When you’re evaluating a network, what are you looking for?
We recently submitted an evaluation proposal for a 7-year old network with more than 120 organizations spread across more than a half-dozen states. Without knowing much about the network we had to describe what we’d be evaluating, our analytic framework. It had 12 components, many of them specifically about a network, rather than an organization. It’s a framework we’d apply for assessing the condition and performance of any network.
Purpose: What is the network’s purpose? Is it being fulfilled? Has it changed over time? What other purposes are emergent among network members?
Value Propositions: What are the reasons that members participate in the network? Which reasons are most important to the members? How well do members feel their value propositions are being fulfilled by participating in the network?
Membership & Engagement: Who has been attracted to the network and who hasn’t that it would be desirable to have? What are the types of engagement in the network and to what degree do members engage in the network? Are the network’s rules/incentives for member engagement effective? Are there barriers that prevent/reduce member engagement?
Network Connectivity: What are the relationships among members? What level of reciprocity and trust has been built? What is being transacted between members? How has member connectivity evolved over time? What is the connectivity “shape” of the network (different patterns of connectivity—e.g., super hubs; multiple hubs; clusters) and how does the shape enable or block network efficiency and effectiveness?
Network Alignment: How well are network members aligned around ideas, goals, strategies, standards, and other guideposts? To what extent does alignment in the network influence members’ actions?
Network Production: To what extent has the network’s connectivity and alignment created conditions for collaboration/co-production by network members of, for instance, usable knowledge, policy change, services, or innovations. How well do network production processes function?
Other Network Capabilities: Which other network capabilities (e.g., network reach and resilience) matter to the network’s health—and what is their condition?
Governance: Does the network’s structure for decision-making enable members? Is it efficient and effective? Does it promote member confidence in and loyalty toward the network? What are the network’s monitoring and feedback loops and how well are they being used? What is the network’s resonance to members’ interests/actions? What is its adaptive capacity?
Business Model: What is the value chain within the markets and other contexts within which the network operates? What products and services—value creation– does the network offer? What is the network’s business model—revenues and costs—and how will it be sustained?
Operations: How well does the network enable members to benefit from the network through coordination of and communications among members, access to shared resources, working group leadership, and peer-to-peer exchange and learning? What staffing, mechanisms, and resources are in place? Which members do/don’t use them?
Strategic Communications: How is the network positioned with external audiences/stakeholders to achieve its goals? In what ways can the network’s external connections, capacities, and brand be leveraged for greater impact or to attract more resources?
Impacts: What measurable impact is the network having in achieving its purpose and goals? What impact is participating in the network having on the way members think and act? How can the network effectively measure its impact on a continuing basis—and use the information for improving its performance?