Networking Toolkit - Better Care Network

Build solidarityNetworks often build a sense of solidarity amongst people working ina similar field. It helps to know that one is not alone, and that thereare others working on similar problems. This can boost morale aswell as lifting one’s courage to tackle difficult issues.Solidarity meanshaving a sense oftogetherness whenyou are working on aproblem that affectsmany people. Cooperation meansworking together withothers in a positive,supportive way.“Networking meanscreating synergy –therefore we canbe moreeffective”CINDI Network memberCreate opportunities for cooperationNetworks often open up opportunities for working together. Forexample, someone may wish to pass on an important point to anational body, but does not have the time or money to participate inthat meeting. They may pass on this information through anothernetwork member who is attending the meeting.1.4 The value of networkingNetworks are beneficial because theyhelp us to achieve together what wecannot do alone.Here are some of the benefits ofnetworking:“I always gainsomething when Icome to theCINDI Networkmeetings –whether it’slearning somethingnew, getting anidea, or meetingsomeone doingsimilar work”CINDI Network member Sharing resources, such asvenues, materials, transport and equipmentSharing the load of the workIncreasing the impact of our work by reaching a greater number ofpeople with a wider range of projectsEncouraging synergy (people working together effectively)Strengthening advocacy to achieve a greater influence on othersBroadening understanding by bringing together different groupsExchanging information, ideas, lessons, experience and skillsMobilising financial resources and increasing opportunities forfundingEquitable distribution of gifts in kind (eg blankets, clothing)14Section 1 – What is Networking?

Tip: Sharing materialsIt is a good idea to clarify how materials may be used by members of thenetwork. This also relates to ownership of materials produced together bymembers for the network. CINDI believes in not having any copyright on itsmaterials. Some CINDI members choose not to copyright their materials,while others rely on the income from their materials and so prefer to havethem copyrighted. This is a decision to be taken together, depending on theaims of the network.The CINDI Journey: The value of networkingA CINDI member from Matthew 25, met a social worker from theCerebral Palsy Association (CPA) at a CINDI Network meeting. Inthe course of their conversation they talked about a child they knewwith Cerebral Palsy. The child was living with her grandmother andwas in need of a wheelchair. The CPA social worker arranged toaccompany Matthew 25 staff to see the child. She also organized forbetter quality nappies at a better price to be delivered regularly forthe child.The CPA physiotherapist arranged for the child to receive a newwheelchair better suited to her needs. The Matthew 25 staff took thechild and her grandmother to an event at a local shopping centre toreceive the wheelchair. At the event they met members of the localRound Table, who expressed a willingness to help. As a result,clothing and food parcels have been delivered to the family.“Grab everyopportunity you canto learn fromothers”CINDI Network member“Don’t try to reinventthe wheel. Networkingsaves time”CINDI Network member“Think sharing all thetime, and then think itagain! Share, share andshare some more. Begenerous.”CINDI Network office15Networking Toolkit

Tool 2: “Dreaming about networking”Try this in your network group:This is your chance to engage in some creative dreaming! On small circular coloured cards, write some ideas on what you wouldhope to gain from starting a network with other organisations who areinvolved in similar work. Write one idea per card. These are your“dream bubbles”. Stick your dream bubbles up on a joint board. Talk about your ideas as you pin them to the board. Cluster the ideas together into common themes, and discuss thesethemes in your network group.1.5 Challenges of networkingNetworking can be very rewarding. But it can also be quite challenging andfrustrating, especially since it usually involves multiple relationshipsbetween people. This section describes some of the things that the CINDINetwork has struggled with and challenges that are common to manynetworks. These challenges include thefollowing: “As a network member,we need to find a goodbalance between givingand taking”CINDI Network memberMission of the networkOne of the key challenges ofnetworking is agreeing on andmaintaining a specific focus,direction or scope. The network may end up confusing its purposewith the work of members or even other networks. This may becomplicated by having: a diverse range of members with different needs and interestspeople and organisations with particular interests and passionswhich they would like to follow16Section 1 – What is Networking?

difficulties in defining what the network should be doing andwhat is the responsibility and “territory” of membersdealing with “borderline” types of projects which could bedescribed as inside or outside of the scope of the networkThe CINDI Journey: Mission of the networkAs the CINDI Network grew in reputation, it started receiving moreinterest from donors and more requests for work. One of themembers felt that the network was starting to take on work thatshould have been under the domain of the members. It was said thatCINDI should not be doing “service delivery”. It was argued that thenetwork existed to support members to be more effective in doingtheir own service delivery. A debate followed about what was meantby service delivery. Eventually it was agreed that the CINDI Networkwould only help its members to do its work with children moreeffectively, and not work directly with children. (You can readmore about CINDI’s mission in the next section.)This will remain an ongoing tension in the CINDI Network, and itwill be important to keep the debate open about what is meant by“service delivery” versus capacitating members to do their work. Network coordinationNetworks involve a lot of work. Many networks stop functioningbecause of not having a professional, paid coordinator. Others failbecause the network coordinator is not given a clear role and does notknow how to keep the network going.The CINDI Journey: CoordinationThe CINDI Network decided early on to employ full time paid staffmembers to coordinate the Network. This helped the Network toreach its goals. Network relationshipsNetworking is essentially about relationships between people, andthis always brings challenges. Conflict is an inevitable part ofrelationships. Working together in stressful contexts also increasesthe likelihood of conflict. There may also be difficult people in thenetwork who demand a lot of from others. There may be17Networking Toolkit

misunderstandings between people. Some people may feel that theyare on the outside of the network and may feel excluded in certaindecisions. Constructive relationships rely on good communicationbetween people and this is one of the main ways of ensuring thatnetwork relationships do not become unhealthy or destructive.Section 7 deals with this challenge. “There is a danger thatlittle cliques develop inthe network”CINDI Network memberSustaining CommitmentUsually people are enthusiastic about starting networks, but it isoften hard to sustain commitment. People may only come to certainmeetings that they feel benefit them directly. Often the work of thenetwork ends up resting on a few of the members. Some membersmay become “silent partners” who do not contribute much. This maybe because they are too busy, too focused on their own work, nervousto make mistakes, or anxious about raising sensitive issues. They mayalso withdraw their comments if they do not agree with a directionthat the network is taking.The CINDI Journey: Sustaining CommitmentCINDI allows for the ebb and flow of Members and maintainscontinuity through the Network Office staff. “Networks have tobeware of justabsorbing the smallorganisations”CINDI Network memberCompetition between network membersNetwork members may have overlapping interests, such as funding,partner communities and a specialist focus. When members worktogether more closely, they may experience what another member isdoing as a threat. Once again, good communication and clear roledefinitions are essential to avoid competition between networkmembers.The CINDI Journey: CompetitionCINDI finds that keeping a focus on the interests of the child oftenhelps Members to move beyond conflicts. RigiditySometimes networks can experience problems when they become toorigid. It is important for a network to stay focused on the goals of thenetwork, while being flexible to handle change and newopportunities, through regular consultation with the members.18Section 1 – What is Networking?

Time involved in networkingSometimes people complain that networking takes alot of time. This includes time to attend meetings, sortout relationship tensions, manage the networkresources, visit one another’s projects, participate injoint fundraising etc. This becomes a problem whenpeople feel that they are putting more into a networkthan what they are getting out.“Being part of anetwork can be allconsuming. Youshouldn’t take onmore than you canachieve - trying todo it all can be toomuch”CINDI Network memberTool 3: “The Challenges of Networking”Try this in your network groups: Using the list of ideas generated earlier as benefits of networking, writedown on colour cards some of your “buts” - concerns and fears aboutnetworking.Collect these cards together, and cluster them together on a board.Discuss the general themes that emerge from these clusters.If time allows, break into smaller groups, each tackling one of theclusters of concerns. In these small groups to work out:o what is the underlying or core issue behind this cluster’s concern?o how could this concern be effectively managed?19Networking Toolkit

1.6 To form a network or notThe difficult decision about whether or not to start a network can only bemade by those directly involved in the process. However, here are some tipsand tools to help you make the decision:Tip: Should we form a network?One of the simplest ways of starting a network is to set up a meeting to invitepeople who are interested in the idea of starting a network to discuss thepossibilities. At this stage the decision will need to be taken about whether tohave an open meeting with many people, or a small meeting with a few people. Itmight be easier to start with fewer people, without actually limiting theparticipation too strictly.Tool 4: “To network or not to network”Try this in your network groups: Summarise the values and challenges of networking in a table like this one:Advantages of Networking 20Disadvantages of NetworkingTry to identify the specific gaps or needs that you think exist in theorganisations and the sector in which you are working. Discuss whether anetwork is the best way to meet these needs.Discuss any existing structures or networks that might be able to serve thisfunction and whether there is a need for a new network.If time and resources allow, send a small delegation of people to visit anothernetwork to see how things work. Report back to the bigger group about yourimpressions.Summarising all the information above, call for a vote on how many peoplefeel that a network should be started and how many people feel it should notbe started.o If the vote comes to a “yes” – proceed to the following steps and tools!Section 1 – What is Networking?

Tip: Who should drive the process?It helps to have one or two people who are passionate about the focus area todrive the process. This person may prepare an introductory presentation on thepossible reasons for starting a network and the possible focus of the network.However, this person should not adopt a defensive stance, and once thepresentation has been made, the ideas should be critically discussed in an openmanner.Tip: Is a network needed?One of the early discussions about whether or not to form a network usuallyhinges on whether or not there is a need for a new network. This may depend onwhich other networks or exchange forums already exist. Before calling a meetingwith potential members, try to get as much information as possible on existingnetworks. Try to find out about their goals, projects and membership criteria.This will speed up the discussion on whether or not there is a need for a newnetwork.Tip: Record keepingBe sure to take minutes of all initial meetings. This will avoid repeatingdiscussions. It will also form a record of the development of the network.21Networking Toolkit

Notes22Section 2 – Network Objectives

Section 2NETWORKOBJECTIVESBy the end of this section you will be able to: Understand the difference between network goalsand objectives Develop your own network goals Develop your own network objectives Discuss and decide on some of your values as anetworkThese practical tools will help you on your way: Tool 5: “Imagining the destination” Tool 6: “Working out the network’s path” Tool 7: “Rules of the journey”23Networking Toolkit

In this guide, the term“network vision” isused for the issues“out there” that youare trying to addressin the work of thesector.Sector means thepeople andorganisations involvedin a particular type ofwork.“Unless networking isissue-based itdoesn’t work”2.1 Network visionYvonne Spain of the CINDI Network writes: “It helps if there is a ‘strongcause’ that everyone is passionate about fighting together the glue thatbinds. In particular, CINDI’s cause (networking for children affected byHIV and AIDS) is so important that it enables us to focus on children andnot on issues like personal politics, turf etc .because how could we allowissues like those to divert us if we profess to be acting in a child’s bestinterest? Keep the child at the centre of your thoughts!”The term “network vision” is being used here to talk about what the networkand its members will eventually achieve “out there”. It is the ultimatedestination of the networking journey. Another way of describing this istalking about the network’s cause or the issues you are trying to address.This is different from the network mission, which is more specifically aboutwhat the network will try to achieve through its own activities withmembers.The CINDI Journey: Network visionThe vision of the CINDI Network is to develop a multi-sectoral, wellresourced network of civil society and government agencies capableof implementing diverse effective sustainable programmes forchildren affected by HIV and AIDS.CINDI Network memberIt is important to be clear about the ultimate cause of the network in relationto the communities being served. This is because it helps the network to stayfocused. It helps to resolve conflicts when one is able to focus on the overallcause, instead of individual needs or differences.24Section 2 – Network Objectives

Tool 5: “Imagining the destination”In this tool, we will use the metaphor of starting a networking journey together.Try this in your network groups: In preparing for your journey, it is important to be clear about both theend destination and the terrain through which you will travel. Look at thecontext in which you are working in terms of the needs and challenges ofthe people you are trying to help. This becomes the environment of yourjourney. Draw a long road on a big sheet of paper. Fill in the needs andchallenges on your picture, as obstacles or things surrounding the road.Now start to imagine what your situation would be like if the work wascomplete – if people’s needs are met and there is no longer any need forsupport from others. Again, if time allows, use your creativity to draw thisvision on your picture as the end point of the journey.Each person or group should present their analysis of the current contextand vision for the future.Using the common issues that have come up, try to turn this vision of theend-point of the journey into a realistic vision for the network.The early discussions about network formation should begin to clarify thepurpose and role of the network. This should be based on a thoroughanalysis of the sector and its needs. The purpose may be broken down intothe overall (or end) goals or vision of the work of the sector. Then one mayfollow with a more specific set of objectives or mission of the network itselfand its own functioning.However, as Rose Smart (Revised HIV/AIDS Toolkit for Local Government)writes: “Few networks begin life with clearly defined goals, so it isreasonable in the start up period to expect some ambiguity.”25Networking Toolkit

2.2 Network objectivesThe term “networkobjectives” is usedhere for the specificchanges that thenetwork would liketo make in thesector, or amongstits members and theway they do things.“A person withubuntu is open andavailable to others,affirming of others,does not feelthreatened that othersare able and good, forhe or she has a properself-assurance thatcomes from knowingthat he or she belongsin a greater whole.”Archbishop Desmond Tutu(1999)A network should also try to be clear about its objectives as a network. Thisrelates to the specific role that the network will play in contributing towardsthe overall vision. Usually this is about finding out how the network willassist its members in their work. It is often about the impact of the networkon the sector or on other organisations working on this type of problem.This may be written up as a vision and mission statement for the network.The CINDI Journey: Network objectivesThe overall goal of the CINDI Network is to address the needs ofchildren affected by HIV and AIDS. However the network itself doesnot work with children or communities affected by HIV and AIDS –only the members are directly involved in this work. Hence theobjectives of the network are to develop the capacity of its membersto provide better support for children affected by HIV and AIDS. Thisvision and the more specific objectives or mission are formallydescribed as follows:The CINDI missionis to foster a spirit of Ubuntu among CINDI members, encourage collaboration, enhance mastery of members,coordinate research and unlock resource opportunities for thebenefits of all members, through: Problem Sharing Problem Solving Information Dissemination Raising Awareness Advocacy and Lobbying Collaborative Fundraising“The Network mustbeware of duplicatingthe work of a member –if in doubt, stay out.This is a recipe forconflict of interest”CINDI Network officeThe network objectives should show what the work of the network is, incontrast to the work of the member organisations. Clarifying the networkobjectives can help to prevent conflict and competition between the networkstaff and the members. For example, the CINDI Network has agreed that itsrole is to capacitate members. It does not take on any direct service deliverywork with children or community structures. Its role is to help members todo this work better.26Section 2 – Network Objectives

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1.1 What is networking? Most of us are networking every day. Each time you talk to someone else, share an idea or pass on information, you are networking. Nolwazi needed to work on a project for school. The network that she used is shown below: Mom Sister Brother Maxwell Nolwazi Networking means working together with other people. It is about: