HIV/AIDS Networking Guide
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HIV/AIDS
Networking
Guide - extracted text
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HIV/AIDS
Networking
Guide
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A comprehensive resource for
individuals and organizations
who wish to build, strengthen
or sustain a network.
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HIV/AIDS
Networking
Guide
First Edition
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International Council of AIDS Service Organizations
HIV/AIDS Networking Guide
FIRST EDITION
Published by the International Council of AIDS Service Organizations (ICASO).
Financial support from the Joint United Nations Programme on HIV/AIDS (UNAIDS).
Copyright © 1997 by the International Council of AIDS Service Organizations.
Text written/compiied by: Bruce Waring, Coordinator, Interagency Coalition on AIDS and
Development (ICAD) with contributions from Yolanta Cwik and Richard Burzynski.
Design and Layout: Grant McNeil, Communication Works
International Council of AIDS Service Organizations
Suite 400, 100 Sparks Street
Ottawa, Canada KIP 5B7
All rights reserved.
Manufactured in Canada.
ICASO is the international network for community-based AIDS
organizations (CBOs) whose mandate is to promote and support the
work of CBOs around the world in the prevention of AIDS and care
and treatment for people living with HIV/AIDS (PITAs), with
particular emphasis on strengthening the response in communities
with fewer resources and within affected communities.
ICASO unites groups throughout the world who have been affected by the HIV/AIDS epidemic.
ICASO's recognition and respect for the human rights of all persons is central to an intelligent
public health strategy7 to combat the AIDS epidemic.
The ICASO network is an interactive global focus point in the international HIV/AIDS world,
gathering and disseminating information and analysis on key issues, coordinating the
development of CBO/NGO positions on these issues, and working as partners with key
international agencies to ensure that the concerns and interests of CBOs and NGOs around the
world are articulated and represented at all levels.
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Table of Contents
Preface
i
About this Guide
Why This Guide Was Developed
What This Guide Will Do
What This Guide Will Not Do
How This Guide Is Organized
ii
Chapter 1 - Networking for a More
Effective Response to HIV and AIDS
Introduction
What Do We Mean by Networking?
Characteristics of a Network
What Are the Benefits of Networking?
Why Network?
Network Activities
Organizational Features of AIDS Networks
The ICASO Story
PHA Involvement in AIDS Networks
Ensuring the Inclusion of People Living with
HIV/AIDS in AIDS Networks
Networking for Mutual Support
ii
ii
ii
ii
1
1
2
2
2
2
2
3
4
5
5
6
Chapter 2 * Networking: What Makes it
8
Work?
8
Introduction
Eight Steps to Building and Sustaining a
9
Network
9
Step one: Prepare a Statement of Purpose
10
Step two: Define Goals and Objectives
Examples of Network Statements of Purpose
11
and Goals
11
Step three: Create an Action Plan
12
Step four: Establish Ground Rules
13
Step five: Define a Decision-Making Process
14
Step six: Prepare a Communications Plan
Step seven: Choose an Organizational Structure 14
Some Thoughts on How Networks Organize
15
Themselves
16
Step eight: Secure Resources
17
Crucial Steps in Network Building
Chapter 3 * Change and Challenge
Introduction
Sustaining Commitment
Evaluation
Letters of Commitment
Resolving Conflict
Responding to Conflict
Communication
18
18
19
19
21
21
22
23
Chapter 4 - Other Networking Issues
Introduction
Issue 1 - Mobilizing Resources
Issue 2 - Electronic Mail and Networking
in AIDS
Personal Testimonials: E-mail and Networking
24
24
25
Chapter 5 - Governing Body and Staff Issues
in Formalized Networks
Introduction
Selecting a Governing Body
Models for the Structure of the Governing Body
Model 1: The Working/Administrative
Governing Body
Model 2: Collective
Tips to Help Distinguish Between the Role of
the Governing Body and Staff
Basic Functions of Governing Bodies
Sample Terms of Reference for a Member of a
Governing Body
Terms of Reference for the Governing Body of
an Existing AIDS Network
Defining the Role of Staff
Job Description of Network Senior Staff Person
Chapter 6 - Lessons Learned About
Networking
Introduction
Factors and Conditions Influencing Networking
Dynamics
Why Networks Fail
Networking Issues and Challenges
27
30
31
31
32
32
32
33
34
34
35
35
36
37
39
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40
41
42
Appendix * International HIV/AIDS Related
Networks
44
Invitation to comment on the ICASO
HIV/AIDS Networking Guide
48
Preface
...... ....
Among the major challenges faced by community-based organizations working in HIV/AIDS throughout
the world are dwindling resources and nsing expectations. In effect we are expected to do more^wi h less^
Networking, by individuals and organizations at all levels - local, national, regional, and international i one ot
theTays we are learning to operate more strategically. This is a powerful testament of our commitment to building
solidarity and uniting in common cause.
hundreds of requests for practical assistance to establishing
From this spirit of solidarity, and in response to
to produce this Guide. The Guide is, essentially, a tool to
and maintaining networking approaches, ICASO decided
to build and sustain a successful networking approach.
enable individuals and organizations to improve their ability
ill freely
We also produced the Networking Guide with the hope that people and organizations wih
freely copy
copy and
and
share it with others in their local communities. As a basic tool, you can adapt it to your specific needs by adding
sections relevant to your develonment. We encourage you to complete it with a resource list for yoin- own cou ry.
And we would like to hear your opinions on the Guide so please complete and send to us the evaluation form th
end of the Guide. Good luck and continued strength and solidarity.
Abdelkader Bacha - AfriCASO
Jeari'Jacques Thorens - EuroCASO
Jacqueline Coleman - NACASO
Tuti Parwati Merati and Dede Oetomo - APCASO
Juan Jacobo Hernandez - LACCASO
Richard Burzynski - ICASO Central Secretariat
ICASO wishes to thank and acknowledge the contnbution of the following individuals who contributed their
experience and expertise to the development of this guide.
National AIDS-Hotiine. (Tnmdad and Tobago) .Sarah Lee, International HIV/AIDS A liance UK)
UK NGO AIDS Consortium (UK) .and Dede Oetomo, Gaya Nusantara, (Indonesia).
ICASO would also like to thank the following individuals and organizations for their contributions:
Ioan Anderson, AIDS Committee of Toronto, (Canada). Russell Armstrong, Canadian AIDS Soc^’(^aJa)4‘
Rita Arauz Fundacidn Nimehuatzin, (Nicaragua) .Maria de Bruyn, AIDS Coordination ureau, ( e
Pmily ChSida Zimbabwe National Network of People Living with HIV/AIDS, (Zimbabwe) .Chi dren.md AIDS
''international NGO Network, (Canada) ‘Paul Deany, Asia Harm Reduction Network, Aust™11*) Ge’
Commit^of Toronto, (Canada) .David Shanks, (Canada) .Kate Thomsom, international^Community of Women
Living With HIV/AIDS, (UK) ♦and the National Council for International Health (UbA).
The author — Bruce Wanng — would like to thank Richard Burzynski and Yolanta Cwik, ICASO Central
Secretariat, for their encouragement, valuable advice and assistance.
About This Guide
Why This Guide Was Developed
as advocacy, policy development, skills building,
capacity’ building and sharing information. Each of these
activity’ areas are important aspects of networking but
beyond the scope of this guide. The guide is, therefore,
intended as a basic resource, not as “the authority” on
network building.
The guide has it origins in several discussions between
members of the International Council of AIDS Service
Organizations (ICASO) on how to respond effectively
to the numerous requests for assistance from members
and other groups on networking issues.
It must also be said that there is nearly always more than
one approach to addressing any challenge, including
those associated with networking. The information
presented in this publication is not a “blue print” but a
guide to assist you.
Many of the inquiries were from people or organizations
who simply wanted to know more about the experience
of others in networking, either in an informal sense, or
in a formal or structured network. Other requests were
more specific in nature and focused on the mechanics of
starting or keeping a network going.
How This Guide Is Organized
The rest of this Guide is divided into six main sections:
Responding to these requests was sometimes difficult
because of the absence of written information on the
“networking experience” in HIV/AIDS work, the
diverse subject matter of many of the requests, and the
lack of easily accessible information on many
networking issues.
1. Networking for A More Effective Response to HIV
and AIDS explains some key terms in the field of
networking, provides a brief overview of the
characteristics of a network, looks at what the benefits
of networking are and the activities which are normally
undertaken by networks, the organizational features of
AIDS networks, and the advantages of significant PHA
involvement in networks.
The development of a resource to address many of the
commonly asked questions about networking was seen
as a practical response by ICASO to a need for
information on this subject.
2. Networking: What Makes it Work? gives the nuts
and bolts of planning for building and sustaining a
network. Eight key actions are presented.
What This Guide Will Do
The Guide is a basic resource for individuals and
organizations who wish to build, strengthen or sustain a
network. It will assist you or your organization in
understanding what motivates people and organizations
to network; important steps to take in making the
network work for its members; and action that can be
taken to address some of the challenges that are
typically encountered in networks.
3. Change and Challenges provides suggestions on how
to address the networking challenges of sustaining
commitment, resolving conflict, and communication.
4. Other Networking Issues explores some aspects of
networking which can have a negative impact on the
development of a network development, presents some
basic information on how to mobilize resources for
network activities and looks at the benefits and possible
constraints of electronic communication in networking.
The Guide was written to be useful to those who are
involved in both informal and formal networks. Only
Chapter 5 — Governing Body and Staff Issues in
Formalized Networks — is specific to formal networks.
5. Governing Body and Staff Issues gives guidance on
how to meet the organizational development challenges
associated with formal networks. It looks at selecting a
governing body, models for the structure of a governing
body, and the importance of defining the responsibilities
of the governing body and staff.
What This Guide Will Not Do
Many factors other than those presented in this Guide
are known to influence the capacity of individuals and
organizations to start and keep networks operating
smoothly. It simply was not feasible to address in detail
the activities which networks typically undertake, such
6. Lessons Learned About Networking presents the
reflections of people actively involved in networking on
factors which can make or break a network.
ii
Chapter 1
K letworking for a More
I
Effective Response To
HIV and AIDS
Introduction
Those of us who are involved in HIV/AIDS work network
because the problems that we are trying to address are too large
for any of us as individuals or organizations to face on our own.
We need help, we need encouragement, we need to feel that we
are not alone. Yet it is not for moral and psychological support
that we seek out others engaged in similar pursuits. The ethical,
technical, and managerial demands of the challenges of HIV and
AIDS are on such a scale that we can only address them by
cooperating as much as possible.
This chapter gives background information on the process of
networking and networks. It includes:
o
What Do We Mean by Networking;
o
Characteristics of a Network;
o
What are the Benefits of Networking;
o
Network Activities;
o
Organizational Features of AIDS Networks; and
o
PHA Involvement in AIDS Networks.
1
Networking for a more effective response to HIV and AIDS
Successful networking also helps to:
What Do We Mean by
Networking?
■
There are no fixed definitions tor “networking.” The
term is used in many ways and has a variety of meanings
to different people. Here is our working definition.
accomplish something together which you could not
accomplish alone;
■ strengthen advocacy;
■ influence others — inside and outside the network;
■
Networking is a process by which two or more
organizations and/or individuals collaborate to achieve
common goals.
broaden the understanding of an issue or struggle by
bringing together different constituencies;
■ share the work;
■ reduce duplicating efforts and wasting resources;
We use the term “network” to refer to the set of
organizations and/or individuals that join in
collaboration.
promote the exchanges of ideas, insights,
experiences and skills;
■ provide a needed sense of solidarity, and moral and
psychological support; and
■ under certain circumstances, mobilize financial
resources.
■
Characteristics of a Network
Most networks have some or all of the following
characteristics. They are:
Why Network?
■ a group of organizations and/or individuals who
come together to pursue joint goals or common
interests;
The following is a reflection on the value of
networking in AIDS work by Elizabeth Reid, former
director, HIV and Development Programme, United
: Nations Development Programme (UNDP).
■ venues for social action through exchange and
mutual learning;
■ sustained through some form of communication;
In the process of creating these networks, we are
learning that they are fragile entities, difficult to get
established and to sustain. They require much
commitment and patience from their members,
particularly their founding members. But we are
also learning that they form an essential part of the
community response to the epidemic. Without
them, people are often merely told what others
think they should do. With them, we can
strengthen the process of questioning, reflection
and learning. They are the places in which an
individual in search of help can go, spaces in which
communities can seek to understand how, wisely
and humanely, they can respond.
■ committed to a jointly developed structure and
shared responsibility; and
■ they are based on member-ownership and
commitment to shared objectives and means of
action.
What Are the Benefits of
Networking?
AIDS organizations and people living with HIV/AIDS
(PHAs) network because the problems and issues that
we face are too large for any of us as individuals or as
organizations to face on our own.
Source: "Networks on Ethics, Law and HIV:
Providing a Framework for Difficult Discussions," in
Newsletter of the African Network on Ethics, Law
and HIV, No. 1, June 1996.
Networking is a means of giving greater regional,
national or international impacts to the activities of
community-based organizations. To use a fashionable
term, networks have a “synergy effect.”
!
“Synergy” means that the total effect of things done
together is greater than the sum of individual activities.
That is, cooperation between ’ arious AIDS
organizations gives the groups involved “more.”
Network Activities
AIDS networks are diverse. They are formed by
different groups and individuals for a variety of reasons
and tnev operate in distinct ways. There are, however,
some basic activities which are typical to most AIDS
networks. The following are presented as examples of
the typical activities undertaken bv AIDS networks.
2
Networking for a more effective response to HIV and AIDS
National
Generate and Share Information and
Analysis
■ Zimbabwe AIDS Network (ZAN)
■ Liga Colombiana de lucha contra el SIDA
■ Pakistan AIDS Prevention Society
Networks provide a structure for members to
establish and maintain essential communications
with each other. It is important to exchange
information and to analyze it to achieve common
goals and objectives. Occasionally, networks will
undertake research on behalf of members including:
policy matters; member needs assessments; member
activity surveys; and evaluations.
Sub-regional
■ Southern African Network of AIDS Service
Organizations (SANASO)
■ Caribbean Regional Network of People Living with
HIV/AIDS (CRN+)
Advocacy
Regional
Networks often coordinate advocacy action on
matters of mutual concern to members. Networks
have been quite successful at influencing
decision-makers* both within and without the
network.
■ African Council of AIDS Service Organizations
(AfriCASO)
■ Asia Pacific Council of AIDS Service Organizations
(APCASO)
■ Latin America and the Caribbean Council of AIDS
Service Organizations (LACCASO)
* A decision-maker is a person who is in a strong
position of power and/or influence.
International
■ International Council of AIDS Service
Organizations (ICASO)
■ Global Network of People Living With HIV/AIDS
(GNP+)
■ International Community of Women Living With
HIV/AIDS (ICW)
Skills and Capacity Building
Many networks provide both informal and formal
opportunities for enhancing the skill levels of
members. Informally, members benefit from the
general sharing of information and experience.
Networks often provide an opportunity to find
mentors among peers. Networks also provide formal
“skills building” opportunities for members when
they organize workshops and seminars or produce
educational tools such as manuals, guidebooks, or
resource guides.
Thematic Focus
There are numerous AIDS networks organized around
specific themes or issues which constitute their
members' areas of action. A few examples are listed by
category:
Building Solidarity
Networks are often mindful of the need to build a
sense of solidarity among its members so that they
are better able to achieve their goals and objectives.
Networks also help to assure members that their
work is important, particularly when the social and
political environment is not hospitable to work in
the area of HIV/AIDS.
Organizational Features of AIDS
Networks
THEME
EXAMPLE
Children &. Youth
Children and AIDS
International NGO Network
European Forum on
HIV/AIDS, Children and
Families
Ethics <St Law
Latin American and
Caribbean Network on Law,
Ethics and HIV
Canadian HIV/AIDS Legal
Network
Homosexuality
Gay Health Network
Colectivo Sol
Injection Drug User
Asia Harm Reduction
Network
Migrants
AIDS & Mobility European
Project
AIDS networks differ in terms of geographical scope,
thematic focus, structure, and membership.
Geographical Scope
Networks exist at the national, sub-regional, regional,
and international levels. For example:
/
3
Networking for a more effective response to HIV and AIDS
Northern International
Development
Positive People
Interagency Coalition on
AIDS and Development
UK NGO AIDS Consortium
HIV/AIDS International
Development Network of
Australia
Network of African People
with HIV/AIDS
Asia Pacific Network of
People Living with
HIV/AIDS
UK Coalition of People
Living with HIV &. AIDS
Religion
International Christian
AIDS Network
Sex Workers
Network of Sexwork Projects
Treatment
European AIDS Treatment
Group
Women
Women and AIDS Support
Network
Fundacidn Para Estudio e
Investigacidn de la Mujer
Society for Women and
AIDS in Africa
true if they are trying to coordinate activities of member
organizations with the aim of avoiding duplication of
services.
The International Council of AIDS Service
Organizations (ICASO), for example, has over time
developed a highly structured coordination mechanism.
It is governed by a body composed of members, has a
central secretariat, paid staff, regional secretariats and
has guidelines for the network’s operations at the
central, regional and national levels.
Typically most AIDS networks fall somewhere along a
continuum between a loose single purpose network for
information exchange and a highly formalized network.
It is also important to note that network structures are
not static: they tend to change over time. For example,
some networks start with a loose structure and gradually
become more formal. Other networks may move from a
formal structure to a looser structure over time.
Membership
Some AIDS networks are composed entirely of
individuals while others are composed entirely of
organizations. Other AIDS networks are a combination
or individual members and organizational members.
Network Structure
Note: See Chapter Two for more discussion of network
structures.
Networks can be informal or formal in nature. The
difference is that the latter has a formal coordinating
structure, whilst the former does not. There is a
spectrum between very informal and very formal
networks.
The ICASO Story
The International Council of AIDS Service
Organizations is an international network that exists
primarily to strengthen the response of the community
sector. The ICASO mission is to promote and support
the work of community-based organizations (CBOs)
around the world in the prevention of HIV/AIDS, as
well as care and treatment for people living with
HIV/AIDS (PHAs). ICASO places particular emphasis
on strengthening the response in communities hit
hardest by the pandemic, and in communities with
fewer resources.
The structure that a network will choose depends on
many factors, the most important of which are:
■
what is your network trying to achieve?;
■
what resources do you have (time, money and
people); and
■
how do your members want the network to be
organized?
Through the ICASO networking process,
organizations establish and maintain essential
communication with each other, ensuring the
active exchange of information that is vital to the
evolution of the community response. At the
regional level, ICASO draws from networks of
community experts who provide training and skills
development, advocate for sound public policies
and services, facilitate and support the creation of
other groups, monitor the application of human
rights, and promote the changes necessary for the
creation of supportive legal and social
Often the reason why a group of individuals and/or
organizations agree to collaborate does not require an
elaborate structure. For example, the purpose of some
networks is simply to exchange information on topics of
common interest (e.g., human rights). These exchanges
of information do not require a complex administrative
or managerial arrangement.
Some networks, however, do require a more formal
structure to accomplish their goals. This is particularly
4
Networking for a more effective response to HIV and AIDS
Motivation: PHAs bring a high degree of personal
investment, motivation, dedication, compassion, and
commitment to networking.
environments for viable and effective prevention
and care services.
ICASO is anchored by five Regional Secretariats
and coordinated through a Central Secretariat. To
maximize effectiveness and to minimize cost, each
Secretariat is housed within an existing
organization: AfriCASO (Africa) is hosted by ENDA
Tiers Monde in Senegal; APCASO (Asia/Pacific) is
hosted by Citra Usadha Indonesia Foundation in
Bali Indonesia; EuroCASO (Europe) is hosted by the
Netherlands Institute of Mental Health and
Addiction (Trimbos-institut) in the Netherlands;
LACCASO (Latin America and the Caribbean) is
hosted by Colectivo Sol in Mexico; NACASO (North
America) is hosted by the National Minority AIDS
Council in the United States; and the ICASO
Central Secretariat is hosted by the Canadian AIDS
Society in Ottawa, Canada.
Credibility: PHA involvement in AIDS networks
legitimizes these networks. Networks with greater PHA
involvement are usually more attuned to the changing
needs of PHAs and therefore are more effective
advocates.
Adapted from Living and Serving: Persons with HIV in the
Canadian AIDS Movement, by Charles M. Roy (D.S.W),
1996. Charles, presently the Executive Director of the AIDS
Committee of Toronto, tested HIV positive in 1987. He has
worked extensively in the AIDS movement, both as a
volunteer and as an employee.
Ensuring the Inclusion of People with
Although the core activities vary by region, the
overall goal is to facilitate network building and
coordination, information sharing, and advocacy.
The Secretariats have also produced guidelines
outlining a generic regional programme and
structure. The Networking guidelines work as a
framework to assist with regional activities which
are guided by principles established by "grassroots"
organizations. The guidelines promote the ongoing
development of national networking processes.
HIV/AIDS in AIDS Networks
Emily Chigwida, Chairperson of the Zimbabwe
National Network of People Living With HIV/AIDS
(ZNNP+) and Mick Matthews, who until recently
participated in the UK NGO AIDS Consortium, were
asked to reflect on how AIDS networks benefit by
ensuring the inclusion of people with HIV/AIDS.
Emily Chigwida
PHA Involvement in AIDS
Networks
"It is important for any organization working in the
field of HIV/AIDS to include people living with the
virus because it is we who have first hand
experiences of the problems that we face. We are
the ones who face periods of ill-health, who
struggle to provide for our families, who face
hostility and stigma in the communities in which we
live and who try to hold down employment in the
face of discrimination.
In order for AIDS networks co be truly representative of
and responsive to the needs of people living with
HIV/AIDS (PHAs) it is imperative that they find ways
to ensure the involvement of PHAs in a meaningful
way.
The main advantages of PHA participation in AIDS
networks are summarized below.
For example, in 1995, the Zimbabwe AIDS
Network (ZAN) introduced a system whereby the
Chairperson of Zimbabwe National Network of
People Living With HIV/AIDS (ZNNP+) became a
member of the ZAN National Executive. This has
led to better relationships between various
NGOs/ASOs and PWA support groups. Some
NGOs/ASOs have employed people living with
HIV/AIDS on their staff. ZAN itself provides office
accommodation for the ZNNP+ secretariat.
PHA Empowerment: As PHAs become more mobilized
throughout the community-based AIDS movement,
they have demanded to speak on their own behalf.
AIDS networks with no serious PHA involvement have
been challenged to stop speaking on behalf of PHAs.
Vision and Leadership: As the needs of PHAs change,
and grow, some PHAs have provided AIDS networks
with the necessary leadership for expanding policy and
program directions to meet the needs of an expanding
and changing pandemic.
I believe that we need to work together and that
people living with HIV/AIDS should be involved in
all activities to overcome the virus/
Mick Matthews
Skills and Knowledge: PHAs have enhanced every
aspect of the AIDS movement, including networks, with
their considerable and varied skill sets.
"Quality of life is improved when people are able
to contribute to both their own and their families
5
Networking for a more effective response to HIV and AIDS
Creating space
welfare, through economic or practical activities.
Any sustainable response to the epidemic must
recognize and make use of the knowledge
accumulated by people and communities living
with HIV and AIDS.
At the local, national, regional and international
levels, spaces are being created by CBOs and
NGOs to share experiences, circulate information,
provide mutual assistance and fill gaps. Together,
they are giving a voice to those who are silent,
influencing policies and programmes through
strong united action and advocacy for funding. All
of these objectives are pursued in order to support
and strengthen an effective response to HIV/AIDS.
The involvement of people living with HIV/AIDS in
the ongoing development of networks increases
effectiveness by enabling participants to identify
how to focus activities better. Meaningful
involvement helps to establish mutual respect and
understanding and channels the often vital and
spontaneous contributions from people living with
HIV/AIDS through more formal and sustainable
community infrastructures.
The spaces are organized in different ways,
including informal consultations and exchanges,
loose and flexible coordinating mechanisms and
structured national and international bodies.
Individuals are also devoting time, energy and
skills to linking and connecting people,
organizations and institutions without being in any
structured networks. There are specific thematic
networks covering women's and youth issues,
homosexuality, culture and development, all in
relation to HIV/AIDS. There are also geographical
networks with a national or international
dimension which cover the different themes
constituting their members' domain of action. All
these valuable efforts involve support and altruism
so as to provide efficiency and strength.
Also, for networks to maintain the integrity and
relevance of their reason for being, the full and
meaningful involvement of people living with HIV
or AIDS is essential."
Networking for Mutual Support
The following article reflects the experiences and
opinions of its author, El Hadj As Sy, concerning the
role and relevance of AIDS networks in the overall
response to the global AIDS pandemic. The article
originally appeared in AIDS/STD Health Promotion
Exchange, 1995, No 1.
Solidarity and collaboration
Around the world we live and work in differing
conditions and these affect our efforts. Solidarity
can sometimes be somewhat constrained by
circumstances. Communication, for example, may
be extremely difficult even though it is the most
important means of working and networking.
Working together may entail a certain measure of
competition for recognition and funding. Militancy
may compete with professionalism and there is
often some strain related to altruism versus
guarding over organizational interests. Issues
raised by CBOs/NGOs and in networks quite often
encounter resistance from government or cultural
factors. In short, we may encounter many tensions
and networking demands that we balance between
them.
Whenever an individual, family or organization is
confronted with the HIV/AIDS epidemic, they
always react. In many cases, the first reaction is
spontaneous and does not necessarily respond
effectively to the epidemic. Many community-based
and non-governmental organizations (CBOs &
NGOs) have therefore gone through a process of
"learning by doing" in order to move from a simple
reaction to a true response.
This process is ongoing because the HIV/AIDS
epidemic continually confronts us with challenges
which profoundly affect different aspects of human
life and which necessitate a deep understanding of
social and economic issues in the broadest sense.
These issues are quite similar in essence but vary in
their expressions in different parts of the world.
Consequently, the responses vary but each one
constitutes an interesting experience which can
inspire others.
Networking also implies that CBOs and NGOs are
involved in a movement for social change. Such a
movement will naturally intersect with other actors
(e.g. decision-makers, donors), whose agendas
and priorities sometimes affect CBO/NGO
networks. The HIV/AIDS epidemic is revealing in
that it reaffirms the necessities which put
CBOs/NGOs in the spotlight. It is important that
the other actors acknowledge that the participation
of CBOs/NGOs in civil society — in the process of
socio-economic development is vital. For their part,
CBOs/NGOs need to strengthen themselves and
one another so as to contribute what they can,
Ten years into the epidemic, CBOs and NGOs
around the world are quite familiar with these
kinds of experiences. Convinced more than ever of
the importance of their contribution in combating
HIV/AIDS, they are becoming increasingly active in
networking in addition to implementing their
respective programmes. By doing so, they can draw
lessons from successful programmes as well as
failures in order to improve their own responses.
6
Networking for a more effective response to HIV and AIDS
respect are needed so that competition does not
become destructive. Indeed, networking is more
important than the networks themselves. Let us
remind ourselves each instant that our efforts only
make sense if they combat HIV/AIDS and
contribute to the well-being of people and their
communities.
while remaining vigilant so that all of the burden is
not shifted to their shoulders.
Networking is extremely important but we must
"de-mystify" it first. It is obviously not a panacea
but it is certainly a way to establish alternative
means of cooperation. These different ways of
working together will continue to lead to the
creation of different networks, where solidarity and
Source: AIDS/STD Health Promotion Exchange,
1995, No 1.
7
Chapter 2
k letworking: What
IN Makes it Work?
Introduction
Networking at its best is a dynamic, creative process that is so
efficient that everything appears effortless. This masks, of course,
the hard work, careful planning, management and the occasional
frustration that underlines it. Anyone involved in networking or
building and sustaining a network can testify to that. And we all
know that some networks are more successful and better run
than others.
There is no magic that will create a well-run network.
Nevertheless, a few tried techniques can help.
This chapter presents eight key steps to help you build and
sustain a network:
o
Prepare a Statement of Purpose;
o
Define Goals and Objectives;
o
Create an Action Plan;
o
Establish Ground Rules;
o
Define a Decision-Making Process;
o
Prepare a Communications Plan;
o
Choose an Organizational Structure; and
o
Secure Resources.
/
8
Networking: What Makes it Work?
Writing a Statement of Purpose
Eight Steps to Building and
Sustaining a Network
If your network does not already have a Statement of
Purpose you should prepare one. You could use the
following exercise as a guideline.
This chapter will look at key steps in network building.
Before looking at these key steps, however, it is
important to stress that most networks do not
systematically work through these steps right at the
beginning of the network’s existence. Indeed it may be
detrimental for a network to get caught up in process
issues until the members of the network actually have
created a sense of solidarity through collaboration and
action.
Exercise to Develop a Statement of Purpose
1. Organize a face-to-face meeting of your membership.
A small group of no more than 25 members is the ideal
number for this exercise.
2. Brainstorm and list important phrases or words that
begin to describe the purpose of the network. Record
the responses on a flip chart or blackboard. A flip chart
or blackboard greatly eases the process of creating a
statement of purpose because members can “see” what
they “say.” They can also see common themes emerge.
The steps elaborated below are most relevant to
networks that are at the point where its members agree
that the network would be more effective if it formalized
its operations to a greater degree.
Step one: Prepare a Statement of
Purpose
3. As a group, look over these responses and underline
the most important words — the key words.
What is a Statement of Purpose?
Examples
The Statement of Purpose is a precise and agreed upon
statement of the reason for your network's existence, the
values which underline your network and what you
ideally want to accomplish.
■ Our purpose is to promote and protect the rights of
people with HIV/AIDS.
■ Our purpose is to educate decision-makers and the
public on issues of concern.
Statements of purpose often become public descriptions
of what your network is about, so it is crucial that the
statement be accurate and acceptable. It should be
simple, brief, and broad enough to win the support of a
range of organizations and/or individuals.
■ Our purpose is to provide accurate information on
how to prevent the spread of HIV.
■ Our purpose is to advocate for programs and policies
that ensure the Quality of life for people infected and
affected by HIV/AIDS.
The importance of keeping the network to a single
purpose cannot be over-stressed. Attempts to stray from
the straight and narrow path leading to the network's
goals and objectives can result in fragmented efforts and,
ultimately, failure.
4. Look closely at the key words in each response. Then
agree on the most important factors and begin to refine
the statement.
5. Next, ask a small subgroup to take responsibility for
producing a draft of the mission statement. The
subgroup should ensure that the draft statement
includes the following elements:
Why do you need a Statement of Purpose?
■ to provide a framework for the scope and direction
of your priorities and activities;
■ to give network members a shared sense of purpose:
the basis for the collaboration;
■ to ensure that everyone understands and agrees with
the purpose of the network; and
■ to act as a reminder of the network's purpose or the
social justification for its existence. This helps to
ensure that the network does not become an end
unto itself — in business just to be in business.
■ who are we?
■
why do we exist?
s what would we ideally like to accomplish, and where
and for whom we will achieve our purpose?
■ how are we unique? and
■ what do we believe in — our principles and values?
9
Networking: What Makes it Work?
6. Reconvene a meeting of the larger group to review
the work of the subgroup. Discuss the Statement of
Purpose against the following checklist.
■ Each goal may take a different amount of time to be
accomplished.
■ If you have more than one goal, place them in order
of importance.
■ Does the Statement of Purpose clearly describe the
work of the network, including what, for whom and
how?
Setting Objectives
■ Does it describe the uniqueness of the network?
Some pointers to consider as you set your objectives:
■ Is it realistic and forceful?
■ Many people confuse objectives with activities. It is
very important to understand that objectives are
the outcomes of activities, not the activities
themselves.
■ Does everybody understand the Statement of
Purpose?
■ Is it clear and simple?
■ Objectives have three characteristics:
Depending on the extent of comments, the subgroup
may need to meet again to incorporate agreed upon
changes.
1. They are specific: an objective tells exactly which
problem is to be addressed.
2. They are measurable: an objective is framed in
terms of how much and how many. It states the
extent of the problem that will be resolved.
7. Discuss and try to come to a consensus on the
Statement of Purpose. If you have not included the
general membership of the network in this exercise, you
should at this point.
3. They include a time frame: an objective gives a
specific date for its achievement.
If you have more than one goal, you will need
different objectives for each goal.
Step two: Define Goals and
Objectives
With clear goals and objectives, you will have a good
idea of what your network wants to accomplish.
To help identify the specific objectives of the network, it
is useful to ask: What are we trying to change?
First it is important to identify the difference between a
goal and an objective.
Once the areas of change have been identified, it is
important to ensure that they are measurable. There are
five important elements to consider when creating
objectives that are specific and measurable. These
elements are listed below in random order:
A Goal is a broad statement that describes the changes
you want to have happen because of your action.
Objectives are specific, measurable statements of the
desired change (s) that a network or organization intends
to accomplish by a given time.
■ the date by which the change will occur;
■ the specific change desired;
■ a measure (e.g., number or percentage);
Setting Goals
■ the target group; and
Some pointers to consider as you set goals:
■ the location.
■ You may need more than one goal. Each goal should
focus on one change. Write each goal separately so
that you can see how they differ, and why you may
need different strategies to accomplish them.
■ Goals are not wishes. Make your goals realistic and
attainable by breaking them up into smaller, more
manageable chunks. They are more attainable when
they are smaller.
;
Adapted from Guide to Project Evaluation: A Participatory
Approach, Health Canada, 1996. With permission of the
Minister of Public Works and Government Services
Canada, 1997; and Making a Difference in Your
Community: A Guide for Policy Change, 2nd edition,
Ontario Public Health Association, 1996.
10
Networking: What Makes it Work?
GNP+'s Objectives
Examples of Network Statements of
Purpose and Goals
This is done on all levels by:
Southern African Network of AIDS Service
Organizations (SANASO)
□
Lobbying: for inclusion of people living with
HIV/AIDS for interests of people living with
HIV/AIDS.
□
Linking: linking people with HIV/AIDS with each
other at various platforms such aa
international/regional conferences and via
communication.
□
Sharing: creating the opportunity for PHAs to
share ideas, knowledge and expertise through
capacity building and regional and country level
focal points.
SANASO's Statement of Purpose
SANASO's overall goal is to ensure that its
members fulfill their roles in complementing
Government's AIDS Control Programmes through
information exchange, co-operation and
coordination of activities to promote effective AIDS
programmes and avoid wasting scarce resources.
Objectives
Step three: Create an Action Plan|
1. To facilitate the sharing of information, ideas,
experiences and resources in AIDS related work
between NGOs at National, Regional and
International levels;
Once you have written your statement of purpose and
established your goals and objectives you need to create
an action plan. An action plan is a specific set of steps
which are developed to achieve a specific objective.
2. To promote cooperation and collaboration in
AIDS work among NGOs within member countries,
Regionally, and Internationally.
At a minimum an action plan should:
3. To coordinate common AIDS related activities
and functions undertaken by NGOs and other
relevant bodies within and outside the Region;
1. Identify the activities needed to accomplish an
objective
4. To promote coherent and supportive
non-disciplinary policies on medical, social,
economic, political, legal, ethical and religious
matters affecting people living with HIV infection
and AIDS.
Some pointers to help you decide what activities you
will take to fulfill your stated purpose and accomplish
each objective.
■ Activities should flow naturally from goals and
objectives.
5. To articulate to the rest of the world the needs
and achievements of the region with respect to
HIV/AIDS;
■ Be specific. State the action you will take clearly.
6. To defend the rights of HIV infected individuals
and persons with AIDS and to lobby governments
to enact legislation which will address the plight of
these persons; and
The activities your network chooses should always be
ones your members feel comfortable doing. Do not ask
people or organizations in your network to do things
they feel are inappropriate.
7. To liaise closely with National AIDS Control
Programmes.
2. Identify resources
You need to take stock of the resources — people,
money and in-kind contributions — which your
network and its members can contribute. Begin by
considering:
Global Network of People Living With HIV/AIDS
(GNP+)
GNP+'s Statement of Purpose
■ How much money and in-kind contributions (for
example: office space, supplies, equipment) can
participating organizations contribute?
■ How much staff time can members of the network
and/or their organizations commit?
The Global Network of people living with HIV/AIDS
(GNP+) is a global network of and for people living
with HIV/AIDS, and the overall aim of GNP+ is to
work to improve the quality of life for people living
with HIV/AIDS.
■ How many volunteers can we recruit?
11
Networking: What Makes it Work?
■ Do we have the skills needed for the activities we
will undertake?
Once you know what your resources are you need to
assess if you have enough resources to accomplish your
objectives.
■
If you did not accomplish what you had intended,
why not? What would you do differently another
time?
■
Did you exceed your expectations? What does this
mean for any future plans?
■ What have you learned about the issue?
3. Designate responsibilities to persons in your group
Identify who is responsible for each action to be
undertaken. Make sure that those who are
implementing the action know what is expected of
them. Actual job descriptions or terms of reference may
help.
4. Set a timetable for the actions that must be
undertaken
Specify the start and end dates for each activity.
Individual activities should have end-points so that
people can see results.
5. Implement, Monitor and Evaluate
Much thought, research, time and energy has gone into
developing your action plan. And now you must begin
to implement it.
Once you have begun to implement your plan of action
you will find that keeping records of the results of action
■ taken will help you learn from your successes and
failures.
■ Are the people and organizations involved in the
network happy with the results of their actions? Are
they happy with the process? Are they satisfied with
their participation in the process?
Many networks have found it useful to build in
evaluation on a regular basis so that it is part of the
process, as opposed to something that only happens at
the end of a project or when something goes seriously
wrong. Practising evaluation regularly teaches people to
look at work more honestly, reduces individual
defensiveness about particular tasks, and helps
organizations and individuals grow. Your work will
improve if you practice regular evaluations.
Note: See Chapter 3 for more information on how
evaluation helps to strengthen member commitment to the
network and a framework for an evaluation strategy.
Adapted from Making a Difference in Your Community: A
Guide for Policy Change, 2nd edition, Ontario Public
Health Association, 1996.
Step four: Establish Ground Rules
Early on in the process of networking it is important to
address the issue of how members of the network are to
interact with one another. Many networks have
developed “Ground Rules” and agree that they be
adhered to in meetings and other interactions between
members.
This process is known as monitoring: the act of
recording the results of your actions in a systematic way.
The data gathered through monitoring your action plan
can be used in the evaluation.
It has been proven that what gets measured gets done
— a good reason in itself to engage in evaluation.
Evaluation is the process of determining if objectives
have been met and which factors helped or hindered the
process. An evaluation should help you answer some or
all of the following questions:
■
Ground rules help to create a safe space for members to
work with each other. An atmosphere of safety and
mutual respect must be developed and sustained
throughout the life of the network. This is particularly
so with networks because individuals often represent
larger groups of people. Suspicion and mistrust will
readily reduce productivity, discourage participation and
alienate members.
Have you moved ahead? By how much?
Is the situation better than before?
How have your efforts changed the big picture?
Have you accomplished your objectives?
■ If you have accomplished what you set out to do, did
it go as you had anticipated? If not, what caught you
off guard, or made you re-think and re-plan your
strategy?
■
■
Here are some suggestions for inclusion in Ground
Rules.
12
■
Attend and participate in all network meetings.
■
Be on time for meetings.
Networking: What Makes it Work?
Step five: Define a
Decision-Making Process
■ Come to meetings prepared to listen, ponder, debate
and question.
■ Do not interrupt while people are speaking.
■ By all means come with a point of view, but be
prepared to change it if the evidence suggests change
is in order.
■ Show respect for each other. Challenge statements,
not the person making them.
■ To enable the creation of a safe space where
everyone can participate equally, please consider the
language you are using. Racist, sexist, homophobic
or any other oppressive terms or behaviour are not
appropriate.
■ Respect the need for confidentiality. No information
should be shared without the permission of the
person who volunteered the information in the first
place.
■ Always be prepared to act in the best interests of the
total network, not just a single interest or distinct
geographical region.
■ Use your role in the network to build group strength,
to facilitate decision-making with which everyone
can feel comfortable.
■ Once a decision is taken by the network, act as a
spokesperson for the network as a whole to explain
and defend the final position of the group, even if
you originally objected.
■ Stay informed about issues related to the work of the
network, building your knowledge and
understanding of all sides of the issue.
Every’ network needs to accomplish an agreed upon task
or set of tasks. Invariably this involves making decisions.
Deciding how those decisions will be made gives
members a clear idea of how to participate in the
network and builds confidence in the process.
Discussing how the members of the network want to
make decisions early on in its formation helps the group
determine not only how it will operate but reduces
conflicts that can surface when the rules of the game are
unclear or not enforced.
Decisions can be made in many different ways. Lets look
at three typical forms of decision-making in networks:
Command, Consultative and Consensus (or
Collaborative).
Command
Command decisions are made by the leader of the group
in times of emergency when fast action is required. For
example, when an article requiring comment appears in
the local newspaper. While perhaps the most efficient of
the three decision-making approaches, there are risks to
command decisions. If command decisions are made too
often, the membership feels left out of decision-making
which builds resistance and reluctance to support
initiatives. For this reason, command decisions should
be made only when time is short or if the need for
commitment by others is small.
■ Keep abreast of changing needs in your constituency
and see that those are reflected within the network.
Consultative
This is not an exhaustive list. You can either add your
own ideas or alternatively brainstorm a list with your
members.
A Consultative approach is used when the buy-in and
support of members is more important. For example
when deciding to change a network policy, goal or
process, members and committees are consulted about
the proposed change and feedback is requested. A
number of variables determine the final decision:
Adapted from The Group Member's Handbook by Marilyn
Mackenzie and Gail Moore, Heritage Arts Publishing, 1993
and Transforming Word into Action: A Training Manual,
by the UK Coalition of People Living with HIV and AIDS.
■ the view of the majority;
■ perceived benefit of proposals vs. perceived losses;
■ the amount of resistance;
■ other barriers to implementation; and
■ external forces that press for change.
Decisions made this way may not please everyone but
members will feel heard. This process is much slower
than the command decision.
13
Networking: What Makes it Work?
Consensus
Whichever way you do it, establish firm procedures for
information to be circulated promptly to all those who
need it to perform their functions effectively.
A third type of decision-making is Consensus building or
Collaborative decision-making. Buy-in is a critical
requirement in this type of decision and as a result
participants are prepared to invest considerable time to
see that all parties can support the final decision. For
example, it is important that all members agree with the
mission of the network. Reaching consensus does not
mean total agreement but rather comfort with the
decision. The question posed is “Can you live with this
statement,” not “Are you in complete agreement with
it?”
Following these steps will help you map out a
communications plan.
■ List the key people in the network who are to
receive communications and or participate in
decision-making pertaining to a given task (e.g.,
developing an advocacy strategy or organizing a skills
building workshop).
■ Outline who will receive specific communications,
when they will receive them, who will be asked for
feedback, and how to obtain their feedback.
To gain consensus networks must seek to:
■ Decide who in the network involved in each task
will have responsibility for making sure that the
communication between key people involved in each
task happens.
■ get agreement on the purpose and value of the
decision;
■ brainstorm a list of possible methods to accomplish
the goal of the decision;
■ Set up communications within the network so all
members are informed.
■ eliminate the truly unacceptable options in full
group discussion;
Informal communications between members by their
very nature, are less structured than formal
communications — the kind described above. Informal
communications between members are, however, just as
important as formal communications. Few guidelines
can be given to facilitate the process of informal
communication between members, except to say that it
must be encouraged and never thwarted.
■ identify consequences of the acceptable alternatives;
■ name the barriers that make it uncomfortable for the
committee members to agree with one or the other
approach;
■ identify what changes you need;
■ decide either to make the requested changes, to
review another alternative or walk away; and
■ develop commitments and expectations that are
clearly defined, well thought out and realistic.
Adapted from Collaboration Handbook: Creating,
Sustaining and Enjoying the Journey, by Michael Winer and
Karen Ray. Copyright 1994 Amherst H. Wilder
Foundation. Used with permission. For more information
on Wilder Foundation publications, call 1'800-274-6024
(USA only) or 1-612-659-6024.
Adapted from The Group Member's Handbook by Marilyn
Mackenzie and Gail Moore, Heritage Arts Publishing,
1993.
Step six: Prepare a
Communications Plan
Step seven: Choose an
Organizational Structure
The biggest challenge of most networks is effective
communications — the timely transmission and receipt
of information. Good communications are absolutely
critical to the success of a network. For formal
communication within the network you may choose to
establish regular meetings and/or newsletters as your
primary vehicle of communication. Alternatively, faxes,
e-mails, letters, phone calls, conference calls, or memos
reporting the most recent developments from one
committee or member to the others can serve the same
purpose.
Deciding on a suitable structure for your network will be
a major milestone in your network's development. This
section will provide information which will help you to
understand more fully the principles which underline
network development and identify key considerations to
take into account when you want to define the
organizational structure of your network.
Principles of Structure
A formal network is much more than a series of boxes
and lines neatly arranged on an organization chart.
Structure reflects the way a network delivers its
14
Networking: What Makes it Work?
network? How do we ensure communications
between the groups that make up the network and
the decision-making body happens?
programs and services and achieves its goals. There are
several principles which guide network structure.
■ a network’s structure enables the organization to
fulfill its statement of purpose and plans;
■ Do we want to hire staff? If so, for what functions?
Where will they be'located?
■ networks are designed to meet human needs and
achieve a purpose;
■ a network's structure must be appropriate to its
goals, objectives and plans, the environment in
which it exists, the technology available to it and its
human and financial resources;
Once you have reached agreement on these questions
you can detail the structure by drawing a diagram of the
groups that make up the network, and listing lines of
authority for doing the work and managing the network.
■ an appropriate structure will effectively control the
allocation and application of resources; and
■ the network's structure should enhance
decision-making and problem-solving processes in a
way that reduces power struggles and interpersonal
conflicts.
Structural Development
The overriding principle governing the design of
network structure is that the structure should help the
network to achieve its goals.
And do not forget that networks tend to change their
structures over time to meet their evolving needs.
Adapted from Effective Organizations: A Consultant's
Resource, by Judy Kent, Skills Program for Management
Volunteers, 1992; and Adapted from Collaboration
Handbook: Creating, Sustaining and Enjoying the Journey,
by Michael Winer and Karen Ray. Copyright 1994
Amherst H. Wilder Foundation. Used with permission. For
more information on Wilder Foundation publications, call
U800^274'6024 (USA only) or U612-659'6024.
Some Thoughts on How Networks
Organize Themselves
The focus of any effort to design a structure is the need
to divide up the work. This requires the creation of
organizational units. These units may include
committees (also known as task forces, working groups),
a coordination unit (this could be a Secretariat (s), office
staff— paid or unpaid) and a decision-making body.
How networks organize themselves is a difficult
concept to explain. Perhaps this is because there are
so many networks with unique structures and
functions that it is difficult to generalize.
The following two examples offer different but
complimentary explanations of network structures.
The first example is taken from Collaboration
Handbook: Creating, Sustaining and Enjoying the
Journey, by Michael Winer and Karen Ray, Amherst
H. Wilder Foundation, 1996; and the second from
"Networking Strategies: The Experience of IRED," in
IRED-Forum, No. 23, 1987.
Create only those units needed to assure the
achievement of the Statement of Purpose.
Considerations when you get to the point of
deciding on a structure are:
When you are ready to start the process of defining the
structure for your network you should ask yourself:
If you find the models helpful in understanding the
structures of networks you may want to adapt them
to the needs of your network.
■ What work needs to be done?
■ What kind of groups or committees do we need to
form to do the work?
■ What are the roles and responsibilities of each group
or committee?
■ How do we want to govern and/or manage ourselves
within the groups and the network as a whole?
Example 1
■ Who will be in charge of what parts?
■ Where are network members located? What will
help us work together as efficiently as possible?
Collaborations usually adopt one of two structures:
a table or a wheel. In the table structure, everyone
comes together to make the necessary decisions
(such groups are usually seated around a table). In
the wheel, small groups take more independent
action. A group at the hub coordinates information
and activities, but the small groups may have little
contact with each other.
■ How do we want to communicate and cooperate
between the various groups that make up the
However, no structure is pure. The table model
may have task forces or subcommittees that act like
15
Networking: What Makes it Work?
spokes on the wheel, making recommendations
back to the larger group or taking action on behalf
of the "table". On the other hand, the spokes on
the wheel may each operate like a "table" where
all members make the decisions.
DIAGRAM OF TABLE
DIAGRAM OF WHEEL
Diagram C
"Table"
structure
Please note that the above represent only a few of
the many models which exist for structuring a
network. When developing a structure keep in
mind that every network has unique organizational
and communication needs. The main criteria for
developing a structure should be need rather than
the existence of "proven" models.
"Wheel"
structure
Example 2
There are many types of networks. Here are the
three major ones:
Also, experience has shown that network structures
are rarely static: they change overtime. To help
ensure that the structure of your network remains
relevant to needs and changing circumstances, it is
a good idea to formally review your structure at
regular intervals (i.e., every one or two years) and
make the necessary changes.
In diagram A, all information, support and
exchanges go through the Centre, a secretariat or
a Committee. If the partners communicate, they do
so through the Centre.
Adapted from Collaboration Handbook: Creating,
Sustaining and Enjoying the Journey, by Michael
Winer and Karen Ray. Copyright 1994 Amherst H.
Wilder Foundation. Used with permission. For
more information on Wilder Foundation
publications, call 1-800-274-6024 (USA only) or
1-612-659-6024; and the second from "Networking
Strategies: The Experience of I RED," in IRED Forum, No. 23, 1987.
In diagram B, there is a better balance. The
nucleus is the centre of the network; it will always
play a major role but the partners begin to
collaborate directly, without referring to the Centre.
Step eight: Secure Resources
Secure Resources
What a network is able to do and how network members
are able to work together depends directly on its
resources. It is important to have an accurate assessment
of the resources available to your network or you may
inadvertently sabotage your efforts, or at least diminish
your impact.
Diagram B
There are three major forms of resources: money, people
and in-kind contributions. When assessing your
resources you should consider the following.
In diagram C, there is direct and systematic
communication between the different members of
the network. The Centre is a support service for
action carried out by partners.
Money
Lack of money is probably not going to be your biggest
problem, but it can certainly hold you back. Ask
yourself:
16
Networking: What Makes it Work?
■
How much money do we need and how much do we
have? Do we need to secure more money or can we
continue without additional funds?
Crucial Steps in Network Building
While networking is quickly becoming an integral part
of the work of most AIDS organizations, we certainly
did not invent the concept. Other social action
movements — including other health focused
movements — have a rich experience in networking.
The following is extracted from an article detailing the
experiences of a network of organizations dedicated
to sustainable agriculture. This extract features what
the organizations involved in this network felt were
the keys to developing an effective network. The
article, "Networking for Sustainable Agriculture," by
Bertus Haverkort, Laurens van Veldhuizen and Carine
Alders, originally appeared in GATE, No.4/92.
■ Where can we get money for our cause? Are there
sources that we already know about or does
fundraising have to be a priority?
People
The skills, energy, and commitment of people are
probably your greatest resource. Start with your own
group; explore their talents before starting to look
beyond. This can save you time and the task of bringing
a stranger “on board”. You may be surprised to find what
hidden skills people have. The people involved need to
ask themselves:
Networks are emerging at all levels at rapid speed.
Although this is a positive process, it is realized
now that one needs to spend some time defining
the network's objectives before jumping into
large-scale structures and activities. In some cases,
the network organizers may have a clear vision of
their objectives, but have not formally articulated
or communicated these objectives to other
participants in the network. The result is that the
network has a difficult time in determining its
direction or activities, lacks a unifying theme and
cannot sustain the interest of its participants.
■ Which tasks do we need done?
■ Which particular skills do we need to do them?
■ Who has these skills?
■
How many people do we need?
■
Are there others who have expressed interest in
helping us?
■ Do we need someone with influence in the
community? Who can we ask?
i
A number of questions could be formulated which
need to be answered before a network is started.
These include:
How much time and energy will we need from each
person?
In-kind Contributions
Other individuals or agencies may be willing to provide
support such as office space, photocopying, faxing and
mailing assistance.
Adapted from Making a Difference in Your Community: A
Guide for Policy Cfiange, 2nd edition, Ontario Public
Health Association, 1996.
□
Are there concrete common problems and
constraints faced by potential members and
are they aware of these?
□
Are there relevant results/experiences that
could be shared?
□
Do potential members have a good idea of
what a network is and what it would mean to
them?
□
Are they prepared to spend the necessary time
and energy in sharing and networking at the
expense of their own programmes?
a
Is there an atmosphere of openness among
potential members which allows them to admit
mistakes?
Only when the initiators have taken these issues
into consideration, can the development of a
network proceed.
17
Chapter 3
hange and Challenges
Introduction
The constantly changing nature of the global AIDS pandemic
demands an evolving response. To remain a relevant force in this
environment AIDS networks must adapt accordingly.
Consequently, networks rarely stay the same for long. They are
constantly changing in terms of what they seek to achieve and
how they work together to achieve their purpose.
Change is never easy and there are no formulas to ensure success.
This section of the Guide will look at five factors to help your
network remain relevant and vital while operating in a changing
environment. Tire factors are:
o
Sustaining Commitment;
o
Evaluation;
o
Resolving Conflict;
o
Responding to Conflict; and
o
Communication.
18
Change and Challenges
Evaluation
Sustaining Commitment
Waning commitment — we all know the signs: missing
meetings, people not doing the things that were agreed
to, negative attitudes, infighting, and reluctance to
contribute significant resources to name a few.
Many of the reasons for declining commitment by
members to a network can be addressed during the
start-up phase of network development. We have
already looked at some of the key ingredients for
sustaining commitment to a network in Chapter 2 of
this Guide.
Steps one to three of the eight key actions to building
and sustaining a network, as presented earlier, stressed
that a good planning process will give a network a
shared understanding and acceptance of a statement of
purpose, goals and objectives. Clarity of purpose, goals
and objectives helps to motivate network members. And
the development of an effective action plan helps to
ensure mutual accountability of network members to
each other by clearly defining who is responsible for
which actions within an agreed upon time frame.
Networks that make clear what is expected of members
are more likely to sustain commitment among members
than networks that do not.
How members work together in pursuit of their mutually
held sense of purpose (see Steps Four to Seven in
Chapter 2) also impacts on member’s commitment to a
network. Setting ground rules for how network members
want to interact, for example, helps to establish an
atmosphere of trust and mutual respect. Trust and
mutual respect helps build group cohesiveness. Similarly,
defining a clear and open decision-making process,
developing an effective communication plan, and
choosing an organizational structure that is appropriate
to the needs of the network and its members, are
essential ingredients in the process of building and
sustaining commitment among members to the network
and to its purpose.
One important element of sustaining member
commitment to a network that we have yet to look at
in-depth is the need for ongoing evaluation. A thorough
review of the concept of evaluation is beyond the scope
of this Guide but the information offered below will help
you to understand what evaluation is and how it helps
to renew member commitment. A practical tool to help
your network plan an evaluation is also provided.
What is an Evaluation?
Evaluation is a means of assessing the process and
outcomes of an activity. It looks at what and how, it
compares what you expected to happen with what really
happened, and it looks at how things were done.
Evaluation should be part of the very first plans your
network makes. Although it is frequently overlooked, it
has to be an integral part of your entire action plan nght
from the start.
There are two kinds of evaluation: process and outcome.
Process evaluation measures how you are doing things.
Outcome (or product) evaluation measures your
progress and how well you have accomplished your
goals. Some groups evaluate both process and outcomes,
and others only one or the other. Networks should do
both.
How Evaluation Helps Build Commitment
Evaluating how well a network functions (process) and
what a network achieves (outcome) is essential in
preserving enthusiasm and commitment to a network
from its members. People and organizations involved in
networking need proof that their efforts are having an
impact. Without proof that the network is having any
impact, interest in the network tends to wane. If there is
no evidence upon which to validate the value of a
network to its members and the people it wishes to
serve, there'are no clear reasons to continue devoting
resources to the network or the networking process.
Evaluations provide the proof network members need to
justify their participation in the network. They also
provide information on how to make the network more
efficient and relevant to member needs and to the needs
of people infected and affected by HIV and AIDS.
Why Evaluate?
Effective evaluations can:
■ account for what has been accomplished;
promote learning about what action strategies are
working and which do not;
a provide feedback to inform decision-making within
the network;
n assess the cost-effectiveness of different strategies;
■ position high quality projects for future funding
opportunities;
■
19
Change and Challenges
■ increase the effectiveness of network management;
and
1. Design the Evaluation Plan
■ Determine who will conduct the evaluation.
■ contribute to policy development.
■ Prepare a clear description of the desired outcomes
of the evaluation.
■ Survey a sample of the participants or users to
validate this description.
Developing an Evaluation Framework
An effective network will have a systematic,
network-wide evaluation program. The network should
target ail services, programs and activities for regular,
periodic evaluation.
■
Determine exactly what elements (all or which
parts) will be evaluated.
■ Clarify what results or outcomes are intended.
■ Determine the method to be used for the evaluation.
In any evaluation, fundamental issues must be
addressed. These would include:
■ Determine what human and financial resources are
required.
■ Rationale - Why did we take this direction or action
in the first place?
■ Impacts and Effects - What has happened as a result
of this activity?
■ Acquire and confirm the required resources.
2. Design Evaluation Tool
■ Determine what information is required and what
will be done with the information after it is
collected.
■ Specify the people who will be asked to participate in
the evaluation.
■ Goal Achievement - Has the activity achieved what
was expected?
a Value for Effort - Was the outcome'of the activity
worth the expenditure of effort and resources?
a Alternatives - Are there better ways of achieving the
desired result? If we made mistakes or encountered
problems, how can we avoid them next time?
■ Specify what questions must be asked in order to
obtain the information wanted. Include questions
that are both quantitative (objective) and qualitative
(subjective).
■ Design a format (s) which will encourage
participation and completion, e.g., questionnaire,
interview.
a Next Steps - How do we plan to use the evaluation
findings for continuous learning?
Evaluation Process
■ Test the evaluation tool (e.g., survey questionnaire,
reaction sheet, face-to-face interview) on a small
sample of those who will be participating in the
evaluation.
The evaluation process involves several steps: design,
data collection, analysis, feedback and action. There are
many decisions to be made. Answers to the following
questions may help guide the evaluation process:
■ Make any necessary changes to the evaluation tool.
■ Should an evaluation be done? Why?
■
■ What is the purpose of the evaluation?
■ What decisions will be made?
Develop a procedure for collating the information
that you collect.
3. Implement Evaluation Program
■ What information is required?
■ Deliver the evaluation instrument to the selected
participants or users.
■ Follow up with the participants or users to encourage
a prompt return of the completed evaluation.
■ Compile the collected evaluation information.
■ What is the source of the information?
a How can the information be collected and analyzed?
a Who will do the information gathering?
a Who will write the evaluation report?
a How will the information be communicated?
a How and when will the decision-makers use the
report?
4. Analyze Evaluation Results
■ Conduct an analysis of the evaluation results.
■ Form conclusions from the analysis.
There are many methodologies and tools for conducting
an evaluation. The following steps set out an evaluation
process for an overall review of a specific service,
program, or activity.
■ Develop recommendations.
■ Validate the recommendations with a small sample
of those who participated in the evaluation.
20
Change and Challenges
Prepare a full report of evaluation results and
recommendations for the organization.
■
Source: Effective Organizations: A Consultant's Resource,
by Judy Kent, Skills Program for Management Volunteers,
a feature of networking in the field or AIDS. Conflict in
networking and networks is, therefore, inevitable. A
constructive approach to this reality is to expect it and
develop the skills to resolve it.
In order to understand conflict in networks it is helpful
to give it a definition and to look at the potential
sources or conflict:
1992.'
Letters of Commitment
Some networks, particularly those which have
organizational members, feel a need to define what
is expected of their member organizations more
explicitly. One practice that is increasingly popular is
the "Letter of Commitment," whereby each member
representing an organization is asked to obtain a
letter from their Governing Body or senior staff
person that outlines the nature of the organization's
commitment to the network.
A Letter of Commitment should state:
A conflict is a problem involving at least two parties,
both with emotional allegiance to a different point of
view.
The potential sources of conflict include:
Assumptions and Perceptions
Different people view the same situation and see it
differently, because their past experiences and personal
beliefs and values differ.
□
The organization's commitment to the purpose,
goals, objectives and activities of the network.
individual Values, Needs and Goals
□
What the organization expects in return for its
participation in the network.
The values, needs and goals of an individual may be in
conflict with another's values, needs and goals.
□
How much time the organization's
representative may commit to the network.
Organizational Values, Needs and Goals
□
That the organization recognizes that this
commitment is part of the representative's job.
□
The level of resources that the representative
and the organization can commit: funds,
in-kind contributions, and other staff and
volunteer time, connections and expertise.
Letters of Commitment clarify authority and helps
to mobilize the needed resources to achieve goals
and objectives. Pushing for commitment may scare
potential partners. Yet, without the letters, partners
may not fully commit to the network.
Tne values, needs and goals of an organization may be in
conflict with the values, needs and goals of the network
or other members.
Emotions
Powerful emotions such as fear, anger, anxiety and
frustration, often block communication or distort
perceptions to the point of conflict with others.
Competition
Adapted from Collaboration Handbook: Creating,
Sustaining and Enjoying the Journey, by Michael
Winer and Karen Ray. Copyright 1994 Amherst H.
Wilder Foundation. Used with permission. For
more information on Wilder Foundation
publications, call 1-800-274-6024 (USA only) or
1-612-659-6024.
Struggles for time, money, attention, performance and
personal or group success can be healthy or destructive.
Lack of Information or Clarity
Members perceive that they do not have all the
information or do not understand the information.
Alternatively, individuals may possess the information
but fail to understand it. People understand differently
and this can result in conflict.
Resolving Conflict
Although members of a network are committed to a
common purpose, they may approach tasks and
decisions quite differently. This is particularly true when
the network is going through a process of change:
deciding what and how they are going to do things
differently. And, as was noted above, constant change is
21
Change and Challenges
Individual Communication and Influence
Style
Insensitive or inappropriate interaction with others can
create resistance. An aggressive approach which belittles
others usually causes conflict. An over-accommodating
passive nature can also cause frustrations which lead to
conflict.
Responding to Conflict
Individuals react to conflict in a variety of ways. There
are three basic response strategies.
Avoidance
Some people try to avoid conflict entirely. They suppress
their reactions or remove themselves from the
troublesome situation (e.g., resign from the network).
They prefer to ignore or deny the existence of a problem
and/or may lack the skills needed to deal with the
conflict. The response will work if escape is possible.
Overall, it is not an effective response strategy.
Defusing
Defusing is a delaying action. Individuals using this
approach will either put off dealing with the conilict
(until another time), or focus on minor points while
avoiding the major issues. Like avoidance, this response
will work if delay is possible, but it is not an effective
response strategy.
relationships and a stronger commitment to carrying out
the decisions reached. Each party is clear on its position;
there is mutual respect for abilities, values and expertise,
and all parties work toward a win-win solution.
The following steps could serve as a guideline for a
conflict resolution process using the “win-win” principle.
1. Decide who will facilitate the process for resolving the
conflict. Ask a group member or a third party facilitator,
mediator, or arbitrator to lead the group. Or hold an
outside session just for those directly involved in the
conflict.
2. Review the current situation, define facts and revisit
the results you need to achieve. Ask, “If we want to
achieve these results, what must we do about this
conflict?” Then determine which issues the network
must resolve to do its work.
3. Ask the parties involved in the conflict to define their
needs.
4. Search for alternatives and their implications; and
5. Decide on the solution and action steps for
implementation.
Source: Effective Organizations: A Consultant's Resource,
by Judy Kent, Skills Program for Management Volunteers,
1992.'
What if this does not work?
Confrontation
Sometimes personal hostility and other conflicts cannot
be resolved. Here it is important to explore alternative
approaches.
This response involves confrontation of the differences
between people. The member with the most power wins.
This strategy is effective from the point of view of the
“winner.” From the ’’loser's” point of view, the conflict is
not over.
Confront the situation outright. Call a meeting and
insist that the disagreeing individuals agree on a process
to settle the dispute. Consider an outside facilitator. If
settlement is: impossible, create a working agreement
and agree to disagree while working together in the
network. This can and does work.
Negotiation
Effective negotiation is based on concern for others,
mutual respect, and a focus on the purpose, goals and
objectives of the network. Members resolving a conflict
in a “win-win” style think this way: “You and I have a
conflict. I respect your needs and I respect my own as
well. I will not use my power over you so that I may win.
But I cannot give in and let you win at the expense of
my needs and goals. Let’s work together for a solution
that will satisfy both our needs. That way, we both win.”
Confront the situation through people of influence.
Collectively, ask important people (Members of the
Governing Body, other members) associated with each
of the warring individuals and/or organizations to
intervene. This option allows the conflicting parties to
fight in another and more appropriate arena than the
network.
Alert funders and donors to the problem. While the
network might not want to admit that it has a conflict,
The win-win method results in raster decisions, of higher
quality. The method builds better interpersonal
22
Change and Challenges
many funders are knowledgeable enough to know what
is really happening. They can influence people who may
otherwise seem immune to change. Still, funders give
money at their discretion, so weigh carefully the relative
advantages and disadvantages of this option.
Work without the fighting parties. Prolonged periods
of conflict between specific members can be stressful for
all network members and it can damage the network
itself. When all else fails consider working without the
people and/or organizations involved in the seemingly
unresolvable conflict. Few networks are so dependent
on one or two people or organizations that it would not
survive asking the fighting parties to leave the network.
Adapted from Collaboration Handbook: Creating,
Sustaining and Enjoying the Journey, by Michael Winer and
Karen Ray. Copyright 1994 Amherst H. Wilder
Foundation. Used with permission. For more information
on Wilder Foundation publications, call 1'800'274'6024
(USA only) or 1'612'659'6024-
Communication
In Chapter 2 we looked briefly at the significance of
communication within a network. The focus was on
developing a communications plan as a method of
ensuring effective internal communication. How
information is exchanged is a vital activity in
networking. This is especially true when the network is
undergoing change in why and how it does its work.
Below we will look at factors that have an important
impact on the process of information exchange
including the frequency of communication; and, the
amount of information. Understanding these factors will
help members make better choices about the who, what,
why, when, where of their communications.
Frequency of Communication
How often people communicate within the network has
a significant impact on motivation, productivity and
how they feel about being involved. Although most
networks tend to communicate less frequently than they
need to, it is just as detrimental to be in touch too often.
When planning the frequency of communication in a
network, keep the following points in mind:
■ The larger the network the greater the need for
formal guidelines;
■ The more specific the task the more frequent the
interaction, (e.g. When organizing a special event
such as a workshop that requires the coordination of
a large number of details, frequent communication is
required to ensure efficiency);
■ Match the frequency of communication with the
delegation style of the communicator (e.g., if people
have been asked to take responsibility’ for a certain
area, they should be allowed to do it without
constant review);
■ Match the frequency of communication with the
purpose for communicating;
■ For every task or project, outline clearly how people
will communicate while they are working together.
Amount of Information
How much information is communicated has a
significant impact on how those receiving the
information feel about it and what they do with it. Large
packages of written material rarely motivate people to
take immediate and enthusiastic action; long telephone
conversations packed with a variety of facts, figures,
gossip and general discussion are not likely to result in a
clear track for decision-making. Brief communications
have their own pitfalls, including opportunities for
miscommunication and misinterpretation.
Keep the following suggestions in mind when deciding
how much information people need:
■ Distinguish between what people need to know and
what would be nice for them to know. If you have a
lot of information, include only the “need to know.’’
■ When you are sharing a lot of information, include a
one-page summary or a one-minute overview that
announces succinctly what the content is all about;
■ Pay attention to how the information is packaged
and distributed. Make the information manageable
so it is enticing to the receiver. Two inches of paper
in a brown envelope will probably be moved to the
bottom of the reading pile.
■ Include specific instructions about how people
should deal with the content. Should they read and
critique? Respond immediately? When? How?
Source: Effective Organizations: A Consultant's Resource,
by Judy Kent, Skills Program for Management Volunteers,
1992.
23
Chapter 4
ther Networking
Issues
Introduction
The content of the HIV/AIDS Networking Guide was developed,
in part, on the basis of consultation with people and organizations
actively involved in networking. We wanted to know what
people involved in AIDS networking considered to be major
issues facing their network.
This chapter looks at two “hot” issues in networking today. They
are:
o
Mobilizing Resources for Action; and
o
Electronic Communications and Networking in AIDS.
Each of these issues is described below, and whenever
appropriate, information is presented to help readers either
understand or address the issue more fully.
24
ft
Other Networking Issues
Issue 1 - Mobilizing Resources
Networks need adequate and consistent resources to
support their operations. Obtaining the means for
operating must be a priority in forming and sustaining a
network. Networking may be particularly expensive in
the start-up phase so money should be available at the
outset.
Also, a network's membership, whether individual or
organizational, cannot depend solely on support from
donors. Therefore, those attracted by a network's
potential service to their aims and interests must be
prepared to contribute, financially or otherwise, to help
it function efficiently and effectively.
Begin by taking stock of the resources — people, money
and in-kind contributions — which your network and
its members can contribute. Begin by considering:
■ How much money and in-kind contributions (for
example: office-space, supplies, equipment) can
participating organizations contribute?
■
How much staff time can members of the network
and/or their organizations commit?
■ How many volunteers can we recruit?
■
Do we have the skills needed for the activities we
will undertake?
Target Donors
From all the information you have collected, you must
choose which of the funders are most likely to be
interested enough in what you do to give you money. Go
through your list, look for those which seem to have the
“best fit.” In other words, your network must fit the
funder, and the funder's priorities and program must fit
you.
Write or call and ask for a copy of the donor’s funding
guidelines, an application form and annual report, if
applicable. Be courteous, be specific about what you
want to know, identify yourself and be brief. You are
looking for information at this stage, not a lengthy
dialogue. You are looking for specifics about priorities,
guidelines, and who is responsible for administering the
application process.
Information Call
When you have determined that a certain funder has a
granting program which appears to fit your activity, your
next step is to contact the person responsible. This may
be by telephone or a personal visit. (The choice depends
on geography, degree of importance you place on this
funder, time available, and the preference of the
funder.)
Preparing a Funding Application/Proposal
Once you know what your resources are you need to
assess if you have enough resources to undertake your
planned activities. If you need to look outside your
network for resources there are many sources of
additional funding such as governments, foundations,
businesses, charitable organizations and service clubs.
The challenge is to identify a funder that is suitable to
your network.
Some funders will require that you complete a relatively
simple application form, instead of a more elaborate
Project Proposal. Make sure you read all the directions
and follow the form. Fill in all the blanks that are
applicable to your situation, accurately and completely.
If some questions are not applicable to your situation say
so with a simple n/a (not applicable).
In any event, whether there is a form or not, your
application will contain the following sections: title,
introduction, statement of problem/need, goals and
objectives, methods, evaluation, budget and
attachments. Each section is described in more detail
below.
Here are some basic tips to keep in mind when you are
looking for the right donor.
Identify Donors
Do some preliminary research to find out what types of
donors will give funds for the activities you want support
for. Find out what the donor’s areas of interest are, who
the contact person is, and what their telephone number
and/or address are.
Title
The title should reflect what the project is about and
can be devised to market the program.
Be sure to retain this information in a binder or on
computer for future reference.
Introduction
This section will include information about your
network, including your past history with the target
25
Other Networking Issues
population — the people who will benefit from the
project, primarily people infected or affected by
HIV/AIDS — and any other necessary information that
will tell the funder that you are qualified to carry out the
program.
■ has stated activities which flow logically from the
problem/needs and objectives stated earlier;
■ clearly describes the program activities;
■ states the reasons for the activities presented;
■ describes the sequence of activities;
You should also describe demographic characteristics of
the target population and, whenever possible, provide
statistical/surveillance information. You should stress
connections with the target population and to what
extent you will have members of the target population
included in the design of the program.
■ describes how the project will be staffed; and
Statement of Problem/Need
This section must discuss the methodology by which
you will be able to demonstrate that your project has
achieved the desired goals and objectives. This is quickly
becoming the most essential part of project
develop-ment. There is an increasing demand to
demonstrate that projects are effectively achieving their
objectives. (See Chapter 4 for more information on
evaluation)
■ presents a reasonable scope of activities that can Ibe
conducted within the time-frame and resources of
the project.
Evaluation
This section should describe in detail the problem that
the proposed program is going to address. Whenever
possible, assertions and descriptions of the problem
should be substantiated with statistical rather than
anecdotal information. This section must:
■ describe the population to be served and the needs
of that population;
Budget
■ define the needs or problems faced by the target
population as they relate to the objectives of your
project;
The budget section should concisely state how much
funding you are seeking and for what purposes. The
total budget should be broken down into “line items” or
details of the expenses you expect the project to have.
The budget should state the amount requested from the
funder and clearly indicate costs to be met by the
funding source and those to be provided by other
parties.
■ suggest and discuss the action you propose to address
the needs or problems you have identified;
■ indicate the benefits your project will realize in terms
of measurable improvements; and
■ relate how your network's ability to carry out the
project will contribute towards a solution.
Attachments
Goals and Objectives
Provide all support materials which the funder requests.
In addition, whether you have been asked for them or
not include:
Your statement of goals and objectives should contain
measurable objectives that the donor can use to
determine the feasibility of your approach.
■ your last annual report;
Use the information presented in Chapter 2 on Goals
and Objectives to help you prepare objectives that are
specific and measurable.
■ list of the network's Governing Body and who they
are;
■ list of the network staff; and
Methods
■ most recent internal financial statement.
This is the section of your proposal where you describe
the activities to be conducted to achieve the desired
results. Make sure the information in this section of the
proposal:
Adapted from “How to Write a Successful Proposal, ”
National Minority AIDS Council Technical Assistance
Newsletter, March/April 1992.
26
Other Networking Issues
Issue 2 - Electronic Mail and
Networking in AIDS
Introduction
Among the many people involved in AIDS networking,
there are many who have discovered the practicality and
usefulness of electronic mail, or as it is more commonly
referred to "E-mail." For those who have access to
affordable E-mail services and in countries where the
communications infrastructure makes it practical,
E-mail can provide a quicker and easier method of
communication among colleagues. Every day more and
more people are adding E-mail addresses to their
business cards as another way to stay in touch with one
another.
The focus of this section will be on E-mail, which is the
most commonly used method of communication
available through the Internet. For many organizations
and individuals this is a good starting point for those
interested in computer communications. Once you are
comfortable with E-mail there are many other forms of
computer communication which you may be interested
in pursuing, including the World Wide Web, Chat
Rooms, Newsgroups, etc. For many, having access to
E-mail may be the only step your organization wishes to
take for financial reasons or because of time restraints.
What are computer communications?
Computer communications refer to the exchange of
messages and information using computers and
telecommunications equipment, such as telephones and
modems. The same as using a phone to call overseas,
distance is not a factor in how or with whom you can
communicate with.
There is no central office, just millions of computers
sitting on this web exchanging information. If one
section of the web/system breaks down, then
information just finds another route in order to deliver
its information. When E-mail is sent, it is similar to
making a phone call but instead of a voice, you send
written material. Each person or organization has its
own unique E-mail address to make sure the information
reaches the right person, e.g., to contact ICASO you
only need to type in icaso@web.net
The most important point to remember is that the
Internet is constantly changing and improving. What
may be difficult or impossible today, may be improved
within months. For those already on the Internet, there
is always something new to leam and fortunately there
are many people who are willing to share new
discoveries or help you with any problems you may
encounter.
What exactly is electronic mail (E-mail)?
By using E-mail, people can send messages to one or
several colleagues at the same time. They can receive
the message within a few seconds to a few hours,
depending on the telephone lines and the type of
Internet service being used.
Many organizations use E-mail as the main form of
communication. When compared to long-distance fax
and telephone charges, you will probably find E-mail
saves you money and time. In some cases this can result
in a major decrease in expenses for your communication
budget.
What can I send by E-mail?
There is no limit to the type of material that you can
send, including graphics, computer software and other
more complicated and larger files.
Imagine sending an entire report, typed and formatted,
half way around the world. It travels through the phone
line from your computer to that of a colleague's who can
work directly on the document and send it back to you.
Is E-mail that easy? It can be, depending on the
computers used, reliability of phone lines and other
important features that you will need to research when
considering this new technology.
The most common form of E-mail message is the basic
text-based material (known as ASCII files), which
includes simple messages, letters, notes, memos,
unformatted conference papers, documents. Once you
become more comfortable with basic text, you can try
sending and receiving formatted text (any document
prepared and saved as a word-processed document, such
as a Microsoft Word document or WordPerfect
document with graphics, for example).
What is the Internet?
The Internet is a world wide electronic connection of
computers (servers) and networks operating 24 hours
per day. More simply, it is a system that lets computers
all over the world communicate with each other. Picture
a great spider web with each of the web links connected
to a computer.
27
Other Networking Issues
What are the advantages of E-mail?
a
training and other resources in local languages have
yet to be developed or become widely available;
E-mail has many advantages over conventional mail,
telex, telegram or cable, fax and telephone. It is
impossible to list them all, but it is clear that E-mail:
■
computer programs for communications are not.
always user friendly. Instruction manuals are often
published only in English and, worse, are poorly
written;
■
software tends to support very few languages for
communications. One has yet to see easy-to-use
programs in most Asian languages, for example.
Support for other languages such as Spanish or
French is also limited;
■
some of the above factors often combine to make
this technology expensive and exclusive. In the
absence of both local computer technology educators
and wide-spread availability of computers, computer
communications remain inaccessible in many
countries, and often appear irrelevant to those
dealing with the harsh realities of daily life.
h
saves time and resources: letters do not have to be
printed on paper, placed in envelopes and
transported over long distances to their destination;
h
if you have access to an Internet provider, e-mail can
be used in place of a fax machine for
commu-nication. In seconds one can send a
document to many destinations instead of standing
at a fax machine feeding paper for hours;
allows you to exchange messages at all hours
regardless of time zone differences and in most cases
the messages are delivered within minutes regardless
of distance;
*•
G
provides flexibility for exchange of messages between
recipients when traveling or working in another
country;
h
H
•
a
makes it possible to reach Individuals, funders,
institutions or the public at little or no additional
cost; ‘ *
allows you to use text-based material received via
E-mail without retyping it into the computer;
lets you exchange formatted documents for use in
publications anywhere in the world (writing a final
document, or producing a newsletter collaboratively
when people live in different parts of the world);
n
allows you to gather, store and disseminate vital
How do I decide whether I should use
computer communications?
Your decision will be influenced by a number of factors
which you will need to consider carefully, such as the
quality of phone lines, an erratic electricity supply, and
access to computers, software, or e-mail service
providers and expert advice on how to use the system.
Here are some situations in which you might need
access to e-mail:
■
information.
What are some of lhe ^roblerAs of using
E-mail?
you experience severe difficulties using traditional
forms of communications (fax is too expensive,
unreliable postal services);
The telecommunications infrastructure needed to
support E-mail is inadequate in some countries.
Furthermore, though the use of computers is gathering
momentum in developing countries, the necessary
equipment is not always affordable or available.
D
The following factors limit the widespread use of e-mail
and other forms of computer communications:
c
■
you or your organization have major
commu-nications needs which are not being met.
This is particularly relevant if you need faster and
•cheaper communications with colleagues, friends, or
partner organizations, whether locally, regionally, or
internationally;
S
computer technology may be culturally alien, causing
a fear of technology or a reluctance to use
computers;
computer communications can end up excluding
those who are not computer literate;
you need to communicate regularly with others
inside and outside the network; while keeping within
certain budget and time limits;
you need to access information relevant to your
activities.
What do I need to use E-mail?
The basic requirements are:
■
the equipment needed for computer
communications is not always easy to operate or
affordable;
28
A computer (for example a 386PC with 8 megs of
ram or MAC equivalent);
Other Networking Issues
is
Modem (the faster the modem speed e.g., 28.8 the
quicker your system will work);
computer to a modem, enable your computer to contact
the service provider (or host computer), and send and
receive data over telephone lines.
Software that lets you send or receive information
(e.g., Eudora software used exclusively for e-mail);
There are a multitude of communications software
packages available. When you get your account with an
Internet provider they usually provide the software for
free or for a minimal charge for set-up. Software
packages are also accessible via the Internet but since
accessing the Internet requires some practice, you
should try to become comfortable with basic Internet
communication before exploring more complicated
systems.
A telephone line (but remember, you can not use
the phone and E-mail at the same time);
ra
A "dial-up" account with a service provider — the
company, university or not-for-profit organization
that will connect you to the Internet. It is very
important to shop around for the best price and
service. Make sure you know how much they charge
for being on-line and if they provide technical
support if you run into problems. Check if they
charge for this service or if they have staff who will
answer your questions for free.
Regardless of the software package you use, you will
need to install it in your computer. If you do not have
the skills to install the software yourself consider hiring
an experienced professional or talk to another
organization near you that is already connected and seek
their advice and assistance.
What do I need to know about modems if I
want to use E-mail?
Modem stands for MOdulator-DEModulator. The
modem works like a translator. It takes the information
received through the telephone line and translates it for
your computer because the two systems do not use the
same "language".
Telephone Tips
Your ordinary telephone line is all that is required to use
e-mail. You do not need a separate telephone line for
e-mail unless you decide that it is necessary because it
interferes with telephone communication. The
telephone line is only busy when it is actually being used
by the modem and in the case of e-mail this generally
requires a few minutes each day to receive and send
messages.
A modem must be connected to your computer to send
and receive e-mail and computer-transmitted faxes. The
modem must also be connected to a telephone line.
Modem speed refers to how fast the modem can send
and receive data over the telephone line. Most modems
speeds range from 9600 (the slowest) to 33,600 bits per
second (BPS). (Faster modems are being built all the
time, but like most all computer technology the newest
and the fastest is also the most expensive.)
About Service Providers
To send and receive e-mail messages (and use other
computer communication services, including the
Internet), you must first open an account with a service
(or access) provider. This is commonly referred to as
getting "on-line".
Higher speed modems present many advantages, since
they:
si
83
a
can exchange more data per second;
There are many such service providers, each offering
slightly different services. Some are commercial, others
are not-for-profit and some are offered out of
universities or colleges. Costs vary, but most providers
charge a sign-up fee, then a fixed monthly or annual fee.
are usually more reliable, and provide higher quality
connections;
are cheaper to use (the higher the speed the lower
the communication costs).
Do your research before selecting a service provider. A
good source of information and advice are other NGOs
in your city or country who are already set up to use
e-mail.
On the other hand, higher speed modems
ej
cost more money, at least initially.
What do I need to know about
communications software to use e-mail?
Adapted from At Ease with E-mail: A handbook on using
electronic mail for NGOs in developing countries, by the
United Nations Non-Govemmental Liaison Service and the
Friedrich Ebert Foundation, 1995.
You need communications software to use a modem.
These are programs which help you connect your
29
Other Networking Issues
Personal Testimonials: E-mail and
Networking
In preparation for this Guide we asked a number of
people involved in AIDS networks and networking to
comment on their experiences with e-mail. The
following is a sample of the responses.
"The turn around time on e-mail is very quick so I
am able to work more closely with contributors to
our newsletter — who are also on e-mail — on
edits of their materials. We are also thinking of
distributing our newsletter electronically to all
members with e-mail addresses and sending hard
copies only to those members without e-mail. This
will help us save money on printing, postage and
the time it takes to do a mail out."
"There is no doubt: electronic networking brings us
all closer together and makes our work more
efficient. E-mail has become part of my life, my
work. It satisfies my desire to communicate, to
learn, to find solutions. I cannot imagine living
without it."
"I was resistant to learning e-mail at first because it
seemed difficult to learn. I asked a friend who was
using e-mail to show me how it worked and it was
not difficult to learn as I had thought. All it took me
was about three hours to learn how to use it. Now I
use it every day."
"E-mail has made it much easier for me to remain
in contact with the many people and organizations
I hooked up with at the Vancouver AIDS
conference. Also, I was able to get a lot of
information and papers from people who had
given me their e-mail address in Vancouver."
"E-mail communications proved to be a big help
while we were planning for a recent workshop. It
allowed me to have daily communications with
members of the planning committee who were
We
spread out across the city and the province
were able to plan the entire event without having
"I find that e-mail allows me to be in more frequent
contact With members and funders and vice-versa."
to meet face-to-face."
"For me one of the best things about e-mail is its
informality. You can write short messages which
get right to the point without spending too much
time on the formalities associated with normal
"E-mail has saved a lot of money on a project we
have been working on. We significantly underspent
the project's communications budget because we
used e-mail to contact people, instead of long
distance phone calls or faxes, whenever possible.
This allowed us to use the savings on other project
letter writing."
expenses."
"E-mail has certainly helpedi us with our advocacy
efforts, particularly at times when we are dealing
with time sensitive issues."
"Our e-mail system is set up so that I can even
access my e-mail when I am traveling. I travel a lot
and this allows me to keep current with
correspondence and network matters while I am
"It [electronic mail] makes it much easier for me to
contact members of my Steering Committee who
are spread out across the country. They are now all
on e-mail so whenever I need a quick decision or
response from them I usually get it.
away."
"Now that we have e-mail, I don't spend nearly as
much time using the fax machine. This has freed up
time for other duties."
30
Chapter 5
oveming Body ond
Staff Issues in
Formalized Networks
Introduction
In Chapter 1 a distinction was made between informal and formal
networks. Informal networks are often set up for the purpose of
sharing information and need comparatively little administrative
structure. Formal networks, on the other hand, often require a
greater degree of structure, coordination and accountability
because they often have more than one objective and/or activity.
This section looks at features of network development in
formalized networks. It includes:
o
Selecting a Governing Body;
o
Models for the Structure of the Governing Body;
o
Model 1: The Working/Administrative Governing Body;
o
Model 2: Collective;
o
Basic Functions of Governing Bodies;
o
Sample Terms of Reference for a Member of a Governing
Body; and
o
Defining the Role of Staff.
31
I s -g 10
- SOCHAKA" r
1 o 11
r (
Koramangaia
\ V Bangalore - 34
1
Governing Body and Staff Issues in Formalized Networks
Model 1: The
Working/Administrative
Governing Body
Selecting a Governing Body
One of the earliest, if not the first, milestones on the
way to formalizing a network is the formation of a
governing body. Most typically the governing body is
composed of network members who are elected by
members or participants in the network. The governing
body is, in turn, accountable to members of the network.
A working or administrative governing body has some
responsibility for the operations of the network. In
addition to providing policy and general direction,
members of the governing body may help in practical
ways such as drafting documents or planning the
content of a skills building workshop.
Things to consider when selecting a governing body:
Organizational Structure
Numbers. How large do you want the governing body to
be (i.e., how many positions)?
In a working/administrative governing body, the work is
often done in committees that either make decisions or
bring recommendations to the board as a whole.
Composition. Do you want to ensure that the
governing body includes: a specified number of men and
women; a specified number of PHAs; or a specific
number of members from a geographical location?
In the diagram below, the dotted line between the
governing body and the senior staff person indicates a
supporting relationship. Solid lines indicate reporting
relationships.
Length of Term. How long will the term of members of
the governing body be (i.e., one year, two years, etc)?
Election Procedures. Who gets to nominate a
candidate for the governing body? Do you want the
members of the governing body elected by an open show
of hands or by a secret ballot? Who gets to vote?
Board
Executive Committee
Models for the Structure of the
Governing Body
Executive Director /
Coordinator
Committees
Another key decision for the members of a formalized
network is determining the role it wants the governing
body to play. The following two models are the most
common among groups which want to preserve a flat
structure where the emphasis is on group
decision-making.
Staff
Staff
A Coordinator or Executive Director is often the senior
staff person. The emphasis for the senior staff role is on
communication and coordination among staff and
between staff and the governing body.
It is important to keep in mind, however, the primary
rule of organizational development: the structure (form)
of an organization is designed and adapted to ensure
effective decision-making in carrying out an
organization’s mission and plans (function). The
following models are presented as a guide only. You will
likely need to adapt them to your specific functions and
needs.
A team management or participatory management style
is compatible with this model.
When is this model effective?
Consider this model when:
■ governing body members have management skills;
■ governing body members have organizational skills
in specific areas where there are committees;
■ the network is small;
32
Governing Body and Staff Issues in Formalized Networks
■
■
there is a strong governing body committee structure
with clear lines of communication and terms of
reference; and
governing body members are able to volunteer a
significant amount of time.
Model 2: Collective
A collective is a group of like-minded people working
towards a specific goal. The individuals within the
collective have a responsibility to define and support the
basic philosophy of working as a collective.
Things to watch for:
1. Workload for members of the governing body is
becoming more demanding.
For a collective to work, each individual must have a
highly developed feeling of responsibility and
commitment to the achievement of the organization's
goals and objectives.
Possible Danger:
The governing body becomes ovenvhelmed by the
amount of work and bums out.
Response:
Provide clear procedures and terms of reference for
committees.
Organizational Structure
In a true collective the staff and the governing body
work together to achieve the goals of the organization.
Responsibility for policy, management and operational
functions is shared. This model is usually found in
self-help groups and organizations with few or no staff.
When recruiting, outline the responsibilities and
time commitment expected of governing body
members.
Board
Board and
Staff
2. Confusion is apparent between members ot the
governing body and staff about their respective roles.
Staff
Possible Danger:
True Collective
There can be gaps and/or overlaps in the delivery of
sendee or administration of the network.
Modified Collective
Staff
Response:
In both the true and modified collective, there is no
management hierarchy although some people may be
performing what would traditionally be viewed as
management functions. Management functions are
often rotated.
Provide clear job descriptions that recognize some
tasks can be done either by members of the
governing body or by statf.
3. Members of the governing body are doing jobs for
which they do not have the requisite skills.
In practice, however, there are networks that originally
started out as true collectives but now have coordinators
with management responsibilities. These are still
refened to as collectives because they work to equalize
the contributions of board and staff, promote egalitarian
status for board and staff and practice consensus
decision-making.
Possible Danger:
Effectiveness of the network and the quality of its
work will deteriorate.
Response:
Recruit for special skills and interest.
When Is This Model Effective
Provide opportunities for members of the governing
body to acquire and utilize new skills.
This model is effective:
Adapted from Boards Basics Manual for Leadership
Development Programs, United Way of Canada-Centraide
Canada. 1995.
33
■
where there is a high level of agreement about, and
commitment to, the organization's values, goals and
objectives;
■
where team work is valued;
Governing Body and Staff Issues in Formalized Networks
■
when all the members are willing to do their part to
carry out the work of the network;
■
where members are highly skilled and able to invest
a good deal of time to make collective decisions;
a
when the network is small; and
■
where there is a high commitment to one another as
individuals.
Response:
Set realistic expectations and respect people's
personal needs.
An efficient structure and decision-making process
for routine and maintenance activities will help
reduce the individual's time commitment.
The group values individual capacities to contribute
in different ways.
Things to Watch for
1. Some members might assume non-hierarchy means
no structure.
Adapted from Boards Basics Manual for Leadership
Development Programs, United Way of Canada-Centroide
Canada, 1995.
Possible danger:
The network may be continually reinventing the
wheel and certain functions may be overlooked.
Tips to Help Distinguish Between the Role
of the Governing Body and Staff
Response:
Once the decision is taken to hire staff the key tasks
will be to determine the difference between the role
of the network's governing body and staff.
Identify the functions that must be performed and
assign them to individuals or teams. Develop clear
terms of reference.
Let's examine some options.
2. Cliques or informal hierarchies might arise in the
absence of a formal hierarchy.
In order to decide on an appropriate structure, the
governing body must ask three basic questions.
Possible danger:
1. What decisions do we want to make ourselves,
and what decisions do we want to delegate to our
staff?
Groups or individuals may gain more power than
other because of their skills, assertiveness, or class.
2. How much do we want to be involved in the
day-to-day operation of the network?
Response:
Acknowledge the existence of these informal power
imbalances.
3. How will we define the reporting relationship
between ourselves and our staff?
Share the responsibilities and rotate jobs to break
down these informal power hierarchies.
Depending on how you answer those questions,
you can come up with several different pictures of
how a governing body operates.
Become aware of the factors that influence
decision-making and develop appropriate ground
rules.
Basic Functions of Governing
Bodies
3. 3umout and overwork.
Defining the responsibilities of the governing body is
necessary to give them a clear idea of what the network
members expect from them. It helps to put these ideas in
writing. For the most part, these written expectations
will allow members of the governing body to see how
they can contribute effectively to the organization. This
also helps them to be responsible for their own
commitments.
Possible dangers:
The network may lose people or people will become
ineffective.
The network may have trouble recruiting new
members if there is a perception that they will be
overworked.
Individuals who, for personal reasons, are unable to
contribute as much time to the organization as
others have their commitment questioned.
Although there are different types of governing bodies,
it is possible to list their basic functions.
34
Governing Body and Staff Issues in Formalized Networks
They are to:
■ monitor that the actions of the network are in line
with its Statement of Purpose;
a develop policies to guide the network and its
management;
determine direction (strategic planning);
secure and monitor effective management of the
network's financial resources;
a monitor operations and evaluate results;
a manage human resources (staff and volunteers),
a provide continuity for the ongoing governance and
management of the network; and
■ Skills and knowledge to support the management
process of the governing body.
Time Parameters:
■ Two year term.
a Meeting of the governing body usually once a month
requiring two hours each.
■ Committee meetings usually once a month requiring
two hours each.
■ Special events such as conferences, planning sessions
requiring about three hours every two months.
Terms of Reference for the Governing
Body of an Existing AIDS Network
a fulfill the basic legal responsibilities of a governing
body (this applies only if the network has a legal
entity).
The following is the actual terms of reference for the
"Advisory Board", the governing body of Kenyan AIDS
NGOs Consortium. You might find it useful to use
them as a guide should you need to develop the
Terms of Reference for your governing body.
Sample Terms of Reference for a
Member of a Governing Body
Kenyan AIDS NGOs Consortium
Primary Role:
Terms of Reference for the Advisory Board
To oversee the development and implementation of
policies consistent with the purpose of the network.
The board members will include:
Responsibilities:
Attend and participate in meetings of the governing
required,
body and serve on its committees as required.
aware of the
3 Read minutes and reports and be
network's activities.
a Actively help the governing body to reach group
decisions on policy.
■ Advocate for the network in the community.
■ Listen to and evaluate opinions with an open mind.
a Be aware of changing needs in the community.
a Be knowledgeable and responsible regarding finances
of the network.
a Represent the network at outside meetings (as
needed and if possible)
Support and participate in fundraising for the
network.
□
4 individuals from the NGO consortium
members elected at the annual meeting;
□
Co-ordinator of the Secretariat;
3
□ Assistant to the Co-ordinator;
□
board.
Roles
The board will be the policy arm and oversee the
activities of the Consortium. The role of the board
will be to:
□
a
a
provide financial accountability to consortium
members and donors;
□
suggest ideas/concepts for consortium activities
and proposals;
Qualifications:
■
co-opted members/advisory selected by the
Knowledge of and interest in HIV/AIDS issues.
Knowledge of HIV/AIDS issues pertaining to the
network.
Tact and ability to work with others.
Time and willingness to serve.
35
□
determine sustainability strategies and give
final approval for proposals;
□
provide advice and guidance on overall
direction of the consortium;
□
recruitment and management of staff;
□
acquire any moveable or immovable property
and any building or commodities whatsoever
and sell, dispose or mortgage, lease or
Governing Body and Staff Issues in Formalized Networks________ _____________
otherwise deal with all or any part of the
property or right of the Consortium.
needed to perform essential functions? Answers to these
questions will help to determine the position
requirements.
Tenure of Office
□
board members shall for be elected for a 2 year
term and shall be eligible for re-election for
one more term.
Defining the Role of Staff
While many networks are able to function on a purely
volunteer basis, most networks will at some time face
the question of whether to employ staff. Some networks
hire staff right at the beginning of their collaboration to
ensure that things “get off the ground.” Others wait
until they reach a point where they realize that the
volunteer efforts of their members will no longer sustain
the network. And still other networks would like to hire
a staff person to free members up for other roles but
simply cannot afford to.
Hiring staff is a milestone in the existence of an
organization. It changes the nature of the collaboration
among members and can lead to certain problems unless
the relationship between the governing body and the
staff are clearly defined.
Hiring a senior staff person for the network is one of the
most important tasks facing a governing body. Finding
the right person can take considerable time and effort.
A structured approach to the employment process
makes the experience efficient and effective. The
process includes the following steps:
2. Define Position Requirements
The job description does not provide the information
needed to make the employment decision; rather, it
provides a framework for identifying desirable
qualifications and personal suitability. These candidate
requirements should include:
■ desired personal qualities and aptitudes
■ job knowledge, skills and abilities
■ types of previous work experience
■ formal and informal education.
3. Decide on Compensation
The compensation package must define not only salary
range, but also benefits and conditions of service.
Benefits may include:
■ bonuses;
■ overtime;
■ allowances;
■ a medical plan;
■ a dental plan;
■ life and disability insurance;
■ paid holidays and vacation; and
■ the provision of sick days to be used when the staff
member is ill and unable to work.
1. Develop a Job Description
Conditions of service may include:
The job description is the foundation of the employment
process. A job description includes four components:
■ a general description of the job, including the
purpose of the job and the basic functions;
■ identification of the immediate supervisor(s);
■ a definition of the authority of the position, e.g.,
expenditure limits; and
■ a list of specific responsibilities and tasks.
The job description must be related to the network's
purpose and goals. The job description also provides a
clear outline of what is expected. The obligations of all
parties are set out clearly.
■ leave of absence;
■ probation period;
■ notice; and
■ grievance procedure.
An upper and lower salary limit should be established so
that compensation appropriate to the experience of the
successful applicant can be determined objectively. If it
is a network of organizations, the salary and benefits of
the staff person must be in line with those of members.
The job description and position requirements can be
used to determine a fair level of compensation.
Reference to salary levels and compensation packages
for similar positions in comparable organizations may be
helpful benchmarks.
Preparing a job description and writing down the various
tasks and responsibilities will reveal whether the job is
realistic. Can one person do the job? What skills are
36
Governing Body and Staff Issues in Formalized Networks
1.1 To contribute to the advancement of the
objectives of SANASO.
Once the job description has been prepared there are a
number of important steps to take which are listed
below. We are not going to go into detail about what is
involved in each of these steps, but you should give
every one of them careful thought.
1.2 To facilitate the sharing of information, ideas,
experiences and resources in AIDS related work
between NGOs within the region and the world at
large through the following mechanisms:
The next steps are to:
■ advertise the position;
■ set up an interview committee;
□
□
□
circulation of quarterly newsletter;
□
pay contact visits to SANASO member NGOs in
order to appreciate what they are doing and
offer the necessary assistance/support.
■ identify a short list of applicants with good potential;
■ interview those on the short list; and
■ choose your preferred applicant.
Hiring a senior staff person is only one approach to
staffing a network. Two other possibilities are:
circulation of any pertinent materials;
compilation and maintaining an inventory of
the activities of members of SANASO;
1.3 To promote cooperation and collaboration in
AIDS work among NGOs in the region.
■ Seconding or “borrowing” a staff person from a
member organization; and
1.4 To attend Coordinating Committee meetings as
an ex officio member, liaise with the Chairperson
and Secretary in the preparation of the agendas of
such meeting and circulate minutes to all
members.
■ hiring a network administrator to handle routine
administrative functions while maintaining all other
aspects of the work of the network as voluntary.
1.5 To maintain a register of assets acquired and
donated to SANASO.
Adapted from Effective Organizations: A Consultant's
Resource, by Judy Kent, Skills Program for Management
Volunteers, 1992
1.6 To keep a register of member NGOs and send
them reminders and make arrangements on the
collection of membership dues and to ensure
affiliation of SANASO to relevant bodies.
Job Description of Network Senior Staff
Person
1.7 To attend and represent the SANASO at
Conferences related to Networking in the region
and internationally, in consultation with the
Chairperson. During such meetings, to inform
other members on SANASO's position on social,
political and economic matters affecting AIDS work
in the region, particularly SANASO's needs and
achievements.
The following is the actual job description of the
senior staff person of the Southern African Network of
AIDS Service Organizations (SANASO). You might
find it useful to use this example as a guide should
you need to develop a job description for a senior
staff person of a network.
Job Description
1.8 To maintain a high standard of professional
ethics and confidentiality.
Position: Executive Secretary
1.9 To maintain financial discipline in SANASO and
ensure that accurate records are kept of all
financial transactions and to produce regular
financial reports for the Coordinating Committee
and annual financial reports for the Congress and
Donor Organisations.
Duration: Full Time
The Executive Secretary shall be the chief
administrative officer of SANASO. The Executive
Secretary shall report to the Coordinating
Committee of SANASO through the Chairman of
SANASO.
1.10 To manage business transactions of SANASO
in consultation with the Chairperson and Treasurer
including that of all finances and ensure that an
annual report and a financial statement is
produced for the Congress and SANASO Donors.
Duties and Responsibilities
t
It shall be the duty of the Executive Secretary of
SANASO:
1.11 To carry out such additional duties as
reasonably requested by the Coordinating
37
Governing Body arid Staff Issues in Formalized Networks
member.
1.13 To prepare SANASO funding proposals,
circulate them to donors and to meet all
requirements for grants to SANASO.
1.12 To organize SANASO Conferences and
workshops in conjunction with the host country
NGO networks.
1.14 To supervise other SANASO employees.
Committee through the Chairperson or authorised
38
Chapter 6
essons Learned About
Networking
Introduction
Networking in the area of AIDS is increasingly recognized as an
essential component of a more effective response to the
challenges of HIV/AIDS. Unfortunately, however, little has been
written about the lessons learned in building and sustaining a
successful network. This is regrettable as networking in the area
of AIDS could only be strengthened if networks reflected more
on their successes, failures, capacities and weaknesses and shared
this information with others.
This chapter presents three articles which examine lessons
learned about networking. The first article looks at factors and
conditions which influence networking dynamics. The second
piece is a summary of an evaluation of an unsuccessful network of
indigenous people in Asia. It is included here as the lessons
learned from this experience are also applicable to AIDS
networks. The final article, written specifically for the Guide, is a
reflection on the major challenges that must be addressed in the
development of a network.
The articles in this chapter look at:
o
Factors and Conditions Influencing Networking
Dynamics;
o
Why Networks Fail; and
o
Networking Issues and Challenges.
39
Lessons Learned About Networking
Factors and Conditions Influencing
□
Networks may go through phases that reflect <a
change in members' interests, changing
priorities, or quality of leadership. Differences
and disagreements among organizations may
become stronger than the common goals that
originally brought them together. Networks
may weaken or dissolve as a result of these
differences. However, this does not always have
to be seen as negative: sometimes networks do
form and fade away, membership does rise and
fall, and goals and objectives do evolve.
□
Networks need to be flexible. Members will put
more effort into a network when it has potential
for meeting their needs. It is important to allow
for change in network priorities as members'
own priorities change. It is also important to
plan for these changes with regular reviews of
the mission statement and goals.
□
It is vital that the network is not in competition
with its members. For example, some members
may have specific skills and specialties, and
their involvement in the network can benefit all
members. However, if a network tries to carry
out activities, which a member could equally
well carry out, it may be in competition with its
own members for funds, people, resources and
influence. Competition between the network
and its members can readily lead to the demise
of the network.
□
Network members need to have a clear
understanding of where ownership of the
network lies. For instance, members must feel
that they are contributing to the ongoing
development of the network. If members do not
feel that they "own" the network, their
commitment to the networking process will be
Networking Dynamics
There are countless factors and conditions which
influence the dynamics of networking. In preparation
for this Guide, we collected a few examples of
networking experiences and conditions which reflect
various stages of a networks growth. This list of
obstacles and challenges illustrate key points and
reminders of what makes networks work well, and
what puts them at risk.
□
□
□
The process of networking is important,
including the development of a network culture
in which members come to realize an
awareness of themselves as part of a group,
sharing a common purpose and mutual rights
and responsibilities. That culture needs to be
acknowledged, supported and nurtured as
much as the reasons and content of the
network itself because it is about people trying
to find a way to work together against a
common threat.
Having clear goals is an important condition for
a network's success. It should be noted,
however, that few networks, if any, begin life
with clearly defined goals. It takes time to build
consensus among members on what the goals
should be. Accordingly, during the start-up
period of a network it is only reasonable to
expect some ambiguity in the network's stated
goals. This situation is fine as long as the goals
provide a focus for the network's activities and
serve as a reasonable basis for others to join
the network. Moreover, during the start-up
phase of a network it is important to
acknowledge that at this point in the network's
development the goals need to be refined and
to encourage the membership to be active in
this process.
weak.
No network can be all things to all people and
all organizations. Be realistic and begin with
those who want to participate in a process.
Although it is important to be inclusive, it is
equally important to remain pragmatic. It can
be strategic to begin with a core group of
organizations who feel comfortable with the
goals and process at the beginning by
concentrating your energies and resources on
those who do want to work together.
Otherwise there is the danger of trying to satisfy
everyone, and in the end, the network pleases
no one. However, this should not be viewed as
a way to exclude organizations that may be
more difficult to integrate. Sometimes some
organizations just need more time to see the
benefits of the network before they commit to it
themselves.
40
□
An egalitarian relationship between members
of a network must be maintained. It can be
damaging if any one member or group of
members dominates to the exclusion of others.
Some networks experience problems when the
larger members are favoured over the smaller
members. Every member needs to feel that
their voice is as important as the other
members.
□
Many networks do not have sufficient funds to
support an effective administration. In lieu of
"hired help", the expectation is that the
networks administrative functions will be
undertaken by a volunteer work force. While
this idea may be practical in a context where
funds are scarce and spare time is a luxury, it
doesn't always work. Volunteers are often busy
with their paid jobs and generating incomes,
and only get to the voluntary activities when
they have time.
Lessons Learned About Networking
□
A network's membership, whether individual or
institutional, cannot depend solely on support
from donors. Those attracted by a network's
potential to assist them with their aims must be
prepared to contribute, financially or otherwise,
to help it function efficiently and effectively.
This is a real test of the networks viability: can it
exist, even informally, during the periods when
donors or funders are difficult to attract.
□
Communication is a common problem.
Disseminating critical information, answering
queries, soliciting input to decision-making
and developing collective strategies all take an
enormous amount of time. There needs to be a
commitment of staff time and funds to cover
these communication costs. In addition there is
the problem of unreliable communication
infrastructures, e.g. poor telephone
connections, equipment breakdown, and lack of
technical support. It may take days to get a
message through to an organization, while
those on the receiving end may feel they are
being left out. Both sides can feel frustrated.
Don't let this discourage you. Building an
effective network takes time and patience by
administrative and political structures with which to
work, and, generally low interest in the venture. It
is likely that the initial motivation for many
participants was primarily their own interests.
When questioned about taking part in this network,
none expressed any excitement about actively
cooperating with other components of the network.
Because this network was not internally grown, it
did not receive the necessary push from
enthusiastic recipients to become an operational
and durable network.
The regional nature of the project also presented
some problems. Linguistic, cultural, religious,
political, and economic differences existed between
the researchers and the minority groups and an
important cultural gap existed between the
members themselves. The network wrongly
assumed that organizations studying similar people
were similar. Networks imply that groups must
work with each other. The wider the gap between
participants, the more difficult the building of
cohesiveness, and the more likely the development
of opposition.
Major conclusions and recommendations of the
study include:
everyone.
1. The project failed to define a specific role for the
coordinator of the network.
Why Networks Fail
The following article looks at the reasons why a
network failed. The article, titled "The Impact of
Regional Development Programs on Indigenous
Minorities", by Jean Michaud, originally appeared in
IDRC Networks: An Ethnographic Perspective, by
Anne K. Bernard, International Development Research
2. There was a lack of common understanding,
about how the network should operate, a lack of
transparency, and there was competition with the
donor.
3. A focus on a single ecoregion, or on groups with
closer cultural identity, would have been helpful.
Centre, 1996.
This review of the Regional Development and
Indigenous Minorities Network in Southeast Asia
(RDIMSEA) studies the impact of regional
development programs on indigenous minorities in
Thailand, Continental and Insular Malaysia, and
the Philippines. RDIMSEA was an externally
conceived network that grouped NGOs, academics,
and a coordinating office.
4. Active participation of indigenous minorities in
the research process and in decision-making could
have been more clearly addressed in the project.
The RDIMSEA network had a difficult and troubled
existence from the start. A major source of
confusion was an early change in key personnel.
The main initiators of the network quit and were
hastily replaced by individuals with no previous
working relationship. This was likely the most
important factor in the subsequent problems that
were experienced. The project was concerned with
the participation of representatives of indigenous
minorities and attempted to involve researchers
who were themselves members of the minority
groups. Efforts to recruit membership from minority
groups met with limitations of language,
insufficient levels of education, absence of
6. If networks are to reduce workload among
participants, instead of increasing it, this may only
occur after a certain amount of time is invested by
the participants. Fragile organizations may not
have the necessary "energy capital" to be able to
wait for the intended results. The network
mechanism therefore must be developed in close
conjunction with the realities of its prospective
members.
5. A mix of institutions in the same project requires
a genuine mutual understanding of basic
similarities and differences between components
and requires discussion between participants.
7. Coordination is always a key issue in a network.
A lack of coordination was singled out as the main
reason for the collapse of the project.
41
Lessons Learned About Networking
Examples of decisions which may be influenced in
this way include location of secretariat offices,
choice of sites for workshops/conferences,
representation on the decision-making body, etc.
8. At the earliest stages of discussion, all potential
participants should have an opportunity to meet
and express their motivations and expectations.
Donor representatives should take the initiative to
discuss with all participants.
There needs to be a way of dealing with conflicts
within the network. However, at times, the problem
may be something that is larger than the network
9. Two key questions were not addressed when the
network was conceived: What is the utility of
networking as a specific form of action in this
context? What is the operational value of a concept
such as "indigenous minorities" in Southeast Asia?
itself.
Communication
Communication is a major challenge to all
networks, particularly when distances between
stakeholders are very great and communicational
infrastructure is very poor. As one of the major
goals of many networks is to improve information
exchange, there is a need to give this issue special
attention. Particular issues to be considered are:
Source: IDRC Networks: An Ethnographic
Perspective, by Anne K. Bernard, International
Development Research Centre, 1996.
Networking Issues and Challenges
Roger Drew, Projects Director, Family AIDS Caring
Trust, Zimbabwe, has been involved in several AIDS
networks in the Southern African region. This article
presents the authors assessment of key factors which
influence networedevelopment and the dynamics
between network members.
□
□
□
frequency, content and quality of newsletters
frequency and purpose of meetings
sub-divisions of the network into geographical
localities
□
How can we define a successful network? Perhaps
as one that it is seen to be of benefit to its major
stakeholders. These would include members,
funders and regulatory bodies such as government.
What challenges might a network face in trying to
programmes to improve communication
infrastructure
Decision-making
Problems will arise if key stakeholders feel that they
are excluded from the decision-making process.
Different processes may work for different networks
and for the same network at different times. It is
important that the process be clearly defined and
reviewed periodically.
achieve this?
Differing Visions
A network will face problems if the stakeholders
have differing visions for it. For example, the
funders might see the network as an advocate with
government whereas the members want it to raise
funds for their individual organisations. Often the
vision is not clearly articulated. Each stakeholder
simply assumes that the other shares their vision!
Finances
Finances affect networks in a number of important
ways. First, networks need financial resources to
function. These may be sourced from members
themselves or from an external body. It needs to be
recognised that the organization providing funds
will have a powerful voice in the dealings of the
network. As a result networks should choose their
Networks should identify their key stakeholders
and what their vision for the network is. A network
will only succeed if it has a well-focused vision to
which all the stakeholders agree. Networks should
restrict their stakeholders to people who share their
agreed vision. This may involve refusing some
resources and/or limiting membership. Having a
clear vision will avoid stakeholders having
unrealistic expectations of the network.
funders carefully.
Secondly, in resource poor settings, organisations
and individuals may be attracted to networks in
order to benefit financially. Failure to recognize this
may result in frustration and unmet expectations.
Finally, networks need to establish systems for
handling finances. This may be difficult as the
network has other priorities and people involved in
networks may lack management skills. Failure to
do so may result in financial mismanagement or
fraud. Networks using donated funds may face very
high expectations from donors in this area.
Dealing with Conflict
Conflicts may occur within a network for a number
of reasons. Competitive relationships between
members and inter-organisational "politics" may
affect the network adversely. Decisions may be
made for politically expedient reasons rather than
with a view to making the network more effective.
42
Lessons Learned About Networking
One of the major changes experienced by a
network is when it employs its first member of staff.
This is usually motivated by a recognition that
volunteers are unable to cope with the increasing
workload. However, in most cases the workload on
volunteers actually increases when staff are first
employed and the nature of the work changes. If
volunteers are unprepared for this the result can be
disastrous. Inadequate thought is often given to
conditions of service and related issues. The
respective roles of volunteer committee and staff
members need to be defined.
Management of Change
Networks do not remain static. They change as do
the situations in which they operate. A successful
network will be able to adapt to changing internal
and external environments.
43
Appendix
nternational HIV/AIDS
Related Networks
44
Appendix
The following is a selection from among
the many HIV/AlDS networks that have an
international or regional mandate.
Limited space did not permit us to include
every international and regional network
which we have heard of. Nor did it permit
us to list the hundreds of networks which
we know exist at the national and local
level.
EAST AFRICAN NETWORK OF AIDS SERVICE
ORGANISATIONS (EANASO)
c/o Kenya AIDS NGO Consortium
P.O. Box 69866
Nairobi, KENYA
Telephone: +254 2 71 7664
Fax: +254 2 71 4837
E-mail: kenaids@ken.healthnet.org;
kenaids@arcc.permanet.org
AFRICAN NETWORK ON LAW, ETHICS AND
HIV
c/o Regional Project on HIV and Development
UNESCO Building
12 avenue Roume, BP 154
Dakar, Senegal
Telephone: +221 23 4832
Fax: +221 23 4834
EUROPEAN AIDS TREATMENT GROUP
(EATG)
c/o Deutsche AIDS-Hilfe e. V.
Dieffenbachstrabe 33
10967 Berlin, Germany
Telephone: +49 30 69 00 87 27
Fax: +49 30 69 00 87 42
E-mail: troyke@contuis.de
AIDS & MOBILITY EUROPEAN PROJECT
P.O. Box 500
3440 AM Woerden, The Netherlands
Telephone: +31 348 437636
Fax: +31 348 437666
EUROPEAN FORUM ON HIV/AIDS, CHILDREN
AND FAMILIES
111-117 Lancaster Road
London Wil 1QT, The United Kingdom
Telephone: +44 181 383 5697
Fax: +44 181 383 5620
ASIA & THE PACIFIC NETWORK ON LAW,
ETHICS AND HIV
c/o Centre for Policy Research and Analysis
Faculty of Law, University of Colombo
P.O. Box 1490
Colombo, Sri Lanka
Telephone: +94 1 59 5667
Fax: +94 1 78 68297
E-mail: cepra@sri.lanka.net
GLOBAL NETWORK OF PEOPLE LIVING WITH
HIV/AIDS (GNP+)
Central Secretariat
P.O. Box 11726
1001 GS Amsterdam, The Netherlands
Telephone: +31 20 689 8218
Fax: +31 20 689 8059
E-mail: gnp@gn.apc.org
URL: http://www.xs4all.nl/~gnp
ASIAN HARM REDUCTION NETWORK
(AHRN)
The Macfarlane Burnet Centre for Medical Research
P.O. Box 254
Fairfield, Victoria, Australia
Telephone: +61 3 9282 2213
Fax: +613 9482 3123
E-mail: deany@mbcmr.unimelb.edu.au
Asia-Pacific Secretariat (APN+)
c/o UNAIDS Asia-Pacific Intercountry Team
3/F B, UN ESCAP Building
Rajadamnem Nok Avenue
Bagkok, Thailand 10200
Telephone: +66 2 288 2186
Fax: +66 2 288 1092
E-mail: toh.unescap@un.org
CHILDREN AND AIDS INTERNATIONAL NGO
NETWORK (CAINN)
c/o ICAD
180 Argyle Avenue
Ottawa, Ontario, Canada K2P 1B7
Telephone: +1 613 788 5107
Fax: +1 613 788 5052
E-mail: icad@web.net
Caribbean Secretariat (CRN+)
P.O. Box 3353
Maraval, Trinidad & Tobago
Telephone/Fax: +1 809 622 0176
45
Appendix
European Regional Secretariat (EuroCASO)
CH-1421 Fontaines s/Grendson
Switzerland
Telephone/Fax: +41 24 436 2663
E-mail: march@iprolink.ch
URL: http://www.web.net/~icaso/eurocaso.html
Latin American Secretariat
CCU7 (No 143), Sue 2 (B)
1402 Buenos Aires, Argentina
Teiephone/Fax: +54 1 374 2753
E-mail: jlhb@pinos.com
INTERNATIONAL CHRISTIAN AIDS
NETWORK (ICAN)
c/o The Basement
178 Lancaster Road
London W11 1QU, The United Kingdom
Telephone: +44 171 792 8299
Latin American and the Caribbean Regional
Secretariat (LACCASO)
Colectivo Sol
Apartado Postal 13-320
Mexico D.F. 03500, MEXICO
Telephone: +52 5 666 6849
Fax: +52 5 606 7216
E-mail: colsol@laneta.apc.org
URL: http://www.web.net/~icaso/laccaso.html
INTERNATIONAL COMMUNITY OF WOMEN
LIVING WITH HIV AND AIDS (ICW)
Livingstone House, 11 Carteret Street
London SW1H 9DL, The United Kingdom
Telephone: +44 171 222 1333
Fax: +44 171 222 1242
E-mail: icw@gn.apc.org
URL: http://www.webkit.co.uk/icw/index.html
*
INTERNATIONAL COUNCIL OF AIDS SERVICE
ORGANISATIONS (ICASO)
Central Secretariat
400 - 100 Sparks Street
Ottawa, Ontario, Canada KIP 5B7
Telephone: +1 613 230 3580 extension 126
Fax: +1 613 563 4998
E-mail: icaso@web.net
URL: http://www.web.net/~icaso/icaso.html
North American Regional Secretariat (NACASO)
National Minority AIDS Council
1931 13th Street N.W.
Washington, D.C. 20009, USA
Telephone: +1 202 483 6622
Fax: +1 202 483 1135
E-mail: jcolema@nmac.org
URL: http://www.web.net/~icaso/nacaso.html
INTERNATIONAL HIV/AIDS ALLIANCE
Barratt House, 341 Oxford Street
London W1R 1HB, The United Kingdom
Telephone: +44 171 491 2000
Fax: +44 171 491 2001
E-mail: aidsalliance@compuserve.com
African Regional Secretariat (AfriCASO)
ENDA Tiers Monde
4, rue Kleber, B.P. 3370
Dakar, SENEGAL
Telephone: +221 22 9695 or 23 6617
Fax: +221 23 6615
E-mail: africaso@enda.sn
URL: http://www.web.net/~icaso/africaso.html
INTERNATIONAL LESBIAN AND GAY
ASSOCIATION (ILGA)
81 Marche au Charbon Street
B-1000 Brussels, Belgium
Telephone/Fax: +32 2 502 2471
E-mail: ilga@ilga.org
Asia/Pacific Regional Secretariat (APCASO)
Yayasan Citra Usadha Indonesia
Jalan Belimbing Gang Y No. 4
Denpasar, Bali 80231, Indonesia
Telephone: +62 361 222 620
Fax: +62 361 229 487
E-mail: ycui@denpasar.wasantara.net.id
URL: http://www.web.net/~icaso/apcaso.html
LATIN AMERICA AND THE CARIBBEAN
NETWORK ON LAW, ETHICS AND HIV
c/o Latin American and Caribbean Council of AIDS
Service Organizations (LACCASO)
Colectivo Sol
Apartado Postal 13-320
Mexico D.F. 03500, Mexico
Telephone: +52 5 666 6849
Fax: +52 5 606 7216
E-mail: colsol@laneta.apc.org
46
Appendix
MONITORING THE AIDS PANDEMIC (MAP)
NETWORK
Interim Secretariat
Family Health International, AIDSCAP Project
2101 Wilson Boulevard
Arlington, Virginia 22201, USA
Telephone: +1 703 516 9779 extension 196
Fax: +1 703 516 9781
E-mail: mogrady@fhi.org
NETWORK OF SEXWORK PROJECTS (NSWP)
c/o AHRTAG
Farringdon Point, 29-35 Farringdon Road
London EC IM 3JB, The United Kingdom
Telephone: +44 171 991 6732
E-mail: sexworknet@gn.apc.org
SOUTHERN AFRICAN NETWORK OF AIDS
SERVICE ORGANISATIONS (SANASO)
P.O. Box 6690
Harare, Zimbabwe
Telephone/Fax: +263 4 740 610
E-mail: sanaso@mango.zw
A comprehensive listing of AIDS networks
and organizations at the international^
regional and national levels is presented
in AIDS Organisations Worldwide,
published by NAM publications.
According to NAM publications, AIDS Organisations
Worldwide “aims to increase cooperation and the
sharing of knowledge and expertise, and to act as a tool
for individuals requiring contact information. Detailed
indexing by key areas of work make it fully accessible
and easy to use.” For further information on NAM's
work, or for a copy of AIDS Organisations Worldwide,
contact:
NAM PUBLICATIONS
16a Clapham Common Southside
London SW4 7 AB, The United Kingdom
Telephone: +44 171 627 3200
Fax: +44 171 627 3101
E-mail: info@nam.org.uk
URL: http://www.nam.org.uk/nam/
«
47
9
Invitation to comment on the HIV/AIDS Networking Guide
There has been a marked growth in the number of AIDS networks at all levels: local, national,
regional and international, in recent years. This phenomena is largely attributable to the need for
greater cooperation and collaboration to address the complexities of the global AIDS pandemic
and a growing awareness of the value of collaborative action.
The HIV/AIDS Networking Guide is intended as a contribution to help ensure that AIDS
networks remain vital and dynamic and that they fulfill their potential as agents of social change.
The International Council of AIDS Service Organizations would like to hear reader's opinions of
this publication. Your comments and suggestions would greatly contribute to and become part of
shared knowledge. They will be incorporated in possible future editions of the Guide, as well as
other materials using part of it.
We invite you to share with us:
o which parts of the HIV/AIDS Networking Guide did you find the most useful?
o have you used parts of the Guide to help you build, strengthen or sustain a network or
networking experience?
o whether you missed particular issues or topics?
o any other comments, criticisms or recommendations?
o anyone else you think would benefit from receiving a copy?
Please send your comments to:
ICASO
Suite 400, 100 Sparks Street,
Ottawa, Canada, KIP 5B7
E-mail: icaso@web.net
»
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