Hints and tips short guide
"How to establish and maintain a network"
Here you'll find a collection of practical orientated hints and tips concerning following aspects of working in networks:
- Partners and stakeholders
- Cause and purpose
- Characteristic of networks
- Steering and controlling
- Duration and intensity
- Character of the network/relationship within the network
- Conditions
1. Partners and stakeholders
Involve key stakeholders to ensure that they have an overview of local issues in relation to needs and problems
Keep the network small to the optimal size (at least at the beginning)
As a general rule, the decision-making body should not consist of more than 12 members
Invite a good mix of people (specialists, generalists, experts, idealists, communicators, innovators etc.)
To involve appropriate movers, drivers, motivators from key partner organizations where appropriate
Membership needs to be at the appropriate knowledge level for the issues to be addressed
Everyone who is involved must recognize the added value, must benefit from attending
Members should be aware of conflicting interests, everyone must work towards the common interests
Competitors must work for the common cause
Where possible to make membership voluntary
The first contact should be face to face
Flexible structure to allow new thinking and to refresh membership
Clarify official and assigned functions/roles
2. Cause and purpose
Members need to exchange information about interests, expectations and background to help the group to bond and establish a common ground
People need to personally identify with the ideas and goals of the network and be motivated to be involved and take ownership
Network must have clear terms of references
Network members need to agree on the purpose and have a clear mission statement
Network must have achievable, specific and real aims
Network need to define and agree on milestones
It might be better to have short-term, easy goals to start with for early successes
There must be noticeable added value for all participating members
Don't be too ambitious initially
Agree on where the network fits into the wider picture (i.e. top down or bottom up) strategic or grass routes
Participation could also be a process of empowering citizens. This gives credibility and legitimises the initiatives
Understand where each partner is coming from (recognise different starting points)
3. Characteristic of networks
Professional and/or personal trust and respect should underpin work of the network
If appropriate agree the lifespan of the network
Clear rules and regulations of the network, with an agreed code of conduct
The network needs to be flexible to be able to adapt to changes
Members need to be committed
High standards of inputs
Clear and commonly agreed strategy
Have a work plan every one agrees
Flexible agenda to share relevant information
Consistent attendance
Transparency, open-mindedness, voluntary participation, a perception of added value
Institutionalising/formalising partnerships may help mainstreaming and sustainability
Be aware of the different types of network framework/structures and try to select the one that best matches your needs
4. Steering and Controlling
Clear leadership and cordinated management function must be established
As structured as necessary as flexible as possible
Maintain the structure if appropriate
Network members must have a clear understanding of roles and responsibilities and each others skills
Don't promise what you can't do
Set dates for future meetings well in advance so people can get them booked in their diaries
Be as democratic as possible
To be prepared to make decisions within appropriate timescales
Leadership needs to have a strategy
If possible have an impartial coordinator
There is no one right instrument or method for running a network, be prepared to adapt them to your needs and circumstances
It could be useful to set up temporary mediation systems where there is potential for conflict
Keep checking all participating members are ok with the direction/progress and feel involved [may need to be done at an individual level]
Ability to share/make accessible the required information effectively
System of self-evaluation to continually check if the partnership remains true to its basic values and original purposes
Clear mechanism for involving new members and replacing leaving members
Internal organisational structure should consist of an executive and decision-making level
5. Duration and intensity
Agree how often the network needs to meet and how long the meeting will take
Agree on the format of the network
6. Character of the network/relationship within the network
Treat all members as equal
Commitment of members needs to be clearly demonstrated
Balance of give and take needs to be established
Respond to feedback where appropriate
Flexibility to be able to delegate authority/tasks to sub-groups (!!! Sub-groups - plenary)
Clear communication and commitment within the structure
Using member skills and competencies effectively
Good and well balanced flow of communication and information internally and externally
Ensure through feedback/evaluation/monitoring adoption to required changes
Have face to face meeting whenever possible
Make effective use of communication tools available (i.e. I.C.T.)
Funding influences the development of the network (process-orientated, service-orientated)
Spread the risk e.g. sharing responsibilities, tasks amongst members
An understanding of the theory of human interaction and group dynamics can be helpful
Active involvement of all partners is necessary and should be encouraged, make sure that the democratic process is active
Don't under-estimate the value of face-to-face [1:1] meetings
Put words into practice! Balance talk with action
Structure follows strategy
Everyone has a common understanding of what success is
7. Conditions/there is a need for:
Reliable funding, especially for management functions as required
Reliable human resources
Personal contact to decision-makers is very helpful
An understanding of the dicision-making process and power
A good communication strategy (internal and external)
Clearly agreed expectations
Reflection on process and operations
A good balance between output and input
Recognition of existing and potential conflicts, problems, obstacles, personal interests and competition
Minutes of meetings and action points with responsibilities and timescales/deadlines
Mainstreaming results depends on direct access to information and decision-makers, and on the capacity of people to evaluate the actions and disseminate them
Skills audit or the partnership to identify each partner's contribution and to identify gaps
Innovation will take time to be mainstreamed: do not judge the outcomes of projects too soon! The more innovative a project is, often the longer it takes
Small projects are often more innovative but have less impact
Network roles must be very clearly defined to achieve success
Slow down the world because speed increases exclusion. Take time to listen.
Ensure each partner completes each stage of the development project before moving on to the next
Greater achievement may be found in the process rather than the end product
Evaluate the process at each stage, inform and communicate the results to transmit the heritage and ensure the progression of the project over time
Clear and transparent system of selection and providing feedback - this is a two-way process to improve accountability and inclusiveness
Create room to find solutions to problems
Define a strategy for the presentation of the results outwards
Create engagement and obligation
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