We applied a network lens to a Maddaus-authored conservation plan.
This reveals how the plan is actually structured — who influences it, how measures connect, and where external partners are implicitly required but not named.
What you're looking at is extracted deterministically, with every node and edge traceable to a page in the source PDF.
Interactive graph. Scroll to zoom · drag any node to rearrange · drag the background to pan · hover or click a node to see the source evidence · click an insight below to focus on its subgraph.
Click any insight to focus the graph on the nodes it's about.
Northern Arizona University appears as a connected actor through Ben Ruddell, who sits on the Water Commission. That's a research-university tie directly into the body that advised plan development.
Why it matters: Flagstaff's conservation planning sits inside a university-anchored knowledge network. That's a natural foundation for education, data-sharing, and pilot programs — and an overlooked attribute of the plan's strategic footing.
Southwest Decision Resources is named as a consultant in the plan, but our deterministic extraction does not tie it to specific measures. That suggests a facilitation role that is present in the planning process but not structurally described at the program level.
Why it matters: plans often carry invisible implementation layers. Making facilitation roles legible is a prerequisite for understanding how measures actually get delivered — and where delivery partners could be introduced.
Several measures — Public Outreach and School Education, School Retrofits, Commercial Rebates and Consultations, Innovation Research and Pilot Studies — target external groups (schools, commercial properties, research partners) that aren't explicitly defined as funded or delivery partners in the plan. In other words: the plan defines what needs to happen, but not who will fund or deliver it.
Why it matters: the plan encodes latent partnership demand. These measures require external actors to succeed — the structural opportunity is to match those requirements with organizations looking to fund them.
This type of opportunity is not visible in the plan itself — but becomes clear when the plan is structured as a network.