Successful Networking

Editor's Note: INPIM is a network comprising a Secretariat, national chapters, and several hundred independent members in countries where a chapter has not yet been formed. Through its various levels, INPIM documents past experience, and turns this experience into lessons for the future. INPIM chapters are centers of advocacy; they encourage policy makers and organizations to enact needed legislation, mobilize farmers, and take action. Other chapters are publishers, consultants, and organizers of seminars, conferences, and workshops. These are the things that INPIM does, the functions that it performs. But what about its structure? Why is it organized the way it is? Our organizational form of ``network" is an unusual type of entity. It is ``tighter" than an Association and ``looser" than an Institute. What exactly is a ``Network"? What are its comparative advantages?

In the article below, which was written in the context of a different sector, the author shares some of his thoughts and experiences on how a network should and should not operate. This article is reprinted with the permission of the author, from the International Forum for Rural Transport and Development's September 1998 ``Forum News" Volume 6, Issue 2. Professor Starkey has written a book on this subject, ``Networking for Development," which is also available in French and Spanish. This may be a valuable resource for our members that have recently established, or are considering creating, a National Chapter of INPIM. More information is available under ``Suggested Readings."

Networking and Rural Transport

In an ideal world, networks relating to rural transport and development would not be necessary. Rural people would express their opinions and needs, and influence policies and development processes. Professionals in transport policy, research, development, training and infrastructural support would be well linked, have resources and would understand the reality of rural transport problems and policy implications. They would collaborate with colleagues and governments, organizations, transporters and the public would listen to them when they had some valuable recommendations to make. The advantages and disadvantages of the different technological, socioeconomic and administrative options for rural transport development would be widely understood. 

In the real world, many of the different stakeholders involved in rural transport exist in separate realities, with little interaction. Information flows tend to be top-down and narrow, restricted to single disciplines, limited geographical areas and prevailing organizational persuasion. They do not have the time, vision, experience or facilities to compare what is actually needed, with what options are available world-wide.

Networks can help overcome such problems by allowing people and organizations to exchange information and experiences and to co-operate with those outside their immediate working environment. A network is any group of individuals or organizations who, on a voluntary basis, exchange information or undertake joint activities in such a way that their individual autonomy is strengthened by the interactive process of networking. 

Various organizational structures are possible. Networks can be formally established as NGOs or can be less formal groups of people and organizations linked through common planning and activities. It is the multi-directional process of networking that is vital, and more crucial than the network structure itself. Electronic mail enables people to participate in international e-mail discussion groups and electronic workshops. Several transport-related electronic networks are open to anyone who uses e-mail.

Networks link people who would not otherwise be linked

Networks facilitate the exchange of information, skills, knowledge, experiences, materials and media, through meetings, workshops, publications and co-operative programmes. This increases the competence of members. Network information exchange reduces unnecessary duplication of work and effort, facilitating faster progress and a wider overall impact. 

Networks effectively link people of different levels, disciplines, organizations and backgrounds who would not otherwise have an opportunity to interact, and bring together funding and technical co-operation agencies with those in need of resources and support. They create an awareness that many others have similar concerns and development problems and provide the critical mass needed for local, national or international advocacy and policy change. 

Networks help address complex development problems and issues that seem overwhelming to those working at village level. They are a source of peer support and encouragement, motivation and professional recognition. However, networks without clear objectives find it difficult to develop dynamic, monitorable programs, with distinct targets that can be met. 

Networks can easily become dominated by particular organizations, individuals and interest groups. Members in small organizations close to the reality of existing transport constraints may be less influential within the network than the well-educated, confident and perhaps intimidating staff of resource-rich agencies and international institutions. Discussions in electronic networks can be dominated by a few individuals with specific interests and geographical scope. 

Centralization can occur when a network co-ordinator, secretariat, steering committee or network board starts to run the network for its own sake rather than facilitating the activities of its members. Networks may have insufficient funds for network activities and co-ordination. On the other hand, when networks have funds, their allocation and administration can generate tension. 

While networks can disseminate valuable information an atmosphere of questioning and self-criticism is required. Otherwise networks could end up sharing information of dubious reliability. Competition from networks or organizations with overlapping agendas should lead to creative collaboration but can also cause competition for recognition, limited resources and membership.

Assessing the impact of networks is difficult. Their influence on members, policy makers and the public may be profound yet of a general nature (enhanced awareness of problems, improved communications, increased motivation, more relevant discussion of issues, etc.). There can be political constraints to the operation of national and international networks, especially where information exchange and criticism of government policy is unwelcome.

Guidelines for Successful Networking

Experience with a wide variety of networks has identified the following lessons for successful networking:

Involve new people from the start. Invite as many different organizations and stakeholders as practicable to an open meeting.

Focus on stimulating issues while emphasizing common interests and joint purpose. Delegate tedious administrative matters and maintain momentum by agreeing some visible, inclusive activities of interest to a wide range of stakeholders.

Formulate clear objectives through discussion with a wide cross section of members (to prevent domination).

Establish a committed core group of individuals or organizations to devote time to initiatives, network coordination and management. The network core group (committee or board) should be representative of the membership and should view network success as an explicit objective of their professional lives. The core group must regularly interact with a variety of ordinary network members to keep up with their ideas and changing needs and to avoid centralization and increasing isolation. Transport networks should find creative ways of involving a wide range of transport stakeholders in network management.

Develop an active program of activities based on enthusiastic member participation interaction and sharing. Transport networks must ensure transport stakeholders see the value of the network, so they will actively participate.

Explore the scope for complementary networks and linkages. The International Transport Forum and National Forum Groups should be complementary and mutually supporting. Transport networks should plan joint activities with other networks with overlapping agenda (animal traction, gender issues, cycle promotion, rural development etc).

Have sufficient resources for activities and co-ordination. Funding is not everything. Some resource rich networks established by international institutions have had a low impact. Some networks without core funding have achieved greater impact through the dedication of members' time, effort and personal resources to network activities. The more a network is user supported, the stronger it will be. Non financial user supplied resources such as voluntary work and dedicated time are particularly valuable. Nevertheless, international network participation requires money. Close association with a sympathetic organization able to provide access to resources, additional contacts and institutional support services can be beneficial to a network. The danger is that such institutional arrangements can lead to centralization, domination or the sudden termination of resources at the whim of that organization.

In Networks… an atmosphere of questioning and self-criticism is required

Establish a social and political legitimacy that attracts participation and facilitates funding. Involvement of influential individuals and organizations, effective programs, an easily recognizable name or logo and well-targeted publicity can assist establishing legitimacy.

Regularly monitor and evaluate network work plans and actions in relation to network objectives, and overall progress. The network should evolve as initial goals are met and circumstances change.

If network objectives are appropriate and inter-institutional linkages are in place, active, decentralized programs of beneficiary orientated network activities can continue to make a significant contribution.

By Paul Starkey
Animal Traction Development
Oxgate, 64 Northcourt Avenue
Reading RG2 7HQ
Fax: +44 1189 314525
email: P.H.Starkey@reading.ac.uk