, can be very useful in innovation projects. Pong: That’s interesting. One of the things that we haven’t focussed on in our working groups are, as you said, milestones, and relatively near-term performance targets. Gord: Yeah, it’s very powerful. You want to create urgency to succeed, but it’s also, in the innovation world, it’s quick to fail as well. The creation of milestones works both ways. You don’t want to be putting lots of effort towards an idea that just isn’t getting lift off. It’s just you’ve got to chalk it up as a learning and move on. Pong: The next question is also about the two-by-two matrix (see diagram above). It’s about helping people think in the above two quadrants, in addition to the bottom two. The question is, what advice do you have for the EFL Fellows to help focus more time and energy on the top two quadrants, in particular in economically challenging times? Gord: Great question. It’s almost like a Maslow’s hierarchy of needs – states where your near term survival, food and shelter, is chart one, and then how do you imagine aspiring to go beyond that at $40 a barrel, or electricity prices that are two cents a kilowatt hour. It is very challenging. I think but on the flip side you have the burning platform to innovate dramatically and in absolutely new ways. A question on strategy often is, “Do you do the same things that you’ve always done but do them incrementally better, or do the same things the same way with more enthusiasm?” That is the hunker down philosophy. Or, do you have to create a new game. That latter question automatically puts you into the top two quadrants. The other word I’ll introduce that helps take conversations above the line, is the notion of resilience. It’s whether change represents risk to you or opportunity. In reality, resilience is the order of the day. You need more choices, you need more options often. You need more ideas. Introducing the notion of resilience to capture both those upper two quadrants is a powerful word. Pong: As many of our Fellows are also changemakers in their organizations, what advice do you have for Fellows to introduce the two-by-two matrix to their own organizations to spark these strategic conversations? Where would they start? How would they go about that? Gord: By bringing it into a conversational model, and just using it, the power of it’s going to become self evident. I can guarantee that with a little bit of use, especially in circumstances where there’s tough conversations, or conversations where there’s lack of alignment, that the use of that two-by-two will bring structure to that conversation that adds value hugely. Pong: The next question is shifting gears a little bit to the peloton metaphor. What advice do you have for the EFL Fellows to help develop a collaborative peloton mindset in themselves and their organizations, rather than a solely competitive mindset? Gord: You want models where you can easily create coalitions of the willing. You guys are doing this within the Lab. To make the peloton metaphor work, you have to have this concept of equitable contribution that’s understood as a condition of engagement. Pong: Anything more in terms of setting up a collaborative peloton mindset or design? Gord: Just to emphasize the notion of acceleration is important. You need to critically test for whether the pace and scale at which work is getting done is appropriate to the challenges that you’re trying to take on. Nowadays, it’s a key success factor: can you accelerate progress? On issues like climate change, we have to accelerate progress tremendously. Pong: What other advice do you have for the Energy Futures Lab and the Fellowship to enable collaboration towards a low carbon future? Gord: I think you guys are doing a lot of the right things, so I can’t point something out that says this is a big miss. I want to emphasize, that clarity of outcomes, either in landing that in the form of goals, milestones, or vision statements, is what causes alignment of effort to occur. People get activity based. They’re busy, lots of things going on, but it’s superficial. It’s cooperation not collaboration, because they’ve never really defined what is success for themselves. Pong: Great. Thank you Gord. We really appreciate your time and your mentorship on our Energy Futures Lab Advisory Committee. Gord: Onwards. You guys are doing important work. Gord Lambert retired from Suncor Energy on January 1, 2015. He is currently the Suncor Sustainability Executive in Residence at the Ivey School of Business, and has established GRL Collaboration for Sustainability as a consulting practice. He is a frequent speaker on energy, the environment and innovation and recently was a speaker on Innovation and Collaboration at the World Economic Forum in Tianjin China. #Culture_Shift #Fellowship #EFL_Platform #2016

An Interview with Gordon Lambert, EFL Advisory Board Member

You need to critically test for whether the pace and scale at which work is getting done is appropriate to the challenges that you’re trying to take on. Nowadays, it’s a key success factor: can you accelerate progress? On issues like climate change, we have to accelerate progress tremendously. – Gord Lambert Pong : You talk about the importance of setting up aspirational goals to help drive innovation. Do you feel that the EFL Vision and Innovation Pathways are aspirational enough to spark...

The term “Brain Trust” was coined in the 1930s by a New York Times reporter to describe a group of advisors who provided advice to Franklin D. Roosevelt during his presidential campaign. Today, the term is used more broadly to describe a prized group of advisors who hold expertise in their particular fields. Under that definition it is easy to see that the Energy Futures Lab is indeed one of our province’s greatest brain trusts. The FSDS is the government’s plan and vision for a more sustainable Canada. It outlines how 37 federal government departments and agencies are working to create a sustainable economy and protect the environment for the next three years. The EFL brings over 40 fellows together to reimagine the future of Alberta’s energy system.  These fellows come from all parts of the energy industry – entrepreneurs developing new technologies, managers from the province’s biggest oil and gas companies, government employees, ENGO representatives, First Nations leaders; the list could go on and on.  Each of these individuals brings their own unique lens to addressing our challenges and capitalizing our opportunities. And that’s why I decided to enlist the EFL brain trust in helping me to advise Canada’s Environment Minister on our nation’s Federal Sustainable Development Strategy (FSDS). What is the FSDS? This Spring I was approached by Environment Canada to join their Advisory Committee for the FSDS and represent Alberta in the effort.  To give you some context, the Federal Sustainable Development Act was adopted in 2008 and set out a requirement “to require the development and implementation of a Federal Sustainable Development Strategy and the development of goals and targets with respect to sustainable development in Canada.” The FSDS is the government’s plan and vision for a more sustainable Canada. It outlines how 37 federal government departments and agencies are working to create a sustainable economy and protect the environment for the next three years. It also outlines the Government of Canada’s environmental sustainability contributions to the 2030 Agenda, a set of global sustainable development goals. How was the EFL engaged? When I started thinking about how to compile my feedback on the strategy, the first thing I decided was that I wanted to be representative and inclusive of diverse viewpoints.  Given that I am representing Alberta, it did not seem sufficient to simply submit simply my own recommendations.  The EFL was the perfect group to approach to ensure that I had the views of people who look at the system in different ways. The fellows reside all over Alberta so we chose to engage virtually.  I sent the strategy around to the fellowship and the government provided an online webinar explaining the strategy to the fellows.  Many individuals provided their feedback to me as well as directly to the public submission portal to ensure it was properly documented and recorded.  I also took the feedback and augmented my own recommendations to ensure they represented a more broad view. What was the outcome? The fellows helped me to think more deeply about how sustainable development is framed in Canada, how to meaningfully engage labour force, and how to balance the three pillars of sustainable development – social, economic, and environmental.  Their advice was incredibly helpful and many of the points they raised are items I will raise directly with Minister McKenna later this month when the Advisory Council meets with her directly. For those of you who are interested, you can read my full submission here. This is just one example of how the EFL’s collective knowledge can be mobilized to influence the future of our economic, environmental and social systems in Canada.  With technology making diverse viewpoints more accessible, it is my hope that the idea of tapping into brain trusts will become more prevalent in policy and strategy building.  #Culture_Shift #Fellowship #2016 #Federal_Sustainable_Development_Strategy

Kali Taylor: Activating the Energy Futures Lab “Brain Trust”

The term “Brain Trust” was coined in the 1930s by a New York Times reporter to describe a group of advisors who provided advice to Franklin D. Roosevelt during his presidential campaign. Today, the term is used more broadly to describe a prized group of advisors who hold expertise in their particular fields. Under that definition it is easy to see that the Energy Futures Lab is indeed one of our province’s greatest brain trusts. The FSDS is the government’s plan and vision for a more...

The Energy Futures Lab is all about the energy system. In fact, the idea is built right into our convening question “How can Alberta’s leadership position in today’s energy system serve as a platform for transitioning to the energy system the future needs?” But what do we really mean by the energy system? It is important to keep in mind the great quote from George E.P. Box “All models are wrong but some are useful”. Is the energy system all about oil and gas? What about electricity production? Does it include renewables? Transportation? Agriculture? Are we talking about Alberta alone? Or in a Canadian context? What about exports to the US and overseas? And what about how people actually use energy? These are all parts of the energy system which makes creating a single picture quite a challenge. To try and address this challenge, we thought about those old anatomy books that used transparency layers to show different parts of the body. What would it look like to have multiple layers of the energy system? http://www.glocktalk.com/attachments/image-jpg.240989/ I took this idea and started my research looking at energy maps and models from the International Energy Association, Student Energy, CESAR, and others to create a first draft map. After garnering a LOT of feedback from the Fellows who live, work and breathe the energy system, a sub-group of fellows – Nathan Maycher, Binnu Jeyakumar, Matt Beck & Michael Benson – met with me over a couple of months to refine the model and present the revised version for the  Fellowship’s approval. It is important to keep in mind the great quote from George E.P. Box – “All models are wrong but some are useful”. What he was getting at is that all models are simplifications with trade-offs between completeness and understandability. The draft map and layers we have agreed on  are simplified versions of reality but have enough fidelity that we can start to see patterns and map our activities (such as prototypes and Innovation Pathways) to the model. So what did we end up with? First, we have a Base Layer. This takes a value chain approach with raw materials at the left and energy use at the right. There are two rows – the first representing the hydrocarbon part of the system, the second thermal (heat) and electricity generation. One of the first things to notice is that the real system is not this organized! Hydrocarbons are used for electricity production, biofuels can be used for transportation, heat can come from natural gas, electricity or geothermal. But mapping the system this way lets us start to zero in on where we want to make impact and be more precise about our descriptions. Working draft Next, we looked at the economic drivers of the energy system. First and foremost is the import and export of energy – one of the driving forces of Alberta’s and Canada’s economy. Those imports and exports, and the development of Alberta’s energy system in general are impacted by factors outside the province like the level of demand for energy from China, actions by OPEC and other producers that affect the price of oil, labour costs and incentives for low carbon production. Working draft In addition to economics, there are obvious environmental connections for the Alberta energy system. Here we used the Natural Step’s four system conditions of a sustainable society which includes looking at what we are extracting from the lithosphere (the Earth’s crust) and what we are putting back into the biosphere. Communities are right in the middle as they both benefit from and are exposed to the risks of energy production in the province. Working draft Next up is looking at the energy system through the Multi-Level Perspective on systems transition. All of the work we do is within a broad socio-cultural landscape that includes narratives like “Canada is an energy superpower” and political events like changing governments. Within the regime  are the “rules of the game” in the form of regulations, legislation, policy and organizations such as the Alberta Energy Regulator, building codes, renewables policy and our existing energy infrastructure. At the niche level, Albertans are innovating in many ways – in cleaner oilsands production, in renewable  technology, in energy storage and in policy. Finally, we have stakeholders. This includes industry, landowners, towns and cities, Indigenous communities and the public at large. All of these groups are impacted by the energy system in one way or another and all have opinions and views that must be taken into account as we look at energy transition. In addition, energy demand from the public is a huge driver of the energy system in general and we have to account for the fact that no one really wants “energy”. What people want is to heat and light their homes, move their vehicles, cook their dinners, charge their phones and wash their clothes. Whew! That’s a lot – and I’m sure we are missing some layers. We would love to hear from you about areas we could add. Or if you have seen other great examples of mapping the energy system. In a future blog post, we will show you how we are using these maps to look at our prototypes and innovation pathways. This helps us answer questions such as: where might we have gaps in our approach? Where are there partners who are already doing this work? What are the levers we can pull that would give us the biggest impact? More soon! #Culture_Shift #Fellowship #2016

Steve Williams: Visualizing the Energy System

The Energy Futures Lab is all about the energy system. In fact, the idea is built right into our convening question “How can Alberta’s leadership position in today’s energy system serve as a platform for transitioning to the energy system the future needs?” But what do we really mean by the energy system? It is important to keep in mind the great quote from George E.P. Box “All models are wrong but some are useful”. Is the energy system all about oil and gas? What about electricity...

Accelerating the transition to a sustainable energy system is a pretty big goal. Let’s face it, if we could meet this challenge with a step-by-step approach, we would have solved it by now. How do we keep track? How can we make sure that we are delivering value to the Fellows and contributing to systems change? How do we know when we getting to the “breakthrough results” we are looking for? But we know these change processes  are highly complex and very difficult to predict in advance. In addition, the EFL has many moving parts – Fellows, workshops, prototypes, public events, partnerships with businesses and governments and all of the activities the Fellows are doing in their day jobs. How do we keep track? How can we make sure that we are delivering value to the Fellows and contributing to systems change? How do we know when we getting to the “breakthrough results” we are looking for? From the beginning, we made a serious commitment to evaluation, specifically Developmental Evaluation (DE). In contrast to summative or formative evaluation, developmental evaluation is used to track changes in a project in response to events on the ground. It is also designed to help people running the project to adjust and pivot on the fly rather than waiting for a couple of years to get feedback that something is not working well. Mark Cabaj has been leading the evaluation work for the EFL and I have been collaborating with him from a research lens. We have been collecting data at a number of levels. First, we have detailed feedback after each workshop that help surface issues to address and areas we can explore further in future workshops. We have also conducted in-depth interviews with each of the Fellows before the Lab started and again in April. Figure 1: From “A Developmental Evaluation Primer” We ask questions about what changes are happening with Fellows as individuals, in their prototype, working teams, their organizations and their social/professional networks. We uncover  barriers to, and opportunities for, transition and where Fellows are seeing signs of transition in the energy system. These techniques give great value for both theory and practice. From a practical side, the results of the feedback and interviews leads directly into the EFL design. These DE process are providing the Design Team with the information they need to be highly responsive and ensure Fellows are receiving the support they need to tackle the challenges inherent in their prototype and working groups. From a theory side, my PhD research is on the societal effect of processes like the EFL – what effect do they have on policy, regulation, organizations, narratives of energy in Alberta, attitudes and behaviour changes? These are big questions and we are still early in the process. So what did we find? First, leading up to the last workshop in Kananaskis we found a set of tensions. As you may expect from such a diverse set of Fellows, there was a variety of feedback. Some Fellows felt we were spending too much time on process while others valued the learning about new forms of facilitation and feedback. Some felt the prototype teams were not making progress, others were very enthusiastic about their work. What was common across the feedback was a set of 3 pivots. Fellows signalled that they were now prepared to begin: Transitioning from one-off prototypes to working groups with a portfolio of initiatives to build together Advancing the learnings from the organizational engagement pilot with Suncor to create more structured engagements and tools to share the EFL experience with more people and organizations Shifting from Fellows working inside the EFL to the EFL having a public voice Anticipating the significant steps forward, we designed the latest workshop to include more time to think bigger about how EFL Fellows are going to work with partners outside the Lab. In preparation, the Fellows developed the Vision and Innovation Pathways document to share across Alberta, and began to self-organize into working groups based on the Innovation Pathways. More to come soon on the Innovation Pathways! What’s next? We are continuing to track progress of the prototype and Innovation Pathways groups and will be interviewing Fellows again in the Fall of 2016 and twice more in 2017 to see what changes are happening. We will also be digging deeper into tracking how the EFL is creating impact through evaluation methods such as Bellwether interviews, process tracking and media scans as part of my thesis research. A big part of our research goals is to continue to bridge the gap between practitioners and academics. People doing this work on the ground struggle to integrate often abstract theoretical research while researchers often miss the amazing work that is happening in real-world projects. The EFL is bridging this gap and using research to both inform the design of the EFL and to share our learnings with Labs practitioners in Alberta, across Canada and around the world. I’ll be coming back every few months to give an update on our evaluation strategy so stay tuned. #Culture_Shift #Fellowship #2016 #EFL_Platform #Developmental_Evaluation

Tensions and Pivots: Evaluating the Energy Futures Lab

Accelerating the transition to a sustainable energy system is a pretty big goal. Let’s face it, if we could meet this challenge with a step-by-step approach, we would have solved it by now. How do we keep track? How can we make sure that we are delivering value to the Fellows and contributing to systems change? How do we know when we getting to the “breakthrough results” we are looking for? But we know these change processes are highly complex and very difficult to predict in advance. In...

If the energy transition is a journey, what are the paths to get there? Our future isn’t in a single resource based economy or a silver bullet solution. Instead, it’s a series of paths leading to the same destination, paved by diverse talents and opportunities. But we need to quickly recognize the tools and resources we have, and looking at the trailblazers in cleantech is a good place to start. To better understand the potential for cleantech in Canada, Rudayna Bahubeshi sat down with EFL Fellows Kipp Horton, President and CEO of WindRiver Power and  Meera Nathwani-Crowe, Director at Alberta Clean Technology Industry Alliance, Manager at Canada’s Oil Sands Innovation Alliance, and Environment and Technology Manager of Heavy Oil at Shell. Heck, if we’re going to be doing all this fantastic stuff in the oil sands to eliminate the environmental impact, it’s all just cleantech. Why can’t we re-frame to become a world leader in cleantech? - Meera Nathwani-Crowe Rudayna: Meera, you stated that Canada has an opportunity to be a seller and not just a buyer of cleantech innovation. Where are the greatest opportunities? Meera: In Canada, oil is currently a source of economic benefits. We can think about how we innovate the oil sands to eliminate the environmental footprint, and increase social benefits. Or we can look at how we create completely different business models out of the oil sands. Heck, if we’re going to be doing all this fantastic stuff in the oil sands to eliminate the environmental impact, it’s all just cleantech. Why can’t we re-frame to become a world leader in cleantech? It’s the new business model. Oil sands is not just exporting or producing bitumen. It’s exporting clean technology. Technology for environmental remediation, revegetation, re-establishment, anything. Kipp: It’s such a fascinating topic. It’s one I struggle with 24-7. I have very conflicting views and emotions around it as a small entrepreneurial company. I’m sort of at the bleeding edge of trying to constantly balance attracting appropriately costed capital, gross capital in my business. Clearly, I understand the concept of higher cost of capital versus risk. I’ll be perfectly frank. It’s very frustrating in the North American context to try to find the right combination of economically priced capital, appropriate time horizon, investment horizon, aligning with these types of assets. This is where I feel Canada’s falling behind. American investors are used to investing in this space. They’re able to harness investment tax credits and production tax credits. Which is a very uneven playing field for Canadian companies trying to play in that space. Then, even beyond that a next level up of awareness and investor awareness is the Europeans. I’ve talked to lots of German, UK investment groups lately who totally get the triple bottom line of social, environmental, and financial returns. On top of that they prioritize those first two, which to be frank 99.9% of Canadian investors actually don’t value. They might say they do. Hopefully that’s changing over time, but as of today the broad majority don’t. I feel that Canadian investor companies are going to fall very far behind here. That’s my concern, and that’s why I’m a advocate for trying to bridge that gap by employing things like green bonds to try to somewhat level that playing field. It’s very challenging. I know Meera, you’re in a corporation that has very different stressors, different challenges. Meera: We have the same financing challenges. In fact my challenges are probably more difficult than the average entrepreneur on the street, because you have access to global banks and you have access to the world capital. As long as you have the relationships to phone people up, you have your choice of finances, where I only have one bank. The bank is Shell. The same pressures and the expectations for return on investment are there. It’s a challenge I think for Shell in the energy transition because the rates of return which a company like Shell, and any large oil and gas company expects, are going to be very difficult to generate during the energy transition. As the energy system electrifies, investors in the energy space are going to have to get more accustomed to being content with utility company type of rate of return. Rudayna: What other barriers do you see? Meera: We need to be very intentional about how we attract and develop talent in Canada. For example, Immigration Canada recognizes we have a shortage of chefs in our country, so on immigration applications, chefs receive the highest profession rating possible. I don’t believe Immigration Canada prioritizes people with expertise in innovation and commercialization in the same way. I think Canadians, have a very good track record for coming up with innovative ideas. Where we don’t seem to make it work is in the commercialization. The maturation of the opportunity to full commercial business opportunity. That is something we have a lot of expertise in in Calgary. I think Calgary is a very entrepreneurial, business-minded city. We’re not necessarily the most innovative thinkers. It’s the matter of how do we get this business mindset developed very strongly in Calgary permeating to our other sectors throughout the country, and transferring that knowledge that acumen. Kipp: I really think Calgary is the perfect city, in the Canadian context, to be able to make improvements and move towards a cleantech future. Perhaps we need to say to ourselves: Yes there’s a lot of forward thinking here, but it was developed in an economic climate, and in a business case that perhaps wasn’t sustainable in the longer term. We do need to draw upon the tech start ups of Vancouver or Waterloo. To meld those two together. Is there a barrier? I’m just asking this out loud. Is there a barrier from that Waterloo person thinking, “Calgary is just an oil and gas town? I don’t want to deal with that.” Does that create a hesitancy for us to take that first step together? I don’t know. Maybe it doesn’t. But of course Calgary’s always branded itself as energy related, and it is. We all know that. Does it have to just be energy? Meera: Exactly. We’re missing out on so much opportunity to just think that way. Rudayna: With some of the barriers we’re talking about– whether the maturation of ideas, moving beyond a more comfortable time in economic prosperity, or attitude shifts– what is the how to? How do you think different players can accelerate these mental shifts? Kipp: Something as simple as the Calgary Economic Development reaching out directly to its counterpart in Vancouver, saying, “Hey let’s cut through all the provincial rivalry to do something together.” Of course everything gets tainted by political views and inter-provincial squabbles. That’s the challenge of Canada. All the diversity is phenomenal. It’s great. But when it comes to collaboration across provinces, cities, and communities it sometimes creates a bit of a barrier too. Meera: Yes, I agree. There’s a little bit of a rivalry between Canadian cities. I don’t necessarily think that rivalry promotes collaboration, but I think there’s definitely a role for other organizations to step in that space. I think also, similar to that is what ACTIA is doing with the VC innovation group and the Ontario, and the Quebec innovation counterpart. They’re creating collaboration and building relationships so we can further facilitate knowledge transfer and other things. #Clean_Technologies #Fellowship #Sustainable_Finance #2016

Cleantech Insights with Meera Nathwani-Crowe & Kipp Horton

If the energy transition is a journey, what are the paths to get there? Our future isn’t in a single resource based economy or a silver bullet solution. Instead, it’s a series of paths leading to the same destination, paved by diverse talents and opportunities. But we need to quickly recognize the tools and resources we have, and looking at the trailblazers in cleantech is a good place to start. To better understand the potential for cleantech in Canada, Rudayna Bahubeshi sat down with EFL...

In our current energy transition dialogue, we’re used to separate and fragmented conversations from opposing viewpoints. The conversations generally hold a lot of emotion including apprehension, fear and frustration. There isn’t yet a wealth of examples, outside the Energy Futures Lab, that builds trust across the boundary that pins “us” against “them.” Leor Rotchild recently talked with Lliam Hildebrand, the newest Energy Futures Fellow, on how his organization Iron & Earth is creating a critical new conversation that aspires to build a stable future for Alberta workers, their families and their communities. Unsurprisingly, a lot of people are taking notice. We’re so dependent on our carbon-based energy sector and industrial energy sector jobs, and it’s left us very vulnerable. Leor: What is Iron & Earth? Lliam: Iron & Earth is a worker-led non-profit organization committed to catalyzing the renewable energy sector in Canada. Leor: Why did you feel the need to start this organization? Lliam: It actually began on a job site a year ago when oil prices were crashing, unemployment was rising, and my coworkers and I realized very clearly that we needed to begin diversifying our work scope into renewable energy. We’re so dependent on our carbon-based energy sector and industrial energy sector jobs, and it’s left us very vulnerable. My coworkers convinced me to start this. Leor: What’s your professional background exactly? Lliam: I’m a double-ticketed tradesman. I have a red seal in welding and I have a red seal in steel fabrication. I’ve been in the boilermakers’ union for over a decade now and I have also worked in the oil sands for the last six years while going through an undergraduate degree in geography. I’m currently a year into a two-years Masters program at Royal Roads and continue working the oil sands. Leor: What do you hope Iron & Earth will achieve? Lliam: I hope that Iron & Earth can do three things. First, we need to ensure we’re building our workforce capacity in Alberta and Canada to be able to build these renewable energy products. I think we also want to build up the manufacturing capacity so that we can produce renewable energy products and export them to other countries as a commodity. Third, we want to build a community of like-minded coworkers who can feel a sense of shared purpose, a shared vision, and come together to help ensure Canada can thrive in a renewable energy economy. Leor: When you see the debate between climate change and jobs, pipelines or turbines, what are your thoughts about where the universal opportunity lies? How we can all move forward together? Lliam: The commonality is this incredible specialization in industrial manufacturing, especially in the province of Alberta. We have an incredible amount of contractors, developers, and manufacturers who are specialized in very, very large-scale projects. I think we are going to rely on the existing oil sands infrastructure for a number of decades. While the new construction in that sector starts to slow down, we can also find a new commonality in industrial-scale renewable energy development. Leor: What do you think is the role of oil and gas in a sustainable energy future? Lliam: The role of oil and gas in a sustainable energy future is primarily with the companies and contractors, as well as the workers, that are going to be actually developing these renewable energy products and projects. It’s really inspiring to see companies like Suncor and Enbridge start to embrace and move into the forefront as renewable energy developers. Leor: What’s the response been like to Iron & Earth and what you’re saying? Lliam: It’s been overwhelming. It’s been incredible. We just launched a month ago and we are already at over 400 worker-members who are a part of our organization and about 4,000 pledge supporters now. We’ve already had meetings with the Government of Alberta and the federal government. Within a month a lot has happened. Leor: What can you share in terms of the relationship with some of the trades unions and how they are responding to your message? Lliam: Our relationship with the unions is very interesting so far. We actually started out with development of a renewable energy activation program for our union to position themselves within the renewable energy section as a six-phase program looking at the high growth technologies, how we can capture that work scope. Our union leadership was very engaged in conversations with us around that and we learned a lot together and we continue to be in conversations with them, but, unfortunately right now they’re not willing to take that leap. A lot of our members are really hoping our union is going to embrace renewable energy and are pretty terrified about what will happen if we don’t. Leor: Do you have a call to action you’d like to share with people, whether they’re a funder, part of the general public, other union members, or tradespeople? Lliam: I’d encourage people to please sign our pledge and fill out their contact information. We’ll be engaging with everyone that signs the pledge. Please invite any workers you know to become a part of our organization, because our strength is going to come from developing a community of like-minded workers. Together, we’ll push renewable energy development policies and programs forward. #Regional_Pathways #2016 #Workforce_Readiness

Fossil Fuels to Renewables – Oil Sands Workers’ Blueprint for a New Future

In our current energy transition dialogue, we’re used to separate and fragmented conversations from opposing viewpoints. The conversations generally hold a lot of emotion including apprehension, fear and frustration. There isn’t yet a wealth of examples, outside the Energy Futures Lab, that builds trust across the boundary that pins “us” against “them.” Leor Rotchild recently talked with Lliam Hildebrand, the newest Energy Futures Fellow, on how his organization Iron & Earth is creating a...

In this three-part blog series, Donna provides practical advice on how to begin the sustainability planning discussion in your organization, with your stakeholder communities and with the critics. She will provide tools to accompany each blog post to assist you, as an intrapreneur, in applying the learnings. Building trust is really hard work. Working to understand what sustainability really means to your company, and what sustainability really means to your critics, and then building the trust needed to co-create a feasible shared vision, may be the most challenging work you tackle. Energy companies in Alberta have been in the crosshairs of very organized campaigns demanding an accelerated transition to a carbon-reduced world. The debate has been brutal, and polarizing. For many oil and gas companies, it’s been tempting to hit the mute button on the voices of catastrophe. But deep down, most people know, marginalizing those with whom we disagree isn’t likely to lead to success. It’s time to move beyond the polarizing debate on climate change and sustainability. It may be time to engage with your critics. Your discussions about sustainability with people on the inside of your company and with trusted stakeholders will help you to understand your organization’s strengths and your weak spots. Critics and advocates may not be able to see how you are shoring up performance gaps, within your company, to make sure everyone is working to the same level of commitment on A Measure of Integrity. And, critics may not be able to see how you are working on ways to move up a rung or two on the ladder, to higher sustainability frontiers that include carbon reduction strategies, perhaps through collaboration with partners, your supply chain and host communities. Sustainability has been described as a ‘wicked’ problem—a challenge that is complex, where uncertainty is high, there is debate over values and where solutions are not obvious. When you tell advocates that your company is working on sustainability, some will accept your good intentions. Some advocates will not, and will accuse you of not doing enough.  And, there will always be critics who say: “Whatever you do, it’s wrong.” How can you engage with critics, constructively and proactively, on a wicked challenge like sustainability? Let’s start at the beginning. Who is responsible to set sustainability targets for companies? Not everyone will agree, but it’s reasonable to say that as long as companies and organizations aren’t violating laws set by legitimate and responsible governments or regulators, they get to exercise judgment and decide what ‘sustainability’ means for them. (And, of course…live with the consequences of those choices.) Many energy companies have been criticized for their sustainability choices, sometimes by advocacy groups that have developed their own definitions of ‘sustainability’ that they would like to impose. Setting expectations for companies is not uncommon – Amnesty International can appeal to companies to respect universal human rights; Transparency International can benchmark governments on transparency practices; The Natural Step can set out principles for sustainable development.  But, publicly shaming companies that don’t operate at an externally prescribed level of positive integrity often shuts down constructive dialogue. Moving a debate with external critics to a dialogue isn’t easy. But, with some critics, this may be your company’s most effective strategy. How can you help your company move a debate to a dialogue? Be positive with coworkers. Talk about ‘how’ to become more sustainable as a company, and as an industry, not ‘if’. Deliberately frame the challenge in language that moves beyond ‘either/or’ dichotomies. Dialogue isn’t about creating a forum to defend your position, looking for evidence that you are right and your critics are wrong. Invite the right people to the table. Think about who is motivated to sustain the polarizing debate, and who is motivated to move the debate to a dialogue. Think about the people within your own organization who should be at a dialogue table with external critics.  Cast your net widely to consider other possible participants in a true dialogue—-impacted communities and citizens, thought leaders, government representatives, supply chain or business partners, scientists and researchers, youth leaders? Recommend an independent and qualified facilitator. Is there someone who is trusted by everyone, who can frame the dialogue, assemble diverse groups, set inviolable ground rules, surface values, weigh trade-offs and use group processes to discover common ground? Dialogue involves an iterative cycling between divergence and convergence, which must be astutely navigated and wisely managed. Facilitators are responsible to create a safe space for sharing, which often includes up-front agreement on attribution, transparency of data, sharing of information and use of social media. And, remember, a facilitator is not a sustainability expert—in fact, an effective facilitator will suspend his or her personal points of view. Make sure to set the context for the dialogue. You may want to refer to the mind map you sketched, when thinking about sustainability issues and perspectives in the second blog in this series, to remind yourself of the broader systems involved and the wider context for the criticisms directed at your company. Rather than deepening your company’s textbook knowledge of the technical, legal, political, and economic environments of the sustainability issue being criticized, spend time understanding the worldviews of those affected by your company’s sustainability choices. Try to appreciate how these diverse views at the dialogue table can shape resolution of issues and create new values. Encourage your coworkers to do the same. Use the Measure of Integrity Scorecard. This tool was introduced in the second blog in this series, in your engagement with trusted stakeholders. You can also use this tool to deepen your understanding of the perceptions and expectations of your company’s critics, asking: Where do you see our company’s level of commitment to “sustainability” on this scale? Where would you like to see our company’s level of commitment to “sustainability” on this scale? Set firm boundaries on the dialogue. You need to feel some sense of progress in a dialogue. It’s important to set firm boundaries on a dialogue with critics. For example, this particular dialogue may be about how to improve sustainability within a defined geographic zone or project, not the entire province or industry sector…or this dialogue may be about reduction of methane emissions in your company’s operations in a project. Focus on qualitative data, not just quantitative data. Energy companies are familiar with data—numbers and spreadsheets—to back up decisions. This engagement may require different approaches, beyond standard surveys and tick-box questionnaires.  You need qualitative research methods that can help you develop an empathetic understanding of the needs and priorities of external stakeholders. Open-ended questions, deep listening, and a respect for plurality, will be essential. What is deeper listening…even radical listening? Most of us would describe ourselves as good listeners—but the science doesn’t bear this out. To engage in dialogue with your critics, deliberately focus on how you listen. Deeper listening requires us to suspend our opinions and the certainty that lies behind our own opinions, to really hear what others are saying. Value the dialectic. Accept that there is no right answer. It will be important for you to role model deeper listening, not just with your critics, but with your colleagues too. Be innovative in your approach. Talk about how to create the conditions for individuals to contribute as whole persons, not as the talking head of their organization or community reading from position papers and scripts written by public relations experts or lawyers. Encourage participation that levels the ground, requiring that no one act in an official role. Encourage music, auditory and even art as part of the dialogue that needs expression. Figure out ways to authentically capture the learnings. Dialogue mapping is a lot like mind mapping. It’s using images to share what you are hearing. A dialogue map can help you make sense of what you are hearing—help you to create and see the bigger picture. This dialogue map captured the thinking of Albertans on the province’s energy future in the fall of 2015 via ViewpointsAB. Recognize you are out of your comfort zone. You don’t need anyone to tell you this! We are conditioned to one-way dialogue that flows top down or bottom up (for example, sharing suggestions in  a complaint box or submitting ideas to an expert panel); this dialogue needs to flow in a back-and-forth motion. Most people are most comfortable engaging within the silos of our own organization. We are generally less comfortable in iterative dialogue across organizations. Make sure you thank your coworkers and others at the dialogue table who step out of their comfort zone– for being courageous; for sharing; for saying what many feel but don’t or couldn’t say. Building trust is really hard work. Working to understand what sustainability really means to your company, and what sustainability really means to your critics, and then building the trust needed to co-create a feasible shared vision, may be the most challenging work you tackle. It’s not easy for anyone to accept criticism of the system within which you have operated for decades—to accept, for example, that hydrocarbons aren’t always the most efficient energy source when carbon is factored into the calculation, or that the short-term-ism of quarterly reporting to shareholders can disrupt sustainability strategies. Always remember what’s at stake. If you can move a debate with a critic to a true dialogue, the upside for your company, over the short and long term, can be material. Likewise, if you fail in this endeavour, or worse, continue to ignore your critics, the downside for your company can be material. Doing nothing is rarely a wise option in a world where advocates have the motivation and capacity to gain public attention and influence decision-makers. #Culture_Shift #2016 #Sustainable_Finance

Donna Kennedy-Glans: Facing your Critics, Constructively and Proactively

In this three-part blog series, Donna provides practical advice on how to begin the sustainability planning discussion in your organization, with your stakeholder communities and with the critics. She will provide tools to accompany each blog post to assist you, as an intrapreneur, in applying the learnings. Building trust is really hard work. Working to understand what sustainability really means to your company, and what sustainability really means to your critics, and then building the...

Back in February, Energy Futures Lab Director Chad Park blogged about ‘Our Unfinished Backcasting Business’. He explained how an EFL vision of Alberta’s energy future, in part defined by science-based conditions for a sustainable economy, would be essential to establishing the creative tension that will drive innovation in the lab. How did we get to the point where the fellows could agree on a vision that is at once robust enough to provide direction to their collaborative efforts, inclusive enough for acceptance by the wide range of interests represented in the Lab, and sufficiently ambitious to inspire? It is this ingredient – a motivating, principle-based shared vision of future – that differentiates the Energy Futures Lab (and other Sustainability Transition Labs convened by The Natural Step Canada) from comparable lab initiatives. In February, Chad also described the lukewarm sentiment of the fellows about their initial attempt at defining this vision statement. At the time they deemed it not ambitious enough and too generic. Fast forward to today, and while the business of backcasting is by no means “done”, the vision statement has been articulated to the point that the EFL Fellows have reached general consensus on endorsement and release of the public working draft. The EFL Vision Statement represents a major step forward for the lab and the addition of 11 Innovation Pathways will organize and coordinate the work of the Lab moving forward. How did we get to the point where the fellows could agree on a vision that is at once robust enough to provide direction to their collaborative efforts, inclusive enough for acceptance by the wide range of interests represented in the Lab, and sufficiently ambitious to inspire? _____ Since they first convened last Fall, before the idea of backcasting from principles was ever introduced, the Fellows clearly recognized the need for a shared vision of the energy system they wanted to realize; the energy system of Alberta’s future. Several times the question was asked; ‘What are we trying to accomplish?’ But the work of articulating our vision of success, and the difficult conversations that would entail were put on hold. Instead, the first several meetings focussed on building the relationships that would make a true Fellowship out of a diverse group of leaders. By January, we were ready to take a deep look at our current energy system through the lense of science-based principles for sustainability and identify a number of key challenges to the energy system’s future-fitness. This exercise did not paint a rosy picture, and the investments made early in trust-building returned huge value in the respectful but honest tone of these often uncomfortable discussions. From there we began to ask the question, “What would be the characteristics of an energy system that the future requires of us?” And the Fellows were challenged to imagine what an energy system aligned with conditions for sustainability might look like. The 1st draft vision statement that attempted to combine all of their answers received an average rating of 5.5 out of 10 from the Fellows (the lukewarm sentiment described above). There was clearly much more work to be done. From there a Vision Committee of seven fellows was struck to continue refining the statement based on the input from the full Fellowship. The committee included fellows representing interests as diverse as Suncor, the Pembina Institute, Enbridge and the City of Edmonton, among others. The next version to emerge from the committee included expanded background context, a more fully articulated definition of success, and a series of promising innovation pathways. At separate sessions in Edmonton and Calgary members of the Vision Committee presented the draft Vision Statement and Innovation Pathways back to the rest of the Fellowship. This time after offering further feedback fellows gave it at an overall average rating of 7.75, indicating that they were getting warmer and providing another round of useful feedback for improvement. At the most recent workshop in May the Fellows were presented with yet another a version and invited to raise any remaining objections they might have. Over the course of a few hours these 15 or so objections were worked through and settled, leading ultimately to the version we have now. The working draft shared at this point is deemed a good enough expression of the collective intention of the EFL Fellows that they are prepared to share it with others and to invite feedback.  They have also identified a need to create a visual representation of the vision described in the text, as well as to create a short, snappy version. _________ So now what? Now is when the rubber hits the road. Now that we have an idea of where we’re going, we can start heading there. Most of the energy spent in the Lab up to this point has been on groundwork intended to give the Fellows the best chance of success. Now the Fellows are organizing themselves into working groups around Innovation Pathways that will provide a framework for their work together moving forward. The Vision Statement will be reviewed in October, but in the meantime we finally have a shared vision of success for to guide our efforts. Now the fun starts. Now we get to start using it. #Culture_Shift #EFL_Vision

Defining A Successful Transition: How did we arrive at the Vision Statement?

Back in February, Energy Futures Lab Director Chad Park blogged about ‘ Our Unfinished Backcasting Business ’. He explained how an EFL vision of Alberta’s energy future, in part defined by science-based conditions for a sustainable economy, would be essential to establishing the creative tension that will drive innovation in the lab. How did we get to the point where the fellows could agree on a vision that is at once robust enough to provide direction to their collaborative efforts,...

The May workshop of the Energy Futures Lab (EFL) Fellowship marked an important milestone, as the EFL pivots into a second phase of greater visibility and expanding impact. Deep, effective collaboration is easier said than done, requiring commonality of vision, shared value, and mutual trust. The pivot is partly a reflection of where we’re at in the Lab process and partly inspired by feedback received from EFL Fellows during a mid-point set of interviews conducted in April. It’s also influenced by the growing support and interest we’re experiencing. Word of the EFL has spread across the province and beyond. Recognizing the unique blend of deep knowledge and diverse voices represented in the EFL Fellowship, we’re getting invitations for consultation and dialogue. The Fellows’ own organizations are asking them questions. People want to know what we’re doing. With the launch of Smart Prosperity, a broad federal framework supported by Canadian leaders representing business, think tanks, labour, Indigenous Peoples, youth, and NGO communities “to map out and accelerate Canada’s transition to a stronger, cleaner economy in the next decade” we find the lab perfectly positioned to be at the forefront of this transition. All of this has shaped the Phase 2 pivot for the EFL, which is marked by the release of the Energy Futures Lab Vision and Innovation Pathways statement (working draft). The pivot will manifest in three main ways: 1. Moving joint action from one-off prototype projects to ongoing working groups Deep, effective collaboration is easier said than done, requiring commonality of vision, shared value, and mutual trust. The lab was designed to give the fellows the best possible chance of success by taking the time to build relationships, develop robust understanding of the system, and actually practice testing ideas through one-off prototypes. We’re now set to move from testing and groundwork to collaborative execution. Reaching a general consensus on our Vision Statement signals readiness to unleash our creativity and energy along a number of Innovation Pathways, which will become the organizing structure for various ongoing working groups in the lab. We believe that the investment we’ve made in articulating these pathways will pay dividends in terms of coordination, collective impact, and the ability to expand the circles of engagement beyond the fellowship. 2. A shift in focus from “fellows in the lab” to “the lab in the world” As described above, the lab up to this point has placed a heavy emphasis on the internal building of the Fellowship from the various leaders that make it up. We’ve been working towards a shared understanding of Alberta’s energy landscape, the principles of the shift that needs to happen, and the social capital to begin working together to make that shift happen. Now we’re ready to bring to the public our vision of the transition and the pathways we believe will get us there. We will turn our collective voice – honed over the past several months– outward to the rest of Alberta and beyond, engaging our organizations and communities in the effort to realize the energy system that the future requires. 3. From pilot to scale with organizational engagement A less visible part of the Lab so far has been an organizational engagement pilot project with  Suncor. The organizational engagement stream is designed to support the EFL fellows in engaging with their colleagues to help sensitize their organizations to the ideas and innovations arising in the EFL. Through a series of workshops taking place over the past eight months, a team of managers from across Suncor have undergone a process that in many ways mirrors that of the EFL Fellows. They have worked to better understand Suncor`s place in Alberta’s current energy landscape and to jointly consider strategies to position the company for success in the energy system of the future. Now, based on this work we are developing a structured approach to engaging more organizations in shaping their own energy future and the future of the province. _____ You’re going to be hearing a lot more about the EFL in the coming months as the Fellows begin the real work of collaborating on tangible projects, reaching out to the public to communicate the work they are doing, and as more industry-leading organizations work with the lab to shape future-fit strategies. Just as the EFL is poised to take the next step, business, governments and the public are ready for us. This is what we’ve been building toward, and where the really exciting work begins. #Fellowship #2016 #EFL_Vision #EFL_Platform

Chad Park: The Energy Futures Lab Pivots to Phase II

The May workshop of the Energy Futures Lab (EFL) Fellowship marked an important milestone, as the EFL pivots into a second phase of greater visibility and expanding impact. Deep, effective collaboration is easier said than done, requiring commonality of vision, shared value, and mutual trust. The pivot is partly a reflection of where we’re at in the Lab process and partly inspired by feedback received from EFL Fellows during a mid-point set of interviews conducted in April. It’s also...

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We gratefully acknowledge the original territories of the Siksikáwa, Îyârhe Nakodabi, and Tsuut’ina Dene, of Mohkínstsisakápiyoyis, Wincheesh-pah, Kootsisáw, or the colonized lands which many now refer to as Calgary, where the Energy Futures Lab is headquartered. These Lands are also home to members of the Métis Nation of Alberta under the Otipemisiwak Métis Government — District 4 & 5, whose peoples have deep relationships with the land. This reminds all of us to walk in a good way and remember our commitments to Indigenous Peoples.

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