1 c40 network management © 2012 by innovation network for communities. all rights reserved....

1 • C40 Network Management• © 2012 by Innovation Network for Communities. • www.in4c.net • All Rights Reserved.

Network Management:Frameworks and Best

Practice

Innovation Network for Communities

(www.in4c.net)


Purpose

• Share some basic network concepts

• Discuss different kinds of networks and how their requirements differ

• Reflect on some best practices from other networks


Some Networks We Have Worked With

• Urban Sustainability Directors Network

• Boston Green Ribbon Commission

• Manufacturing Networks in West Michigan

• Kellogg Foundation Rural Policy Network

• Re-AMP

• Massachusetts Homeless Network

• The Funders Network for Smart Growth

• Advanced Energy Economy


1. Networks offer certain advantages—but are not a panacea.

2. Network building is a practice – with a growing body of know-how, tools, skills. Networks are built, not born; they can/should be designed and managed.

3. Not all networks are alike. Different types of networks fit different purposes and require different support/infrastructure.

4. The essential building block of every network is connectivity among network members.

5. Network performance can be measured and monitored.

6. Networks evolve.

Some Network Basics


Challenges Specific to the C40 Network Design

• Differences of geography, time zones, language, climate and political context

• Lack of clarity on who is a member – cities vs. individuals

• Lack of a clear common identity around which the network is formed

• Tension between supporting member-driven connectivity vs. outcome-driven projects


Basic Network Concepts


Characteristics of Networks

• A network has less formal structure than an organization and it is more fluid

• Participation is voluntary and the agenda is driven by the members

• Network participants have a high degree of freedom to make choices

• Decision making is distributive in nature, not centralized

• Participation is as needed, not full time


Different Tools for Different Work

Networks Are informal, organic,

mutual, voluntary, distributed, open-ended, reciprocal, with relationships built on trust. Members are deliberate about building, strengthening, and maintaining ties so that they can be activated again and again.

Other Coalitions: Can be

more or less formal, but are formed at particular historical moments focused on specific objectives. Often dissolve when the job is over (win or loss).

Franchises: Are formal,

with a central hub establishing standards for “local” entities to use; some local flexibility permitted.

Organizations Are formal, fixed and

centralized with delegated chains of command and accountability to owners, directors, and bosses.

… A Network is a base for many different types of activities over time.


A Spectrum of Interdependence

Formality of Structures

Level of Interdependence

HIGH

LOW

LOW HIGH

Organizations

Networks

Markets

Supply Chains

Coalitions


Making the Choice

An Organization is Best If…

A Network is Best If…

• The work is relatively predictable

• It requires concentrated expertise over time

• Producing value requires highly stable relationships between players

• Work involves a lot of proprietary information

• Resources allow you to pay full time for all of your talent

• The work is likely to change rapidly

• You need access to a very broad range of diverse relationships

• The work that is being done can be conducted by “episodic” interactions

• Much information can be shared freely

• The resources you need cannot be purchased on a full time basis


What Networks Are Good At

587

585

584

583

582

581

580

579

578

577

576

575

574

572

571

570

569

568

564

563

562

561

560

559

558

557

556

555554

552

551

550

549

548

547

546

545

544

543

542

541

539

538

537

536

535

534

533

532

531

530

529

526

525

524

523

522

521

520

519

518

517

516

515514

513512

511

509

508

507

506

505

503

502

501

500

499

498

495

494

493

492

491

490

489

488

487

485

484

482

481 480

479

478

477

476

475

474

473

472

471

470

469

468

467

465

464

463

462

461

458

457

455

453

452

451

450

449

448

447

446

444

443

442

440

439

438

437

436

433

432

431

430

429

428

427

426

425

423

422

421

420

419

418

417

416

415

413

412

411

410

409

408

406

405

403

402

401

399

398

397

396

395

392

391

390

389

388

387

386

385

384

383

382

381

380

379

378

377

376

375

374

373

371

370

369

368

366

365

363

362

361

359

358

356355

354

353

352

351

350349

348

347

346

345

344

343

342

340

339

338

337

336

335

334

333

332

331

330

329

328

327

326

325

324

323

322

321

320

319318

317

316315

313

312

311

309

308

307

306

305

304

303

301

300

299

297

295

294

293

292291

290

289

288

287

286

285

284

282

281

280

279

278

277

276

275

274

273

272

271

270

269

268

267

266

265

264

263

262

261

259

258

257

256

254

253

252

251

250

249

247

246

245

244

243

241

240

239

238

236

235

234

233232

231

230

229

228

226

224

223

222

221

220 219

218

217

216

214

213

212

211

210

209

208

207

206

205

204

201

199

198

197

196

195

194

193

192

191

190

188

187

184

183

181

180

179177

176

174

173

172

170

169

168

167

165

164

163

162

161

160

158

156

155

153

152150

149

148

146

145

142

141

140

138

137

136

135

134

133

132

131

130

129

128

127

126

125

124

123

122

121

120

117

116

115

113

112

111

110

109

108

106

105

104103

102

101

100

098

097

096

094

093

092

091

089

088

087

086

085

084

083

082

081

079

078

077

076

075072

071

070

069

068

067

066

065

060

059

058 055

054

053

052

051

050

049

048

047

046

045

044

043

042

041

040

039

037

036

035034

033

032

031

030

029

028

027

025

024

023

022

021

020

019

018

017

016

015

014

012

010

009

008

007

006

005

004

003

001

(Courtesy of Madeleine Taylor)

“Small World” Reach – By bringing together novel combinations of people and reaching across bridges to other networks.

More Rapid Growth – Networks can quickly add relationships and bridges to other networks.

More Rapid Diffusion – Through these relationships and bridges.

Greater Resilience – Nodes quickly reorganize around disruptions or bottlenecks.

Greater Adaptability – Networks evolve and regroup with relative ease.


Anatomy of Network Relationships

LinkNode Node

What Flows Through It (Sources of Value

to Members)•Connections•Knowledge

•Competencies•Resources

What Makes It Work•Trust

•Reciprocity•Diversity

•Complementarity


“Trust is the glue that holds networks together.”

• Trust is built by:

– Increasing the bandwidth of information that flows between nodes

– Experiencing reciprocity

Trust is personal.

Trust is the core network asset.


Different Types of Networks



Allow easy flow of information and

relationships

Develop and spread a shared

point of view

Foster joint action for specialized

outcomes



Feature Connecting Aligning Producing

Value Proposition

I can connect faster to many other people

I can build a sense of shared identity and purpose

I can produce desired outcomes more effectively

Role of Network Builder

Weaving—helping people meet each other, increase ease of sharing and searching for information

Facilitating—helping people to explore potential shared identity and value propositions

Coordinating—helping people plan and implement collaborative actions


Networks Can Focus On Many Different Outcomes

• Learning – Create and spread new knowledge

• Advocacy – Advocate for particular policies

• Innovation – Innovate to solve social problems

• Branding – Marketing, communications and shared branding


Key Enabling Infrastructure By Type of Network

Type of NetworkConnecting Aligning Producing

• Members-only Web site with networking tools

• Meeting planning & facilitation

• Shared calendaring

• “Opt In” learning processes

• Member input systems

• Collaborative work processes + Web site

• Capacity to analyze, compare, and synthesize frameworks, definitions, etc.

• Formal decision-making processes to “endorse” alignment mechanisms (e.g., standards)

• Capacity to negotiate production agreements among members

• Project management and project budgeting capacity

• Formal governance of all producers

• Performance accountability mechanisms

• Pricing and marketing capacity

• Sales, fulfillment, & financial management


Typical Features of Successful Networks

• Identity. There is a clear and common “identity” associated with the network – the members share a common purpose. This identity creates a predisposition to trust other members of the network.

• Reciprocity. Network members engage in reciprocity – they both give and they get – and there are clear rules about member transactions.

• Member Leadership. The bulk of the work is done by the members. Nothing is done without it being led by network champions.

• Value. Members see the network as adding real value to the accomplishment of their aspirations.

• Facilitation. The network is facilitated by a low-ego, high performance “broker” or “facilitator” who the members personally trust.

• Infrastructure. There is a well-functioning network support infrastructure in place.


Network Management Overview


Functions of a Network Management System

Network Design

• Purpose• Type

Connecting Aligning Producing

• Activities• Members• Staff Support• Funding

Organizations that are managing multiple networks and continuously developing new networks need to develop a network management system that carries out the following functions.

Member Management

• Member recruitment

• Member on boarding

• Member-to-member relationship building

• Member communications

Network Support

• Content framing• Meeting design• Meeting facilitation• Connecting to

experts• Coordination of

activities• Project

management

Network Monitoring

• Member surveys• Corrective action

strategies• Reporting to

members• Reporting to

funders


Some Roles in Network Management

Organizing Establishes purpose and value propositions of the network. Establishes first members of network and connects them to each other. Attracts initial resources for the network.

Weaving Works to increase connections among nodes, both the number of links and the bandwidth quality of links. Also may focus on growing the network by connecting to new nodes.

Funder Provides initial and ongoing resources for organizing the network, supporting development of connections, alignment, and production, and coordination for the network. May play role of initial organizer of network

Facilitating Helps network members to establish collective value proposition and negotiate collective action plans for production.

Coordinating Helps nodes to undertake collective action for production, by ensuring the flow of necessary information and other resources, development and implementation of agreements among nodes.

Coaching Advises organizers, weavers, facilitators, and coordinators about how best to perform their roles in building networks.

Stewardship Informally helps to build the network, but as a member of the network, not as a formal position-role within the network

(The same person can play many of these roles.)


Typical Network Coordinator Functions

Network Development

• Support network goal setting and the development of plans • Monitor and promote progress with network plans • Maintain Network member database • Identify opportunities to create and strengthen network connections

(network weaving) • Orient new members (including coaching on healthy network practices)

Internal Communications

• Organize, convene, and schedule network meetings (develop agendas, assist with goal setting, minutes recorded and shared)

• Provide written updates and reports of all activities to Network members on a regular basis

• Maintain network online capacities (Directory, Web site, etc.)

External Communications

• Respond to all requests for updates and reports from funders • Serve as liaison with other organizations and networks to promote

coordination of efforts. • Promote activities and goals of the Network and those of its members

Network Research/Data Collection

• Facilitate data collection necessary for assessing and evaluating network health and effectiveness of network activities

• Support creation of white papers/ reports

Network Finances

• Review and monitor budget • Identify and pursue funding opportunities


Weaver Roles

• “Weavers” act like brokers – connecting players together; keeping their ears to the ground; fixing problems; helping members maximize the value they receive

• Weavers need to both know about network building, and have standing in the content area of the network


Weavers Increase & Manage Connectivity

• Who’s connected to whom? Who’s not connected but should be?

• Where are the hubs and brokers? How can we assist them?

• Where are the bottlenecks? Can we eliminate them?

• Are new connections forming? Clusters emerging? Collaborations advancing ?

• Where are the network’s resources? Are they effectively used?

• How is the network evolving and what are the implications?


Facilitation is a Key Skill

• The job of the facilitator is to make it easy for the members to make connections and get value out of the network.

• It requires a combination of “low ego” (let the members lead and decide) and “high expectations” (don’t let anyone waste other people’s time)

• It requires understanding the content area; asking and listening closely to member needs; and shaping opportunities for action that are easy to say “yes” or “no” to.


A Few Facilitation Tips (from the wounded in action!)

• Know the members and get their trust

• Prep obsessively

• Always have an agenda and clear outcomes in mind

• Always end the meeting on time

• Whenever possible, force every participant to say something (roll call)

• Shape action propositions

• If no one leads, don’t push

• Line up champions in advance

• Write coherent and succinct notes

• Follow up promptly

• Check in often


Network Design


Network Design Questions

1. What kind of network do you want to build?

2. What is the “value proposition” that attracts people to participate?

3. What is the initial membership?

4. How should the network be governed?

5. What should the network structure be?

6. How will the network be funded?

7. What are the operating principles?

8. Who will build the network?

9. How will you evaluate the network?


1 – What Kind of Network?

• Networks typically evolve through stages – from connecting to aligning to co-producing. This evolution takes time.

• You need to take time to really clarify what the purpose of the network is – especially to articulate the core hypotheses you want to test

• Match the type of network to the purpose


2 – What is the Value Proposition?

Funders often:

•Overestimate the power of their value proposition to attract members to a network.

•Rush development and skip necessary steps in network building (especially connectivity and alignment).

•Don’t recognize the full costs of network development.

•Become the controlling hub rather

than an enabler.

“Networks that are formed as the result of

external, especially donor-driven, impetuses are less sustainable in

the long run than networks that evolve

organically out of existing partnerships.”

Beware of funding as a core value proposition!


2 – What Is the Value Proposition?

• The value proposition needs to be clearly focused on how the benefits from network participation outweigh the costs of participation

• The network builder needs to take the time to fully explore and vet the value proposition with potential members

“If there’s no value, people will start to exit. It’s a self-regulating system.”

(Bill Traynor, Lawrence Community Works)


Sources of Network Value

Sharing connections

Sharing knowledge

Sharing competencies

Sharing resources


3 – Who are the Network Members?

• Networks can be “open” or “closed” – Production networks are typically “closed”

• Ultimately, a member is an individual, not an organization. Continuity of participation is important to build social capital.

• There can be different categories of members (core; affiliate; peripheral; etc.)


Some Criteria for Membership

• Shared commitment to the network purpose

• Expertise or competence in key content areas

• Connections that matter

• Capacity to collaborate

• Being a good “network citizen”


4 – How Will the Network be Governed?

Who decides?•Steering group•All members•Elected members•Other arrangements

What is decided?•Purpose•Objectives/goals•Values & beliefs•Membership criteria•Member responsibilities•Plans and strategies•Distribution of resources

How is it decided?•By outsiders•By consensus•By democratic vote•By action (emergence)


5 – What Will the Structure Be?


6 – How Will the Network Be Funded?

• Operating grants

• Member fees

• Project fund raising

• Volunteer time and sweat equity


7 – What Are the Operating Principles?

• Make the network do the work.– Minimize “delegation” opportunities

• Let connections flow to value.

• Let variation create unplanned opportunities.

• Keep plans flexible.


8 – Who Will Build the Network?

Some Different Roles of Network Builders

Organizer Establish purpose and value proposition; connect first nodes; attract initial resources.

Funder Provide initial and growth resources.

Weaver Increase connections among nodes; connect to new nodes.

Facilitator & Coordinator

Help establish shared value proposition; negotiate action plans for production; coordinate production.

Coach Advise organizers, weavers, facilitators and coordinators.


Network Evaluation


Network Evaluation

• Assess for multiple dimensions:– Connectivity (What flows? Between whom? How

well?)

– Network health (membership; involvement; diversity; unplanned benefits; financial health)

– Outcomes (what was produced; at what quality levels; at what cost)

• Focus on member value – avoid being funder-centric

• Build in the assessment design early• Use network mapping for visual display


USDN Network Evaluation

43

• Annual Network Connectivity Mappingo Density of network connectionso Depth of the connections (i.e. sharing or collaborating?)

• Score Card for Member Participation in Network Activities and Contribution to Network Value Creation

• Annual survey of members on:o New contacts and relationships with sustainability directorso Ideas and practices adopted because of USDN participationo Progress made in addressing key challengeso Satisfaction with USDNo Effectiveness of USDN activities


Evaluation Through Network Mapping

Year Avg # Ties

2009 8

2010 19

2011 26

2009

2010

2011


Who Is Accountable for Network Performance?

• All Members

• All Groups

• Group Chairs

• Steering Comm.

• Coordinator


USDN Feedback on Network Value


Persistence Pays Off!

1 c40 network management © 2012 by innovation network for communities. all rights reserved....

Documents