1.FEBRUARY 15, 2012The Promise and Perils of Supporting andEvaluating Network Formation andDevelopmentA Leadership Learning Community WebinarKim Ammann Howard, BTW informing changeMelanie Moore, See ChangeClaire Reinelt, Leadership Learning Community

2. Objectives Better understanding of some of the opportunities and challenges of network formation and development Questions to ask and strategies to use for evaluating network formation and development1 3. Patterns of Network Growth Scattered Clusters Hub-and-SpokeMulti-HubCore PeripheryTimeWhere most network-building beginsSelf-sustaining networkValdis Krebs and June Holley. Building Smart Communities through Network Weaving. 2006. 2 4. Networks for CollectiveAction5 5. Do Networks Lead to Collective Action? Assumption: Linking organizations with similar visions and missions willamplify their effectiveness For example: Building a citywide racial justice agenda Broadening constituency of environmental movement in state3 6. What Gets in the Way of Collective Action? Lack of clarity about purpose ofnetworkWhat do you want us to do? Lack of capacity for collaboration anduneven capacity across networkmembers Lack of a sense of urgency to work ata collective level4 7. What Supports Collective Action? Network management is essentialsomeone needs to have the bigpicture in mind Other strategies complement network action, such as commissionedresearch, communications and leveraging relationships Trust/relationship building is facilitative, but not alwaysessential Political momentsthe spark that ignitescollective action5 8. What Questions Should Evaluators AskAbout Networks & Collective Action? Are network participants at similar levels of capacity for collaboration? Is there a motivating political moment for a network to respond to? Is organizational or network-level capacity building occurring? Are theseacceptable outcomes? What is the source and quality of network leadership and coordination? Issomeone driving the train? What other funded activities complement the networks work?6 9. Networks to PromoteCommunity Health10 10. Networking for Community Health Core Improveprojectcapacity ofgrants Build and maintain individualpartnershipsclinics and LearningpartnerImprovecommunityorganizations community health Enhance FlexibleDevelopcollectivemini-grants Collect andleaderscapacity of use data the networkCustomizedand broader technicalcommunityassistanceA project of Tides and TheCalifornia Endowment7 11. Types of NetworksTight-KnitOrganizationBroader Community OrganizationClinicHub-and-SpokeOrganization Organization OrganizationOrganizationCommunityOrganization memberClinicClinicCommunityOrganization member OrganizationOrganization Organization8 12. Key Drivers for Evaluation Pilot to cultivate innovation forspecific health issues and context Information for learning, reflectionand application for funder,grantees and others involved Document what happened andimpact for broad sharing9 13. Evaluating Networks Complex, dynamic and porous nature of networks Similarities and differences among network projects Networks as part of a greater whole Networks as a strategy and impact Different ways of knowing and telling10 14. Formation & Cultivation of Networks Network capacity assessment Funding distribution Flexible design and supports Availability of external assistance Informing support of networkdevelopment9 15. Designing for NetworkEmergence16 16. Designing for Network Emergence: The Barr Fellowship Recognize and rejuvenate seasoned executive directors in Greater Bostons nonprofit sector Enhance distributed leadership and capacity at Fellows organizations Cultivate a network of place-based, cross-sectoral nonprofit leaders11 17. Desired Network Outcomes Authentic and honest relationships among fellows Greater sharing of ideas, advice seeking, personal support and collaboration among members of the network that benefits the community Increased social capital that spurs innovation and transforms the DNA of the social sector in the City of Boston12 18. The Barr Fellowship Network has taken 56years (understandably) to bear fruit andcreate the scale of projects and the level ofcollaboration to have real impact for lots ofpeople. Weve done some one-off thingstogether on a limited scale affecting hundredsof people, now we are starting to do thingsthat are affecting thousands of people.Thescale of the network, and the time and moneyinvested in it are the key points. The hypothesisis that it takes time, consistency, and a realcommitment to make this a potent networkthat produces results for large numbers ofpeople. That does not happen overnight.16 19. Network Evaluation: Mapping Connections and Telling Collaboration Stories Connections Thought leadership Working partnership Personal support13 20. Thought Leadership This person has introduced me to ideas and perspectives that have broadened my thinking in valuable ways. 2005 2007 2009 2011Map prepared by Patti Anklam14 21. Working Partnership This person has helped me accomplish work-related tasks. Showing reciprocal ties onlyMargarita (two-way mentions) MunizAcademyBoston PromiseHealth & Human ServicesArts & CultureEnvironmentEducationYouthImmigration HousingMap prepared by Patti Anklam15 22. Parting Advice on Designing for Network Emergence Create an environment where leaders can build trustwith each other over time Provide strategic facilitation and resources to supportideas to mature to scale Map the evolution of the network, and tell collaborationstories publicly17 23. Network Evaluation Resources Next Generation Network Evaluation: Scans the current field of network monitoring and evaluation with the goal of identifying where progress has been made and where further work is still needed. Innovations for Scaling Impact and Keystone Accountability, June 2010. http://www.scalingimpact.net/files/IDRC_Network_IPARL_Paper_Final_0.pdf Network Health Scorecard: Developed by Madeline Taylor and Peter Plastrik, focuses on key aspects of any network: purpose, performance, operations, and capacity. Its designed for group usenetwork members answer each question and then discuss their answersor on your own http://bit.ly/zFoMCU June Holley, Network Weavers Handbook. Practical guide with hundreds of practical tools for building strong networks, including the network weavers checklist http://www.networkweaver.com/ Network Effectiveness - Diagnostic and Development Tool: This is a tool for assessing the health of a network and is intended for use by individuals working within or through social change networks. It was developed by the Monitor Institute. http://www.slideshare.net/workingwikily/healthy-networks-diagnostic19 24. Network Evaluation Resources (contd) Social Network Analysis and the Evaluation of Leadership Networks This paper offers a framework for conceptualizing different types of leadership networks and uses case examples to identify outcomes typically associated with each type of network. Core social network concepts are introduced and explained to illuminate the value of SNA as an evaluation and capacity-building tool. Written by Claire Reinelt and Bruce Hoppe. http://link-to- results.com/index.php?option=com_content&view=category&layout=blog&id=48&Itemid=55 Catalyzing Networks for Social Change: Developed by Diana Scearce and the Monitor Institute in collaboration with Grantmakers for Effective Organizations. Focuses on how to assess and learn about network impact. http://www.geofunders.org/home.aspx Networks that Work: A Practitioners Guide to Managing Networked Action by Paul Vandeventer, President & CEO, Community Partners and Myrna Mandell, Ph.D. This guide covers a range of issues to consider before you decide to create a network, as you create a network and while you pursue networked action. It includes case studies, checklists and questions, samples of materials, Web links and a list of other available resources. http://www.communitypartners.org/networks/20 25. Contact Information Kim Ammann Howard, BTW informing change 510.665.6100 | kahoward@btw.informingchange.com Melanie Moore, See Change 415.558.8662 | melanie@seechangeevaluation.com Claire Reinelt, Leadership Learning Community 781.863.0435 | claire@leadershiplearning.org18