The document presents a webinar by Madeleine Taylor and Anne Whatley on strengthening network practice through evaluation for social change agents. It highlights the importance of collective leadership networks in addressing social challenges, emphasizing effective network development, evaluation frameworks, and tools for assessment. The document also discusses the evolution and impact of networks, showcasing the application of the network health scorecard in the Southwest Rural Policy Network's progress over time.

1. JULY | 2015
@leadershipera #leadershipnet
Strengthening Network Practice Through Evaluation
Presented by: Madeleine Taylor and Anne Whatley

2. LLC anticipates the future and is a dynamic
catalyst capable of creating a link from today’s
issues in leadership development to tomorrow’s
solutions.
(Donna Stark, The Annie E. Casey Foundation)
Network Research Application
LEADERSHIP LEARNING COMMUNITY

3. LEADERSHIP FOR A NEW ERA
The value of collective leadership networks is in their capacity
to solve problems quickly in an environment of uncertainty and complexity
(Watts, 2004)
Newest Publication

4. Strengthening Network Practice Through
Evaluation
Presented by:
• Madeleine Taylor, Founder and CEO at Network Impact
• Anne Whatley, Senior Consultant at Network Impact
TODAY’S PRESENTERS

5. Network Impact serves social-change agents with a mix of strategies, tools, research, and consulting
expertise to design and use networks for increased impact www.networkimpact.org
Strengthening Network Practice Through
Evaluation
July 15, 2015

6. Intros
The voices you are hearing
Madeleine Taylor
Anne Whatley

7. Intended Audience
• Changemakers who are or are considering using a network approach
to address a social challenge
What do we know
about how to develop
and grow effective
networks for change?

8. Why a Network?
Networks provide social change agents with a
fundamentally distinct and remarkably promising
“organizing principle” to achieve ambitious
goals.
Net Gains 2006

9. Network Advantage
•ACCESS
•LEARNING
•LEVERAGE
•RESILIENCE

10. Network Building is a Practice
• Network Start Up
• Network Management
– Governance
– Coordination
– Communications
– Financial Stewardship
– Network Health
• Network Monitoring and
Evaluation

11. About Network Impact
•We serve social-change agents with a mix of
strategies, tools, research, and consulting expertise
to design and use networks for increased impact
Research & Tools: Clients include:

12. Why are you here?
• What questions
do you have?
• What would you
like to hear
about today?
• Please enter
questions into
the chat. (or
raise your hand )

13. With our time today…
• Network basics
• What makes a network thrive?
• Network evaluation framework
• Tools & Approaches to assess network
process and results
13

14. Anatomy of a Network
Core
Link Node
Cluster
Periphery
Hub
Illustration from Social Networks for Social Change, Monitor Institute 2010
Many specialized terms
come from Social Network
Analysis (SNA)

15. Generative Networks
Base of Connections
Members deliberately build,
strengthen, and maintain ties
so they can be activated
again and again
Coalitions:
Can be more or less
formal, but are formed
at particular historical
moments focused on
specific objectives.
Often dissolve when the
job is over (win or loss)

16. Evolution of Network Functions
Action
Alignment
Connectivity
Build stronger connections
and trust: Share
knowledge; Create new
knowledge systems and
resource channels; Develop
understanding of systems
targeted for change
Align around common
goals, values and
standards
Engage in joint action for
specific outcomes
Base of Connections

17. Network Functions
Connectivity Alignment Action
Membership All comers
No eligibility rules
No “barriers” (e.g., fees)
Some eligibility rules
Few “barriers” (e.g., fees)
Invitation only
Stricter eligibility rules
Key task of
network
“builder”
Weaving – help people
meet each other, increase
ease of sharing and
searching for information
Facilitating – helping
people to explore potential
shared identity and value
propositions
Coordinating – helping
people plan and
implement
collaborative actions
Enabling
Infrastructure
Web platform with
networking tools for
communications,
documents
Capacity to analyze,
compare, and synthesize
frameworks, definitions,
etc.
• Project
management and
project budgeting
capacity
• Performance
accountability
mechanisms

18. Think about a
network you are
participating in
What conditions
helped make it
thrive?

19. • Value
• Trust
• Participation
• Communication
• Stewardship
• Learning & Evolving
Conditions that make a network thrive
include…

20. Network Evaluation
Purposes & Benefits
NETWORK STRATEGY
Support strategic learning and
continuous improvement.
ImpactInterim Outcomes
Examine network results or impact.
Ensure accountability for the use of resources.

21. Characteristics of Networks
that Matter for Evaluation
• Networks have numerous players, many of whom
enter and exit the network
• Networks are dynamic “moving targets” that adapt
to changes in their context or changes among their
membership
• It takes time to organize networks effectively and
show results
• Networks have a “chain of impact”
• Network shape and function matter

22. Network Dimensions
Connectivity
• What can be
monitored:
• Membership or the
people or organizations
that participate in
a network
• Structure or how
connections between
members are structured
and what flows
through those
connections
Health
• Resources or the
material resources a
network needs to
sustain itself (e.g.,
external funding)
• Infrastructure or the
internal systems and
structures that support
the network (e.g.,
communication,
rules and processes)
• Advantage or the
network’s capacity for
joint value creation
Results
• Interim outcomes or
the results achieved as
the network works
toward its ultimate goal
or intended impact
• The goal or intended
impact itself (e.g., a
policy outcome was
achieved, a particular
practice was spread,
the community or its
members changed in a
certain way).

23. Evaluating Through a Network Lifecycle
Adapted from Monitor Institute

24. Social Network Analysis & Mapping
What? Social Network Analysis (SNA) is set of theories,
tools, and processes for understanding the relationships
and structures of a network
• Social relationships in SNA are represented as
connections or links between “nodes”
• Nodes = people or organizations
• Nodes may also represent ideas, issues or events
Why? Strategic learning and improvement - Understand
and evaluate patterns of network connectivity that are
difficult to decipher by other means

25. SNA answers questions like:
• Who is connected to whom and how? Who is not
connected but should be?
• Has the network assembled members with the
capacities needed to meet network goals
(experience, skills, connections)?
• What is flowing through the network—information
and other resources?

26. The arts world before Lana began
to weave
• Map includes 496 players
• Fragmented (both statistically and qualitatively); dependent on a few key connectors
• Efficiency = 6.04 (goal is 3)
• Resilience = 1.08% (goal is 20)
Source: Barr Foundation

27. Purposeful approach to enhancing the network
Also (more dispersed on map):
• Arts and sports showcase
• Curriculum development initiative
Community Dance Studio
Outreach Departments –
Visual Arts Colleges
Hyde Park Arts Initiative
Facilities Group Convening
Source: Barr Foundation

28. Network Mapping to Show Changes Over
Time
2010
2011
Year # Density Avg #
ties
2009 55 2.2% 1.2
2010 90 2.7% 2.4
2011 85 5.3% 4.5
2012 82 8% 6.88
2009
2012

29. CARN
GPRPN
MRN
MSN
NARP
NURV
SWPRN
Rural Assembly SC
Geographic Distribution of CARN connections to
members of RPNs before WKKF grant (2006-2008)

30. CARN
GPRPN
MRN
MSN
NARP
NURV
SWPRN
Rural Assembly SC
Geographic Distribution of CARN connections to
members of RPNs in March 2013

31. Measuring Cross-sector Connections
Over Time
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2005
Maps copyright © 2012 New Directions CollaborativeSource: Boston Green & Healthy Building Network, Beth Tener and Al Nierenberg, January 2008
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2007

32. What is flowing between nodes?
•Durfee Foundation Stanton Fellowship awards
two year grants to social change leaders in LA
to think deeply and tease out solutions to
intractable problems.

33. Before & After Led to New Thinking
• Greatest increase, >300%,
connections that provided
“information that led to new
thinking or framing that has
been useful...”
Did not respond to survey
Name was not available on survey
n=27
Degree of connectivity

34. Post-Fellowship Connections By Cohort
• High level of
connectivity
between
cohorts
• On average
70% of Fellows'
connections
were with
Fellows from
other cohorts.

35. Nodes sized by In-Degree and colored by type,
Edges colored by fellow’s first or second priority
Did not respond to survey
n=27
Stanton Fellows and Priority Focus Areas

36. Resources
• NodeXL : a free network mapping software that
works within Microsoft Excel
• Netdraw and UCINET: used by academics, free but
a little harder to use
• Gephi : open source, no cost network visualization
tool, tutorials
• Kumu.io : new, easy-to-use web-based tool, free to
use if save map publically.

37. Network Health Monitoring Tools
What? Internal temperature check, insights into key
dimensions of network
Why?
• Clarify organizing principles that are fundamental to
network development
• Provide practitioners with an overview of network
conditions to inform internal adjustments
• Help guide technical assistance and professional
development opportunities
• Triangulate other evaluation data

38. Network Health tools answer
questions like:
• What are strengths and areas of growth for
our network?
• Where are members seeing value?
• What are the top priorities for members?
38

40. Network Health Scorecard
22 questions to build a basic network
diagnosis of strengths and areas of growth.
www.networkimpact.org
Network Purpose
Network Performance
Network Operations
Network Capacity

41. Example: Southwest Rural Policy Network
Distributed the “network
health scorecard” quarterly
over 3 years.
Has been able to track its
evolution relating to the
purpose, performance,
operations, and capacity
around network activities.
Network Metrics Over Time
3.0
3.5
4.0
4.5
5.0
Jun-09 Oct-09 Jan-10 Apr-10 Jul-10 Feb-11 Jun-11 Sep-11 Feb-12 Jun-12
Date
AverageMetricScore
Purpose Performance Operations Capacity

42. The Evolution of a Regional Network
The Southwest Rural Policy Network (SWRPN) has
been in development for over six years. Thirteen
organizations representing the states of Arizona (7),
and New Mexico (6) were funded by the W. K. Kellogg
Foundation through an initiative called Rural People,
Rural Policy (RPRP). RPRP’s specific purpose was to
energize and equip rural organizations and networks
to shape policy that will improve the vitality of rural
communities and the lives of their residents.
The SWRPN has made great strides over the years in
the development of its operational processes and
performance. Through the use of a “network health
scorecard”*, the SWRPN has been able to track its
evolution relating to the purpose, performance,
operations, and capacity around network activities.
(*Arbor Consulting and Cause Communications)
:
Overview
Location of Network Members
Results
Conclusion
Results
Evaluation Method
Establishing a network made of up very diverse
organizations takes time. There are many factors to
consider that need to be monitored and addressed going
forward if there is to be a sustainable and effective
operating network.
Over the past six years, the SWRPN has been able to focus
on policy efforts around economic development, health
care, and the environment. The Network used the results
of the scorecard to monitor its progress and work on areas
needing improvement. All 13 organizations are
committed going forward to have an impact on policy
priorities affecting the rural communities of Arizona, New
Mexico, and beyond.
Network Purpose Score
3.0
3.5
4.0
4.5
5.0
Jun-09 Oct-09 Jan-10 Apr-10 Jul-10 Feb-11 Jun-11 Sep-11 Feb-12 Jun-12
Date
AverageComponentScore
Network Purpose Score Trend Over Time
Network Performance Score
3.0
3.5
4.0
4.5
5.0
Jun-09 Oct-09 Jan-10 Apr-10 Jul-10 Feb-11 Jun-11 Sep-11 Feb-12 Jun-12
Date
AverageComponentScore
Network Performance Trend Over Time
Network Operations Score
3.0
3.5
4.0
4.5
5.0
Jun-09 Oct-09 Jan-10 Apr-10 Jul-10 Feb-11 Jun-11 Sep-11 Feb-12 Jun-12
Date
AverageComponentScore
Operations Trend Over Time
Network Capacity Score
3.0
3.5
4.0
4.5
Jun-09 Oct-09 Jan-10 Apr-10 Jul-10 Feb-11 Jun-11 Sep-11 Feb-12 Jun-12
Date
AverageComponentScore
Network Capacity Trend Over Time
Network Metrics Over Time
3.0
3.5
4.0
4.5
5.0
Jun-09 Oct-09 Jan-10 Apr-10 Jul-10 Feb-11 Jun-11 Sep-11 Feb-12 Jun-12
Date
AverageMetricScore
Purpose Performance Operations Capacity
Strategic Plan
developed
Three Action Teams
formed
Project Funds received
Value added by working
together
Inability to attract
needed funds
Network communication
with stakeholders needs
to be enhanced
Competent and Stable
Network Coordinator
Quarterly face-to face-
meetings/other ongoing
communication
Unequal contribution by
existing members
Member skills
present to
advance goals
Member
connections help
to advance goals
Lack material
resources to
attain goals
Advancement in the Network Purpose made great
strides over the past 2 years. Small funding support for
specific projects helped members begin to focus
directly on policy work. Coordinator turnover stabilized
Network Operations. Network Performance and
Network Capacity continues on a positive trajectory.
 Distributed the “network health scorecard” at each quarterly
face to face meeting to each person attending the meeting.
 Collected data starting in June 2009 until June 2012 yielding 10
data points for each of the 22 statements.
 Ranked each statement using a 5 point Likert Scale -1 being
‘Not so much’ to 5 being ‘Totally’.
 Statements categorized as follows: Network Purpose (3
statements); Network Performance (9 statements); Network
Operations (7 statements); Network Capacity (3 statements).
Joyce A. Hospodar, MBA, MPA, PI and Jennifer Peters, BA, Co-PI

43. Resources
• ConnectingtoChangetheWorld.net
• Network Evaluation Guide – Network Impact
• Network Health Scorecard – Network Impact
• Network Diagnostic – Monitor Group
• Guide to Assessing Collective Impact - FSG
43

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