Re Regio gional nal Net etworks: works: Dev evelopi eloping - - PowerPoint PPT Presentation
Re Regio gional nal Net etworks: works: Dev evelopi eloping ng Strong ong Go Gove vernan rnance ce an and Lea d Leadership dership Struct uctures ures Presen esented ed by: : Mag aggie gie Ullman an, , Networ work k Ad
Presen esented ed by: : Mag aggie gie Ullman an, , Networ work k Ad Advisor, visor, As Ashev heville, le, NC maggie@saenv.com | 828.713.9488 Connect ect- Alig ign- Produ
ce
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This is presen esentati ation is to the Regi gion
al Network tworks s Coord rdinati ating ng Comm mmitte tee, e, on Decemb cember er 4, 2015. . It’s purpose is to presen esent the best st prac acti tice ce of Network twork Governanc ernance e and Lead ader ersh ship p Stru ructu ctures, res, inc nclu ludin ding: g:
t the prac acti tice ce is and looks s like
actice tice is worthwhile rthwhile
d do it and when en
, with ith examples mples
Partner Networks Network Participants Representing Green Cities California (GCC) Linda Giannelli Pratt Erik Pearson Shannon Parry ALTERNATE- Susana Reyes GCC Managing Director (Coordinator) Hayward, CA Santa Monica, CA Los Angeles, CA Great Lakes Matt Naud Matt Gray Ann Arbor, MI Cleveland, OH Heartland T.O. Bowman Brenda Nations Oklahoma City, OK Iowa City, IO Michigan Green Communities (MGC) Dave Norwood Sandra Diorka Jaime Kidwell-Brix Dearborn, MI Delhi, MI MGC Coordinator (Coordinator) New England Municipal Sustainability Network (NEMSN) Troy Moon Cyndi Veit Kelsey O'Neil Virginia LeClair Portland, ME EPA- (Coordinator) EPA- (Coordinator) Dedham, MA Ohio, Kentucky, Indiana (OKI) Larry Faulkin Lamees Mubaslat Cincinnati, OH Montgomery County, OH Prairie State Network (PSN) Catherine Hurley Dan Hughes Evanston, IL PSN Coordinator (Coordinator) Southeast Sustainability Directors Network (SSDN) Peter Nierengarten Robin Cox Meg Williams-Jamison Fayetteville, AR Huntsville, AL SSDN Coordinator Western Adaptation Alliance (WAA) Tamara Lawless Ashley Perl Flagstaff, AZ Aspen, CO
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A network’s governan
ce invo volve lves s ena nabling bling the ne network
e to life e
ganica nically lly, , and to stay aliv ive e over er time me with ith more e and more e stru ructur cture e – even en as individ dividua ual l leaders ders chang nge.
des stru ructur cture e and clarit rity.
n a network
ng, inform
al gov
ernance e is s often very ry effecti ctive ve. . Memb mbers ers are few, , and nd the ne networ work k pur urpos pose e is often n still ll devel eveloping
. This his allow
n dis iscuss cussion
h forward. ard.
mbership and activiti tivities es grow
, an inform
al gover ernance ance stru ructur cture e becom comes es less ss effecti ctive ve. . A forma mal l syst stem em of member mber repres resentation entation and d commit mittee ees s streaml eamlines es decisio cision n making king and empow
ers shar ared ed owner ersh ship p of network
cision sions. s.
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rpose of the network
ls and objecti ective ves
twork values lues and beli liefs
mber er resp spon
sibili lities ties
mber er arrangem angement ent and nd eng ngage agement ment within ithin the ne networ work
ffing and coord rdination ation deci cisions ions
twork plans ns
dget ets s and nd fund ndrai aising ing Networks tworks are e faced ed with th a varie riety ty of decisio cisions s when en developin eveloping g their eir gover verna nance ce stru ructure.
aders ership hip must st addr dress ess issu sues s about
sign and purpose.
he followi
ng box iden entifies tifies common mon issues sues that t network
leader ders s typic ical ally ly need d to addr dress ess over er time. me. Even if your network isn’t working on these variables now/yet plan for the future. Start with the end in mind. nd.
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Estab abli lishin hing g a gover ernance ance stru ructur cture e bui uilds lds a team m with ith clear ar roles es and resp sponsib
liti ties es for the network
hiev eve e its s vis ision n and purpose. rpose. Creatin eating a team m and nd stru ructurin cturing g deci cision ion making ing should
rive ve to achi hiev eve e the followin
g:
uild ld a strong,
ected ed team m of memb mbers ers who
e the opportunity
ningfull fully y contribu ribute e to the network
istrib tribute e resp sponsi nsibil ility ty and creat eate e accoun
tabil ility ty for network
rk
uild ld a foundation ndation to sustain stain the network
er time me
“If you want to go quickly. go alone. If you want to go far, go together.”
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Assess your network and determine what combination of decision making methods will best fit the network’s needs.
des? s? A network must determine how to structure decision making. Consider the network size, goals, and purpose. Do members have equal power or are there steering committees? Are members elected or do they volunteer?
t needs ds to be decide ded? d? What is the purpose and direction of the network? Use this information to develop a strategy for decision making. Some networks benefit from a structured policy, while other thrive with limited decision making put on the governance system.
w are e decisio sions ns made? de? Of the four decision making styles (imposition, community, emergence, democracy) what combination works best for your network? [Note: Slides 9, and 12-15 have more detail on these decision making styles].
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ted d leadershi hip p from
ing Committe ittee As a network grows, creating a core group of leaders can help the network steer itself toward greater goals. Consolidated leadership brings efficient decision making when the network has many members. The network does risk losing member voice in decision making, so leadership has to be carefully selected with a focus on the members’ wants and needs.
ing Commi mitte tee needs to create te spaces for members s to have input ut – Consider face to face times as important opportunities for members to weigh in and make important decisions. i.e. review and provide input to annual work plans and network goals. – Survey your membership at important junctions in the network path to gather their preferences and needs. i.e. gather content interests for calls and face to face meeting agendas. – Consider creating member circles. Steering Committee members are assigned a group of members to check in with periodically throughout the year to seek feedback on network performance. Determi minin ning g govern ernance ance and leadersh ship p struct uctur ure is a delica cate te balancin cing g act. Networ
s have to determine ine how decisi sion
s will be made, and who will particip ticipate. . This is proces cess needs to be address ssed d periodica
lly as the network k matures.
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Total Network Membership Size Suggested Steering Committee (SC) Size Frequency of Engagement Less than 10 members 5 members Consider quarterly or monthly SC calls. Also consider setting time aside at any face to face meeting for SC members to meet and discuss network building needs and goals. 11-20 members 7-9 members More than 20 members 9-12 members When build lding ng your Steering ing Committe ittee conside ider size and level of engageme ment nt befor
g people to partic icipat ipate so people le unders ersta tand nd who the team is and what they are signing ng up for.
All Steering ng Committe ttees s will benefit t from
ng two Co-Ch Chairs irs who suppor
t each other to lead the team.
“If you want to go quickly, go alone. If you want to go far, go together.”
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On Once a network
ermined ined who
ill be making ing decisio cisions ns and what at wil ill be deci cided ed, , the final al step ep is to deter ermine mine how w deci cisions s are e made.
e follow
ing are the most t commo mmon types es of decisio cision n making ing method hods s [Not
e: Slide ides s 12-15 have e more e detail ail on each h deci cision ion type] e]
Imposi siti tion
Commun munit ity Democra cracy cy Emerge gence ce
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ere is s no no single le path th to develop veloping g a stron
g governan
ce and nd leader dership ship stru ructure cture for your r network
.
t that t the e network
mber dri riven, , and that progre
ss is made de towar ard d goals ls and objecti ective ves. s.
ember ber that t this is is an orga ganic nic proces
and needs eds to be reas asses sesse sed d peri riod
ical ally ly to make e sure re the syst stem em in place ce is s stil ill l a good
ur network.
e appen endix dix has s an example mple of how the South theas east Sus ustaina ainabili lity ty Dir irect ectors
twork (SS SSDN DN) ) has s struc uctu tures res leader dership ship roles es and resp sponsi
bilit lities ies.
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des? s?
“In some networks, all members have equal power to make decisions about the network. In others, different “classes” of members have different power in governance; some may have none. The larger a network grows, the more likely it is to create classes of membership, or to turn to a representative system of governance in which members select other members to participate in governance decisions.” (Plastrik & Parzen, 2012).
ded? d?
Not all decisions have to be subject to the same governance arrangements. Some networks assign a large list of decisions to the governance system, while other networks limit decision making and minimize formal governance. Each network has to base governance decision on the purpose and direction that the network wants to take.
ided? ed?
It is important for a network to clearly outline how decisions will be made by the governance system. There is not a single decision making method that can be applied across the board, so a network needs to determine what will work best for them.
Plastrik, P. and Parzen, J. (2012). Guidebook for Building Regional Networks 2.0
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t is decision cision by imp mposition
cision n made de by imp mposition
set by others
is entit ity y acts independe dependentl tly y to make e a deci cision ion and often n works rks indep depen endently dently to complet lete e the work k rela late ted to that t decision. cision.
– This may look like a network founder, an individual member, or a funder of the network makes certain decisions.
mple le of when hen this is could ld help lp the network
:
– A potential funder says they will only provide a grant if the network hosts their annual meeting in a specific city or state. Although this makes a sole decision the network could likely still build an annual meeting that provides a meaningful experience that is designed around member input.
An examp mple le of when hen this is could ld harm rm the e ne networ work: :
– One member or a network coordinator applies for a grant that commits network members to participate in an activity or uses network time on calls or during meetings. The risk is the person making this sole decision is out no a limb by guessing their team mates want to spend their time on this activity.
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t is decisio cision n by commu mmunity? ity? A A decision cision by commun munity ity is made de with ith the e partic rticipation pation
mbers.
All members mbers dis iscu cuss, s, delib liber erate te, , and nd deci cide. e.
– Decisions may require unanimous consent, or some majority of the members. – Many users of consensus arrangements find that this method can get bogged down when there are disagreements among members.
brid id option tion to honor
is process cess would uld be inclu ludin ding g a no resp spon
se equa uals ls consen sent t clause use for these ese deci cisions. ns.
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t is decision cision by democ mocra racy? cy? These ese decisio cisions ns are made de when en a majorit
y of network
resentati tive ves s vote e to dete term rmine ne how to proceed.
is is a time me-ho honored nored gover ernan ance ce mech chanis anism that t empow
ers s a a repres resentative entative grou roup of the membership mbership to make leader dersh ship p decisio cisions ns on beha half lf of the member mbersh ship. p.
lizing ing a Stee eerin ring g Comm mmittee ttee to dete term rmine ne key network
cisions ions is is an example mple of this is. . Using ing a democ mocra racy cy method thod can be effic icien ency cy and effective ective to engage age self selecte ected d members mbers who
e intereste erested in the network
uild lding ng aspects ects of the network
.
nd if you use e this is method hod you shoul
ill consi sider er when hen to run n a final al decision cision by the whole
er to check ck your ur comp mpas ass s before
eparting rting for a new path.
mple, le, if you begi egin n requi quirin ring g member mbers s to contrib ribute ute dues es. . This is is an imp mporta
nt deci cision n wher ere e a lead aders ership hip team m should
e the case e for then genuinely uinely open en the e conv nvers ersation ation to hear ar from m all members mbers who
uld be imp mpac acted ed before fore moving ng forw rwar ard.
15 15
t is decisio cision n by emerg ergence? ence? Ac Actions ions by member mbers s dir irect ect the deci cision sion making ing process
. The deci cision sion making ing proces
s develops elops over er time me as member mber actions ions grow
nge.
metimes networks
cide by not making ing decisio cisions.
e network
ill let each h member mber do wha hat t it wants, ts, as long as it doesn’t negatively affect the network.
– At points, the network will need to make a decision in order to move forward. At that time and place the network will address how, what, and who will make a decision. This method lets network decisions emerge over time.
r exampl mple e a group
mbers s in the Hear artl tland and alig igne ned d around und the idea dea to apply y for a grant ant to collab abora
tively ely learn rn from m the e USDN DN inn nnova
tion fund nd past st proje
cts on u n urba rban n agriculture
ne sat at a table le
uary ry 1 and deter ermined mined the network
uld find nd a gran ant t to fund d a specific ecific proje
ea emerge rged as an opportunity
esented ed itself self. .
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kes the Deci cision sions? s?
– Do members have equal power? – Is there a subset of members to serve as a steering committee? Are there co-chairs? Are they elected or by volunteer basis?
t Network twork Decisio cisions ns Need ed to Be Mad ade? e?
cisions ns Mad ade? e?
– Determine which decision-making types work best for the network, and how they will be implemented. – The four decision types are:
For more information, please contact: Maggie Ullman, Network Advisor maggie@saenv.com | 828.713.9488
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Exam ampl ple e Gov
rnance Do Document: nt: Sou
theast st Sustainabi tainabilit lity y Di Dire rectors ctors Netw twor
k Ste teering ring Com
ttee Rol
d Respon
sibilities ties
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Southeast Sustainability Directors Network Steering Committee Roles and Responsibilities
1. Criteria for Selecting Co-Chairs a. Must be a SSDN Steering Committee member b. Have passion for building the network c. Have a vision for the future of the network and a desire to achieve it d. Have shown leadership within SSDN e. Are highly connected to other members / commit to exchange with more than 8 other members f. Past participation in SSDN activities exceeded minimum network participation requirements g. Willing to serve for two years and execute the responsibilities of the position h. Contribute to diversity of the Steering Committee (race, size of city, region, etc.) 2. Steering Committee Co-Chair Roles and Responsibilities a. Set priorities for the Steering Committee with Network Coordinators b. Lead network fundraising efforts c. Confer monthly (at least 1 half hour phone call) on SSDN business d. Chair Strategic Network Calls, Annual Meeting, and other meetings e. Develop relationships with all funders f. Co-lead SSDN Annual Meeting
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Southeast Sustainability Directors Network Steering Committee Roles and Responsibilities Cont.
are SSDN members. c. If a Committee member is nominated but is not interested or available to take on the role, he or she can decline.
would like to serve on the SSDN Steering Committee.
candidates who:
c. Have shown leadership within SSDN
ethnicity, gender, size of city, and region)
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Southeast Sustainability Directors Network Steering Committee Roles and Responsibilities Cont.
f. Are willing to serve for two years and execute the responsibilities of the position, which are: i. Contribute to achievement of the purpose of SSDN ii. Help establish goals, objectives, and budgets iii. Assist in fundraising for SSDN iv. Be an ambassador for SSDN v. Participate in at least 75% of steering committee calls vi. Respond to requests for help from network coordinators
groups, emerging projects)
ix. Communicate regularly with members about their activities, interests, and needs x. Read the weekly e-‐newsletter and make regular posts to the usdn.org website xi. Dedicate at least 5 hours/month in total