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Building Collaborative Capacity for Policy Change
This document discusses building collaborative networks for policy change. It begins by outlining how networks have replaced hierarchies as the dominant model for productivity. Networks are more efficient and innovative as they allow for linking and leveraging of assets. The document then discusses how networks must be built deliberately through activities like introductions and relationship building. A case study of a food industry network in Ohio called ACEnet is provided, outlining how it progressed from scattered fragments to a multi-hub network through deliberate efforts. Characteristics of effective policy networks are provided, and the concept of "strategic doing" is introduced as a way to think and act strategically in open networks.
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Building Collaborative Capacity for Policy Change
- 1. Building Collaborative Capacityfor Policy Change Scott Hutcheson Rural Policy Leadership Institute Energizing the Rural Policy Voice April 8-10, 2013
- 10. Key Themes forTonight What’s Changed? The Power of Networks Story of Network Development Characteristics of Effective Policy Networks Building Collaborative Networks Using Strategic Doing
- 11. Our World ofOur Grandparents First Curve – Prosperity & productivity driven by vertical hierarchies Prosperity occurred at a rate the world had never before experienced
- 12. The S CurveCaught Up with Our Grandparents Source: Ed Morrison, Distributed under a Creative Commons 3.0 license.
- 13. The 1st and2nd Curves Second Curve: Productivity is Driven By Networks First Curve: Productivity was Driven By Hierarchies Source: Ed Morrison, Distributed under a Creative Commons 3.0 license.
- 14. The “2nd Curve”Is Where Our Grandchildren Will Find Success
- 15. Changing Models forGetting Things Done 1928 2011 Fewer than 60 all working Over 1,750 hardly any working for Warner Brothers for Warner Brothers
- 16. Changing Models forGetting Things Done
- 17. Changing Models forGetting Things Done? Philanthropy Townships Workforce Economic Development Social Service Cities/Towns Healthcare Counties Feds State Higher Education Public Safety Education Agriculture 17
- 18. Successful Communities & OrganizationsAre Getting Things Done in New & Different Ways They are moving from hierarchies to networks
- 19. We Building Capacityby Building Networks Effective organizations are built on connections. Better connections mean better opportunities.
- 20. Two Components ofa Network Nodes Links People, groups, Relationships, or organizations flows, or transactions
- 21. The Power ofNetworks: Networks Make Us Smarter
- 22. The Power ofNetworks: Networks Are Efficient 20 people in a network each contributing 1 hour per week to advancing the network’s agenda equals a .5 FTE professional
- 23. The Power ofNetworks: Networks Make Our Work More Valuable The value of a network is far greater than the sum of its parts.
- 24.
- 26. The Power ofNetworks: Networks Make Our Work More Valuable Linking & Leveraging Assets
- 31. Linking & LeveragingYOUR Assets Your networks Your skills Your knowledge Your experiences You passions
- 32. The Power ofNetworks: Networks Allow Us to Innovate Trust Co-Creation Co-Execution Turf Sharing Resources Sharing Information Mutual Awareness Acknowledgment Exploration Cooperation Collaboration Innovation TIME The Social Innovation Continuum Adapted from Collaboration Continuum from ACT for Youth
- 33. Networks Are BuiltDeliberately Just because your organization has the word “network” in its name, doesn’t mean it functions like a network
- 34. Network Must BeBuilt Deliberately: Exercise • Exchange contact information with someone you do not know (or know well) • Find one thing you have in common • Decide on a follow- up activity – phone call – information exchange – introduction to third party
- 35. Networks Must BeBuilt Deliberately: Seven Levels of Network Weaving 1. Introducing A and B in person and offering a collaboration opportunity to get A and B started in a successful partnership. 2. Introducing A and B in person and contacting A and B afterward to nurture the connection. 3. Introducing A and B in person. 4. Doing a conference call introduction of A and B 5. Doing an email introduction of A and B 6. Suggesting to A that A should talk with B and then contacting B to let B know to expect a call from A 7. Suggesting to A that A should talk with B
- 36. Networks Require ANew Set of Skills NEW NETWORK LEADER ROLE RESPONSIBILITIES Convener Maintains the civic spaces Connector Links people and other assets Civic Entrepreneur Sees new opportunities Guide Maps a complex process Strategist Reveals larger patterns Knowledge Keeper Distills face-to-face conversations into key points and patterns Web 2.0 Maven Applies Web 2.0 power tools
- 37. Success Story: HowACEnet Built a Network ACEnet provides a wide range of assistance to food, wood, and technology entrepreneurs in 29 counties of Appalachian Ohio Building Smart Communities through Network Weaving by Valdis Krebs and June Holley
- 38. Stages of NetworkDevelopment ACEnet Success Story Had a hunch that there was the potential for a network of tomato producers. Mapped the network by asking existing and emerging food professionals three questions: From whom do you get new ideas that benefit your work? From whom do you access expertise that improves your operations? With whom do you collaborate?
- 39. They Found itWas a Network of “Scattered Fragments”
- 40. Decided to Investin a Kitchen Incubator as a Network “Hub” Kitchen Incubator became a hub for restaurateurs and farmers
- 41. Mapped the NetworkAgain and Found that a “Hub & Spokes” Network Had Emerged
- 42. Additional Activity Beganto Emerge Farmers Market Outdoor Café Restaurant Association
- 43. Mapped the NetworkAgain and Found a “Multi-Hub” Pattern Had Emerged
- 44. Network Began toMake Connections Outside the Region Resulting in a “Core & Periphery” Network
- 45. Your Network Whatphase is it in? Scattered Fragments Hub & Spokes Multi-Hub Core & Periphery What could you do to take it to the next level?
- 46. Successful Policy Networksare… Diverse – involving the public sector, private sector, nonprofits Open & Flexible – adaptive to constantly changing environments and always open to new participants Fast – well equipped to identify issues, outline a vision, options, and action plans, launch concrete actions Streck, C. (2002). Global public policy networks as coalitions for change. In Esty and Ivanova (eds.), Global Environmental Governance: Options and Opportunities.
- 47. Policy Networks Scope Direction National Policy Top Down Statewide Policy Bottom Up Regional Policy Concentric Circles Local Policy Types Public Policy Institutional Policy
- 48. Building Collaborative Networks withStrategic Doing Strategic Doing enables people in loosely joined, open networks to think and act strategically. Instead of broad visions, they pursue measurable strategic outcomes. Instead of focusing on problems and deficits, they define new opportunities by connecting their assets. Instead of looking for a visionary leader, they recognize that leadership in open networks is a shared responsibility.
- 49. A Strategy AnswersTwo Questions 49
- 50. Strategic Doing: FourQuestions
- 51. Strategies Emerge from“Learning by Doing” Strategic Planning Strategic Doing
- 52. Simple, But NotEasy.. Mastery Requires Practice 52
- 53. Like Kayaking inthe Ocean: Adjusting to Dynamic Conditions
- 55. Thank You Scott Hutcheson AssistantDirector Purdue Center for Regional Development Purdue Extension Economic & Community Development 765-479-7704 hutcheson@purdue.edu