Friedman earns internationally recognized CSR accreditation.

John Friedman, co-founding board member of the Sustainable Business Network of Washington (SB NOW) has earned the globally-recognized Sustainability and CSR Practitioner (CSR-P) designation by Centre for Sustainability and Excellence (CSE), an international advisory, coaching and training organization that provides corporate social responsibility and sustainable development solutions.

"The CSR-P designation distinguishes a professional as someone who is knowledgeable, confident and employs international sustainability and CSR best practices and frameworks to add significant value to their organization," says Nikos Avlonas, CSE President. "John joins an elite group of approximately 50 certified CSR practitioners in the United States."

Accredited by the Institute of Environmental Management and Assessment (IEMA), the CSE certification process measures the strategic abilities and technical skills of professionals working in CSR and sustainability, and is a critical step for successful career growth.

A sound business strategy

On Sunday the Washington Post ran a piece questioning CSR (http://bit.ly/cQdgbw) as a sound business strategy.

Ms. Freeland partially quotes Milton Friedman's famous maxim the the social responsibility of business is to increase its profits. The entire quote reads: "there is one and only one social responsibility of business-to use its resources and engage in activities designed to increase its profits so long as it stays within the rules of the game, which is to say, engages in open and free competition without deception or fraud."

I submit that the rules of the game have changed, that businesses are being held accountable for their actions, whether they be polluting the environment, subjecting workers to harsh conditions or practices or engaging in nefarious practices such as collusion with the regulators that are supposed to be monitoring their actions. In each of these cases, short-term profits are persued rather than the long-term best interest of the company, its shareholders, customers and the larger community.

I much prefer the term 'corporate sustainability' to describe the model of having both a long and a short-term strategy. After all, companies like Enron made a lot of money but ultimately failed to stay within the rules of the game.

Goldman may not have been in the business of educating women, but educating the population that controls the purse-strings of the majority of households (around the world) IS a sound business strategy if they're educated about the value of investment and that results in increasing investors using Goldman Sachs. BP was not in the business of leading the 'green' revolution - but the first energy company that does come up with a solution to our dependence on foreign oil will have a strategic advantage.

As a leader of the Sustainable Business Network of Washington (SBNOW) and an experienced director of corporate sustainability programs for more than 10 years, I can say with certainty that there are business benefits including license to operate, speed to market, increased productivity and reduced turn over, reduced legal and compliance costs - including health care - as well as access to investment capital that are true business benefits that companies enjoy by engaging not in charity (which they are ill prepared and designed to do) but rather in remembering that 'built to last' is a business model that served this country very well. Maximizing short-term shareholder value is the way to build economic bubbles rather than true growth.

John Friedman
Annandale, Va

Coming soon - a new blog

no, not just a new blog posting. a new blog. one that reflects SB NOW's current level of activity.

REGION'S LEADING SUSTAINABLE BUSINESS NETWORK EXPANDS SERVICES AND LEADERSHIP

Under the leadership of its new Chair, Marc Nichols, the Sustainable Business Network of Washington (SB NOW), the Capitol Region's pre-eminent organization dedicated to environmental, social and economic progress, has expanded its board of directors and services to reflect the growing need and demand for its services.

"I am excited about the activities we have planned for the rest of the year that will enhance the growth of the Washington area's sustainability sector and improve the quality of life and the environment of our region," said Mr. Nichols.

Among these new activities are monthly networking opportunities aimed at growing DC's sustainability sector, as well as educational events with high profile speakers, including a June conference on sustainability-focused business opportunities in the National Capitol Region. SB NOW is also launching a new weekly publication, Sustainable Solutions, which will provide the latest sustainable developments in the region, including business growth ideas and opportunities, and sustainability tips to SB NOW's 4,000-person mailing list.

Guiding SB NOW's new strategic direction is a board that has been expanded to include eight new board members, including: Jigar Shah, Chief Executive Officer, Carbon War Room; Peter West, President and Chief Executive Officer, West Sustainability, LLC; Lyle Yablonsky, Divisional Vice President, AXA Advisors, LLC; Mark W. Carter, Senior Vice President, Market Transformation to Sustainability; Adam Clampitt, Vice President, Corporate & Public Affairs, Levick Strategic Communications; David Harwell, Ph.D., Assistant Director, Career Management and Development, American Chemical Society; Karen Marcus, Esq., Attorney, Finkelstein Thompson, LLP; and Lucille Pilling, Ed.D., Chief Executive Officer, Pilling & Associates

"SB NOW is fortunate to have these highly professional and respected people on our board. It speaks to the quality of this organization to have their respective backgrounds and expertise," said Mr. Nichols. "Each of these individuals brings specific strengths, skills and experiences that will help SB NOW serve its members and the community."

In addition, to manage its expanding services, SB NOW has hired LRG, Inc., a D.C.-area public affairs and association management firm to oversee the organization's operations. Ranked among the top 20 public relations firms in the highly competitive Washington, D.C. market by the Washington Business Journal, LRG is a private company with a public service mission-advancing organizations and issues that help individuals, strengthen communities, and promote sustainability.

For complete bios of all SB NOW board members, visit http://www.sbnow.org/template/page.cfm?page_id=41


About SB NOW

The Sustainable Business Network of Washington (SB NOW) was founded in 2004 as a community of businesses, non-profit leaders, professionals, academia, and government representatives dedicated to building a more socially, environmentally, and financially sustainable local economy. The mission of the organization is to help make the Washington D.C. metro region a more sustainable place to live and work now -- and in the future - fully realizing its potential as a world-class capital city.

The Network exists to help empower consumers and businesses, working in partnership with communities, to embrace a corporate citizenship/corporate social responsibility (CSR) business model informed by the concept of the triple bottom line: People, Planet, and Profit. SB NOW offers targeted services such as its recently developed Certifiably Green© green certification and benchmarking program, and provides practical programs that address the unique needs and leverages the singular aspects and resources of the National Capital region to create measurable business and social value in the Washington, D.C. metro region.

The New PR 2010 edition for FREE

SB NOW co-founding board member John Friedman has put together his model for implementing a fully realized sustainability program that engages, inspires and motivates employees, improves reputation and brand image and that effectively integrates environmental and social progress into a successful business model. You can download it for FREE or send an email to JohnF@sbnow.org for a PDF copy.

SB NOW profiled in Washington Business Journal

Green guru shows firms way to help environment Washington Business Journal - November 5, 2009

John Friedman was walking the talk on environmentally friendly business practices long before he became chairman of the Sustainable Business Network of Washington (SB NOW). Friedman heads a coalition of volunteers, staff and corporate members that is striving to make "green" a common concern throughout the local business community.

Has the push for sustainable business practices been effected by the recession?
The concept of sustainability is based the inter-dependent relationship between an organization's environmental, social and economic performance. The recession has proved the point that focusing on sustainability encourages a more strategic focus and better decision-making for the long-term health of any enterprise. Many organizations have been looking at ways to improve their efficiency and reduce costs. One of the best examples is when fuel prices were high, companies found ways to cut back on transportation-related costs (such as reducing delivery frequency). That, of course, had a positive impact on the environment as well, reducing emissions and the consumption of fossil fuels.

How does the Washington area stack up when it comes to corporate social responsibility?
Thanks to the leadership of Mayor Adrian Fenty and the D.C. Council, Washington was the first major city to require private developers to adhere to the standards of the U.S. Green Building Council. In addition to new construction, there is a long list of organizations with existing buildings lined up to get LEED certified. Our waterways (the Potomac and Anacostia rivers) are cleaner than they have been in years past, but they still have a long way to go. Bethesda Green is developing a living example of a model green city, and Montgomery County is putting in programs as well, such as the concept of requiring nutrition information on restaurant menus. And Alexandria was recognized last year by Popular Science as one of the top (No. 30) "greenest" cities in the country.

What are D.C. businesses doing right on sustainability?
There are a lot of examples, from Community IT Innovators that reduced its energy usage nearly in half in one year through in-house green IT initiatives that it now makes available to clients, to environmentally friendly Eco-Print, to Calvert Investments that literally pioneered the concept of socially responsible investing. The headquarters of Washington Gas received the highest score on SB NOW's Green Business Certification by adopting innovative practices that include being among the first publicly traded companies in the nation to adopt e-delivery of annual meeting materials which, to date, has saved over 50 tons of paper. AARP also earned "four stars" from us. The Downtown D.C. Business Improvement District was the first to go through, late last year, and they have been a wonderful partner in helping not only promote but to develop the program.

What could the local business community do better?
As we rebuild our local economy, I hope businesses will look at making decisions that make sense for the long term. Options like working from home not only reduce commuting time, they help alleviate traffic congestion and reduce the need for office space (and the associated heating/cooling, etc.) costs. It actually improves worker productivity. Companies can look for ways to facilitate commuting by public transportation. And companies should look for ways to reduce costs through energy reduction, waste reduction and the use of renewable materials. One way to do this is to look at the list of SB NOW members on our Web site when they're looking for business partners and services.

What's SB NOW up to now?
SB NOW has spent the last three years developing our Green Business Certification that not only is compatible with programs such as LEED and EnergyStar, it uniquely evaluates how well organizations are mobilizing their employees in their efforts to reduce negative environmental impacts. Together with our partner Eco-Coach, we are teaching companies how to be greener and to give the public a way to assess how well they're doing. We're also continuing our "MasterMind" series of events bringing world-renowned speakers on sustainability to share their expertise. We'll continue to host our networking events that have resulted in over $2 million worth of business transactions between SB NOW members.

What do you think about the effort to bring trolley cars to the District?
Personally I think it is an idea whose time has come again. The U.S. cities that are consistently pointed to as being the most sustainable -- Portland, San Francisco, Seattle -- all have extensive and popular light-rail systems.

You are also senior director of public relations for Sodexo. Can you tell us a little about what Sodexo is doing that is sustainable?
Sodexo's commitments focus on three key areas where we can have an impact and our stakeholders expect us to act: community development, the environment, and health and well-being. Sodexo is known for our efforts in the areas of diversity and inclusion and fighting hunger and malnutrition. We were the first in our industry to go to zero trans fats in our food preparations. We have installed new dish washing systems in thousands of client sites around the country that reduce energy and water consumption. We most recently announced a partnership with the Marine Stewardship Council as part of our commitment to provide sustainable seafood.

http://washington.bizjournals.com/washington/stories/2009/11/09/focus3.html?jst=pn_pn_lk

Join Our Facebook and/or LinkedIn Groups

The world appears to be migrating to those social media platforms, and SB NOW has gone with them.

SB NOW Mastermind Series - How Green Are Consumers Really Willing to Be?

Suzanne Shelton, of the Shelton Group, was presenting, discussing the results of the recent EcoPulse survey, the premier survey for green consumerism in the US.

The Shelton Group also runs UtilityPulse, EnergyPulse, and GreenLiving Pulse.

As Suzanne (the self-described "fastest talking Southern woman you'll ever meet") said herself, there was a lot of information packed into that one hour seminar (full of graphs and focus groups), so I am going to highlight here what I found most shocking or interesting.

1) American consumers say one thing an do another. The best way to put this one is the fact that Americans are fantastic at being "armchair environmentalists." We like the government and corporate America to take action (and think that they should be the ones to make the changes), but when it comes to taking actions ourselves, we fall short.

Concerning this point, consumers were asked whether or not a company's environmental practices affect their purchases.

47% of respondents said it did.Now the question got more specific. Consumers were asked if they have actually made such a choice based on environmental practices.14% actually did.Then, they were asked to name the product.

7.5% could.

Basically, consumers are, as Suzanne put it, "terrified of getting screwed."

With all of the greenwashing going on, consumers don't know what to do, and the default ends up being to do nothing. Another highlight from this first section of the presentation was the question about motivation, i.e. what is the best motivation for energy efficiency. Saving money was, not shockingly, the top motivation this year; however back in 2005, "promoting energy independence and protecting the domestic economy" was number one. This motivator went from 35.7% to 4% over the past few years.

2) Consumers know less about green than you think. Just as we had our armchair environmentalists before, we now have our "cocktail green" here; in other words, most consumers only know enough about sustainability issues to get by a cocktail party conversation.

Only about 53 percent of consumers could provide a feature of a green home. (The vast majority named solar panels as a characteristic.)

When asked what label was the best to read (100% natural, natural, organic, bio-engineered, etc.), 100% natural (which has no regulation at all to it) beat organic.

61.3 percent of consumers did not think that they used more electricity than they did five years ago.d) 40 percent can't name an example of renewable energy.

3) Skepticism

8.9 % Skeptics: Those that react adversely to any mention of green, environment, sustainability, etc and that tend to deny climate change has any correlation to man's behavior.

24.5% Activists: Obviously, this section has its fair share of tree huggers, but it also has more mainstream consumers--often well-educated people who know the issues and act upon them.

33.1% Distracteds: These are the people who tend to see themselves as too busy to focus on the issue; they may be confused or apathetic.

33.6 % Wannabes: These are the people who like the idea of green behavior and may have the thoughts, but when it comes to the actions, they aren't there.

What Makes A Leader

Reprinted from Sustainabe Life Media

A lot has been written about what it means to be a leader. Certainly the area of sustainability and all the sub-categories under that umbrella offer a myriad of opportunities for organizations, companies and individuals to carve out a niche as a leader in a specialty or sub-specialty.

At the same time, however, I continue to be amazed at groups and organizations that refer to themselves as 'a' leader or 'the' leader without being questioned by their stakeholders or the community. I once worked for a very intelligent person who decried those who declared leadership based on size alone; "just because we're the biggest, that does not make us the best." In fact, he went on to point out that the larger a company or organization, the more important it was to be a leader lest it "lose more money" or "destroy more of the environment" based on its size alone.

Wise words from a savvy leader who understood that while size matters, excellence matters more. Excellence is a constantly moving target. And there are different ways by which a person, an organization or a business can seek to be one that sets and then continually seeks to improve upon, the standard of behavior. True excellence can be achieved through leadership, or closely following the leaders in a given area or field. Remember Avis Car Rental's theme "we try harder"? it was based on being smaller than their largest competitor and therefore sought to position the company as more service oriented (a leadership position).

Leadership by Action
The first way that organizations should consider is leadership by actions. This can be hard for larger organizations that may have entrenched methods of doing things, because to lead by actions requires that one's actions continually evolve, but that the underlying basis for those actions - the values that define the organization - remain rock solid and consistent. Companies that lead by actions are not afraid to experiment with new ideas and are willing (if not eager) to challenge their existing perceptions on a regular basis. Leaders in sustainability are not looking for ways to hang on to existing practices; they are investing in new programs and models that reduce the use of energy and natural resources. They are experimenting with technologies that not only reduce carbon output, some may be looking at ways to remove carbon from the atmosphere and capture it. And at the forefront are those organizations that are basing their business model on turning one industry's waste into the raw ingredients needed for completely different industries. Examples of this include companies that are extracting the petroleum out of discarded plastic bottles and using it to create the polyester fibers that they turn into sportswear, to producing synthetic gypsum (roughly 20% of U.S. raw gypsum use) from the by-product of manufacturing and energy-generating processes, primarily from desulfurization of coal power plant exhaust gases.

Leadership by Expertise
Another way in which companies can demonstrate leadership is through their expertise. The new focus on a 'sustainable' economy is paving the way for companies that offer products or services that help other companies reduce their environmental impacts. A great example is in the area of information technology which not only can be used to help improve efficiencies in manufacturing, it can be used to look at entire systems and provide vital information. Computer models alerted the world to the 'hole' in the ozone layer, satellites reveal changes in the polar ice caps, etc. In day to day application, measurement devices that monitor traffic flow could be used to automatically adjust traffic lights to facilitate safety and efficiency of transportation. Buildings that install monitors of electric power use help manage the peaks and valleys in consumption, reducing energy costs and helping utilities determine where electricity is needed and when. Devices measure the depth and speed of rivers can be used to feed real-time data that can protect lives and property from natural disasters such as floods.

Moving beyond the environmental pillar, on the social side, experts in issues like global development, fair trade, workers' rights, and labor relations will also continue to be in demand because companies are increasingly going to be asked (required) to measure and report on their footprints in these areas as well.

Leadership by Influence
The last area where leadership can be demonstrated is one that has not fully been explored by many. Leaders know that they need to look beyond their own actions and expertise, and use their values not only on those portions of the supply chain under their direct control, but to look beyond to those things over which they can have an influence. This includes holding suppliers - and even customers - to adhere to values.

Increasingly companies are requiring suppliers to do more than guarantee a level of quality for the products that they supply, some are requiring that suppliers maintain a chain of custody to ensure that the products that they are using confirm to environmental and social values. Large power-purchasers have been exploring the extent of the influence that they can have on their suppliers' behavior by implementing requirements beyond prices. Examples include Wal-Mart's efforts to reduce packaging and marketing materials and to sell sustainable seafood. In order to be a supplier to Wal-Mart, the giant retailer must be convinced - often using third party validation - that the seafood products that they are selling to customers are, in fact, sourced from sustainable species.

Changing consumer behavior is naturally harder. Programs such as charging and refunding deposits on glass and plastic bottles and aluminum cans provide direct financial incentives and are successful. But often, when there is not visible 'return' companies can do little more than 'suggest' the way in which their products are used and ultimately disposed of (or recycled). Manufacturers of computers, cell phones and a host of electronic devices offer power (and energy) saving tips for consumers, but over 90 percent of the electricity used today for computers is not in the 'server' room, it is at individual desktop stations that are left on at night and monitors that are left on when laptops are disconnected. In homes, chargers that live their lives in the socket are drawing power even when the portable device is not attached. TV sets that have not been turned on in weeks are drawing current to diligently keep track of the date and time and which channels to 'skip.'

When Home Depot creates a mechanism for people to bring back used compact fluorescent light bulbs (to prevent them from going into landfills), or when auto repair facilities take back worn out car batteries, those are attempts to influence consumer behavior. In these cases there is little financial incentive - and in the later case sometimes companies charge to dispose of battery 'cores' - that probably limit the programs' effectiveness.

For individuals the same three categories apply. It is not enough to walk the talk. True leaders also are willing to share their knowledge, ideas and expertise. And they rarely miss an opportunity to help encourage others to follow their lead. After all the mark of a leader is not how well they lead - it is whether or not they are successful in getting others to follow.

Capitalism's Gettysburg

The Gettysburg Address invoked a call to action and a recommitment to founding principles in the revival of America. We could benefit from applying the same principles to rebuild our capitalist system after the fall of global financial markets. By John Friedman

Standing on the battlefield of the definitive battle in the American Civil War, President Abraham Lincoln gave what is perhaps the most famous Presidential speech. Many have remarked how he was able, in a few short lines to make three main points. First, he harkened back to the lofty goals on which the nation was founded. Next, with humility and restraint, he recalled the sacrifice of all who had fought – on both sides. And he concluded by invoking that sacrifice as a call to action engage in a ‘new birth’ and commitment to the founding principles.

It is important to note that the Gettysburg Address was given in November, with over four months remove from the carnage that left an estimated 46,000 to 51,000 casualties. Today we are still surrounded be the devastation of the collapse of global financial markets. It is easy – and tempting - to fixate on sadness, destruction and gloom. But perhaps we can take a lesson from Lincoln, during this the 200th anniversary of his birth, and instead look to the future where the capitalist system is revised (as America was revised) by returning to its core principles.

Capitalism is an economic system in which wealth, and the means of producing wealth, are owned and controlled by individuals rather than by groups (usually the state or other government entity). Today the two sides that have battled for the ‘heart’ of capitalism might be defined as Adam Smith’s ‘invisible hand’ of the market through which individual interest unintentionally produces collective good against the more Social Darwinist approach most famously expounded by the character Gordon Gecko in the movie Wall Street; “greed is good.”
And the result has left people questioning the future capitalism as a system – much as America’s future was doubt in 1863.

Let us recall that America before the Civil War was rife with social ills, the most obvious of which was slavery. While the Civil War did not end the practice, and true equality has yet to be achieved, Lincoln’s message of assuming individual responsibility and moving the nation forward based on its aspirations and goals, not on how it had been before set a vision that continues to guide the nation.

With apologies to Lincoln, then, let us commit ourselves now to learn the lessons from history. We must turn the imperative to rebuild into a commitment to improve on the past by this time to build an economic system that not only generates wealth, but is protective of the environment and advances the human condition.

It is the only way to honor the sacrifice and suffering that people are still feeling.

originally posted http://www.sustainablelifemedia.com/content/column/strategy/capitalisms_gettysburg

Responsible Investing: Crash or Correction?

With the Dow down in the dumps, will socially responsible investments continue to outperform the wider market? Yes - and potentially now more than ever.

It has been said that many investors who put their financial backing behind socially responsible investments (SRI) are willing to forgo potentially profitable investments in companies and industries that they find morally objectionable. But investors have embraced sustainable investing because it is not only good for the planet and society – it has been good investment in its own right.

On average, the performance of SRI has been close to that of regular mutual funds. There are several indexes that track the performance of stocks considered socially responsible investments. According to KLD Indexes, the total returns for the Domini Social 400 Index between 1990 (its inception) and September 2007 was 12%. Over the same period, the S&P 500 returned 11.49%.

Additional research from Cary Krosinsky, co-author with Nick Robins of Sustainable Investing: The Art of Long-Term Performance, points out that sustainable funds outperformed mainstream indices between December 2002 and December 2007, with sustainably invested funds showing 18.7% return on average compared to S&P return of 13.2%, and MSCI World's return of 17% during the same time period. Easy to say when the Dow was topping 14,000, but what about now? There is good evidence that what we have experienced was a true collapse and not a correction. The massive losses in value not only brought down companies with inflated values, the momentum also carried down well-run, fiscally sound ones.

As a result, SRI was not exempt - nor did those funds fare better – as one might have expected (or hoped) – during the decline. The same Domini Social 400 Index cited earlier has returned a -11.22% through June 2008, compared with a -10.49% for the Standard & Poor's 500-stock index during the same period. The Ariel Fund (ARGFX), one of the largest U.S. socially responsible funds with more than $2 billion in assets, dropped 20.2% though May.

There is some encouraging news; however, the median performance of socially responsible funds compiled by Morningstar performed better just 6.76% compared to 9.59% for the S&P. When we’re looking at trillions of dollars this translates to billions of dollars that could have been, but were not, lost.

Strong Medicine for an Ailing Economy
As we sit in the doldrums of this recession it is important to note that the economy will recover. What makes the distinction between a correction and a collapse significant is the later indicates the need to rebuild the economic model rather than an attempt by governments (and industries) to try to patch the holes that deflated a bubble. This awareness makes the task more daunting because they must work to build something truly sustainable.

As investors, the question before us now then goes beyond whether or not sustainable investment will continue to outperform traditional indices. Rather, if these investments and companies will have an even greater advantage going forward?

Robins believes that the answer is unequivocally yes, pointing out that SRI businesses are poised to take a leadership role in a new, revitalized economy:

"As the world seeks to stimulate an economic recovery, sustainable investing in clean technologies, microfinance and social enterprise offer proven routes to generating wealth and resolving pressing problems such as climate change and global poverty."

The new Obama Administration has indicated its priorities include rebuilding the nation’s infrastructure and focusing on alternative energy sources. Certainly alternative energy companies would then be poised to benefit not only from Federal emphasis, but also tax and other incentives (and possibly an infusion of capital). Those companies, and the funds that contain those companies, are therefore poised to do even better as part of the recovery.
The bottom line? An investment strategy that benefits people, protects the planet, and generates profits is still a winning strategy, especially in this global economy.

originally posted on Sustainable Life Media.

In case you missed - or want to see again - John Petersen

SB NOW's Special Presentation of January's Guest Speaker, Futurist John Petersen, is now posted for viewing on YouTube in an 11-part series at the below links. After being posted for only a few hours, the video has been viewed by interested parties all over the world. Please feel free to share the links with colleagues and friends interested in transforming our world into a sustainable future.

Many thanks to Tayna Spann Roche and J. Michael Roche of SB NOW Member Company - Think, Speak, Act Media Productions - for making this video possible (http://www.thinkspeakact.com/).

If you are not able to open these link, please visit, http://www.youtube.com/ and enter in "SBNOW.org Presents: A New World: What Emerges After the Collapse?" .

http://www.youtube.com/watch?v=-gQ1WuI04dU, Part I
http://www.youtube.com/watch?v=HPw0Q-SWcqE&feature=related, Part II
http://www.youtube.com/watch?v=HPw0Q-SWcqE&feature=related, Part III
http://www.youtube.com/watch?v=vblkFQ3udBM&feature=related, Part IV
http://www.youtube.com/watch?v=Bt7Deqg_SqM&feature=related, Part V
http://www.youtube.com/watch?v=Luki5mSHhaA&feature=related, Part VI
http://www.youtube.com/watch?v=6_T-XXrzTFM&feature=related, Part VII
http://www.youtube.com/watch?v=gqa8L08SbeE&feature=related, Part VIII
http://www.youtube.com/watch?v=sXInA6HVQQk&feature=related, Part IX
http://www.youtube.com/watch?v=2xzfg8AuH48&feature=related, Part X
http://www.youtube.com/watch?v=-R5W0-79kCg&feature=related, Part XI

New Research: Economy, Jobs Trump All Other Policy Priorities In 2009

Environment, Immigration, Health Care Slip Down the List

As Barack Obama takes office, the public’s focus is overwhelmingly on domestic policy concerns – particularly the economy. Strengthening the nation’s economy and improving the job situation stand at the top of the public’s list of domestic priorities for 2009. Meanwhile, the priority placed on issues such as the environment, crime, illegal immigration and even reducing health care costs has fallen off from a year ago.

While it is not unusual for the public to prioritize domestic over foreign policy, the balance of opinion today is particularly one-sided. Roughly seven-in-ten Americans (71%) say that President Obama should focus on domestic policy, while just 11% prioritize foreign policy. By comparison, last January, 56% cited domestic policy as most important while 31% said Bush should focus on foreign policy.

Environment a Lower Priority
The 15-point decline in the percentage calling environmental protection a top priority this year is steep, but not unprecedented given the broader shift in public priorities. Between January 2001 and January 2002, the proportion rating environmental protection as a top priority fell by a similar amount (from 63% to 44%); a number of domestic priorities declined in importance following the Sept. 11 terrorist attacks. By January 2003, just 39% called environmental protection a top priority – comparable to today’s 41% – before resurging as a priority from 2006 to 2008, only to fall again this year.

The decline in the percentage calling environmental protection a top priority crosses partisan and demographic lines. For instance, only about four-in-ten women (43%) and men (39%) now say that protecting the environment should be a top priority; last January, 57% of women and 55% of men rated environmental protection as a top priority.

Futurist John Petersen Presents to SB NOW

The Sustainable Business Network of Washington was proud to present leading futurist and author John Petersen in Washington, DC. For those who missed this remarkable presentation you can read a summary here.

Building a Sustainable Economy - the Wikipedia Model

Recently I traded some emails on whether the Internet is a device that gives more power to the rational mind, or is its democratic nature destined to "stampede us further into the world of delusion"?

Moving beyond the suggestion that there are those who will deliberately seek to use any communication vehicle for their own nefarious ends, I think it is fair to say that overall the digital revolution is a recipe for unparalleled chaos, creativity and dialogue.

Not only does this help us rise to our fullest potential, it also creates a mechanism for least-common-denominator discourse as well. The same Internet that gives the world access to highly credible information such as Wikipedia (which effectively uses community-policing to ensure or encourage accuracy) provides web sites designed to amuse, prevent the flow of information and, in some cases, control and encourage hate and anger. These range from those offering ridiculous conspiracy theories to those that espouse dangerous and deliberately misleading information.
At the same time, for every intelligent, thoughtful and important web page, there is (at least) one dedicated to the latest celebrity who somehow didn't manage to get fully dressed before going out. While not deliberately designed to pursue a negative agenda, those web sites at best lower the level of the dialogue and at worst reduce the credibility of everything on the Internet - including the credible sources.

As we move forward in the digital age, I hope and think that we will see a 'split' between those who use it for the former and those who use it for the later. I believe that the future is brighter that many people think. Never before in history have so many people had access to information. We are increasingly exposed to new thoughts, ideas and cultures with a freedom that would astound people only a generation ago.

From the freedom of ideas comes the natural tendency toward the desire to do more and the unfettering of restraints (despite the efforts of some to hold back the tide). I see the 'people power' revolutions in East Germany and the Philippines as a model for continued social advancement and self-determination. There will be some 'messiness' that comes from all this. But in the chaos of personal, intellectual and artistic expression - the world moves forward. It is notable that more of us are moving forward - together - than before. We must do our best to ensure that more and more people have the opportunities that the future offers.

How does this apply to sustainability? If one accepts the fundamental premise that any system will produce the outcome(s) that it was designed to produce (no matter what the intention) then we must take heed that the economic systems in place are creating "bubbles" of increasingly alarming size at an increasingly alarming rate - from the tech boom to the escalation of real estate prices and, apparently stock markets around the world.
Economic systems that create "bubbles" rather than real value are not sustainable. When trillions of dollars in value evaporate overnight, it is fair to say that the value didn't exist to begin with. Clearly the system needs to be adjusted if we are to change the outcome. We cannot be satisfied if we continue to patch the holes in the levees and hope that we get out before the next flood.

Sadly it gets wrapped up in political agendas so that when one talks about reinventing markets it gets translated as anti-American, anti-Capitalist or anti-Freedom.
As we move forward, then, we must follow the model of Wikipedia (and other sites, but that is the most well known) to develop the forum, mechanisms, tools and discipline necessary to leverage the power of the Internet for idea-sharing and provide the people-powered economic revolution that focuses on social and environmental as well as economic recovery in 2009 and beyond.

Reprinted from JustMeans.com