Building Collaborative Capacity for Policy Change


Published on

Slides from a Keynote address at the Rural Policy Leadership Institute, Dallas, TX, April 8, 2013

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Building Collaborative Capacity for Policy Change

  1. 1. Building Collaborative Capacity forPolicy Change Scott Hutcheson Rural Policy Leadership Institute Energizing the Rural Policy Voice April 8-10, 2013
  2. 2. Key Themes for Tonight What’s Changed? The Power of Networks Story of Network Development Characteristics of Effective Policy Networks Building Collaborative Networks Using Strategic Doing
  3. 3. Our World of Our Grandparents First Curve – Prosperity & productivity driven by vertical hierarchies Prosperity occurred at a rate theworld had never before experienced
  4. 4. The S Curve Caught Up with OurGrandparents Source: Ed Morrison, Distributed under a Creative Commons 3.0 license.
  5. 5. The 1st and 2nd 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.
  6. 6. The “2nd Curve” Is Where OurGrandchildren Will Find Success
  7. 7. Changing Models for GettingThings Done 1928 2011 Fewer than 60 all working Over 1,750 hardly any working for Warner Brothers for Warner Brothers
  8. 8. Changing Models for GettingThings Done
  9. 9. Changing Models for Getting Things Done? Philanthropy Townships Workforce Economic DevelopmentSocial Service Cities/Towns Healthcare Counties FedsState Higher Education Public Safety Education Agriculture 17
  10. 10. Successful Communities &Organizations Are Getting ThingsDone in New & Different WaysThey are movingfrom hierarchiesto networks
  11. 11. We Building Capacity byBuilding Networks Effective organizations are built on connections. Better connections mean better opportunities.
  12. 12. Two Components of a Network Nodes LinksPeople, groups, Relationships,or organizations flows, or transactions
  13. 13. The Power of Networks:Networks Make Us Smarter
  14. 14. The Power of Networks:Networks Are Efficient 20 people in a network each contributing 1 hour per week toadvancing the network’s agenda equals a .5 FTE professional
  15. 15. The Power of Networks: NetworksMake Our Work More ValuableThe value of a networkis far greater than thesum of its parts.
  16. 16. +
  17. 17. The Power of Networks: NetworksMake Our Work More Valuable Linking & Leveraging Assets
  18. 18. Linking & Leveraging YOURAssets Your networks Your skills Your knowledge Your experiences You passions
  19. 19. The Power of Networks: Networks Allow Us to Innovate Trust Co-Creation Co-Execution Turf Sharing Resources Sharing Information Mutual AwarenessAcknowledgment Exploration Cooperation Collaboration InnovationTIME The Social Innovation Continuum Adapted from Collaboration Continuum from ACT for Youth
  20. 20. Networks Are Built DeliberatelyJust because your organization has the word “network” in its name, doesn’t mean it functions like a network
  21. 21. Network Must Be Built 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
  22. 22. Networks Must Be Built Deliberately: Seven Levels of Network Weaving1. 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 B5. Doing an email introduction of A and B6. Suggesting to A that A should talk with B and then contacting B to let B know to expect a call from A7. Suggesting to A that A should talk with B
  23. 23. Networks Require A New 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
  24. 24. Success Story: How ACEnetBuilt a NetworkACEnet provides a wide rangeof assistance tofood, wood, and technologyentrepreneurs in 29 countiesof Appalachian OhioBuilding Smart Communities through Network Weavingby Valdis Krebs and June Holley
  25. 25. Stages of Network DevelopmentACEnet Success StoryHad a hunch that there was the potential for anetwork of tomato producers. Mapped the networkby asking existing and emerging food professionalsthree 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?
  26. 26. They Found it Was a Network of“Scattered Fragments”
  27. 27. Decided to Invest in a KitchenIncubator as a Network “Hub” Kitchen Incubator became a hub for restaurateurs and farmers
  28. 28. Mapped the Network Again and Foundthat a “Hub & Spokes” Network HadEmerged
  29. 29. Additional Activity Began toEmerge Farmers Market Outdoor Café Restaurant Association
  30. 30. Mapped the Network Again and Founda “Multi-Hub” Pattern Had Emerged
  31. 31. Network Began to Make Connections Outsidethe Region Resulting in a “Core & Periphery”Network
  32. 32. Your Network What phase is it in?  Scattered Fragments  Hub & Spokes  Multi-Hub  Core & Periphery What could you do to take it to the next level?
  33. 33. Successful Policy Networks are… 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 actionsStreck, C. (2002). Global public policy networks as coalitions for change. In Esty and Ivanova (eds.),Global Environmental Governance: Options and Opportunities.
  34. 34. Policy Networks Scope  Direction  National Policy  Top Down  Statewide Policy  Bottom Up  Regional Policy  Concentric Circles  Local Policy Types  Public Policy  Institutional Policy
  35. 35. Building Collaborative Networkswith Strategic 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, theydefine new opportunities by connecting their assets. Instead of looking for a visionary leader, theyrecognize that leadership in open networks is a shared responsibility.
  36. 36. A Strategy Answers Two Questions49
  37. 37. Strategic Doing: Four Questions
  38. 38. Strategies Emerge from “Learning byDoing” Strategic Planning Strategic Doing
  39. 39. Simple, But Not Easy..Mastery Requires Practice52
  40. 40. Like Kayaking in the Ocean:Adjusting to Dynamic Conditions
  41. 41. Thank YouScott HutchesonAssistant DirectorPurdue Center for Regional DevelopmentPurdue Extension Economic & Community