When the community is the network, as it is in Lawrence, Massachusetts, design follows a few simple rules.
For more than five years we’ve tracked, cheered on, and worked with one of the most intriguing community-based networks in the U.S.—the 5,000 member strong Lawrence Community Works. In a case study several years ago we wrote about the origins of the grassroots network, its early growth, and contribution to rejuvenating Lawrence, a failing industrial city in Massachusetts. Since then, we’ve been impressed by LCW’s disciplined application of network thinking to organizing low-income families.
Recently we heard Bill Traynor, leader of the team that has built the network, share some of the lessons they’ve learned. “The challenge at the beginning was to create an environment rich enough and valuable enough for people to create the value they wanted to create.”
- The network was designed to offer many different value propositions to residents—access to programs for adult literacy or Individual Development Accounts; community organizing efforts; networks for youth, and more. “What works for engaging people is to have a lot of different things going on; people have choices and feel a connection, an identity, with that environment.”
- The network was designed for easy entry and easy exit by its members. “It’s a loose membership, which is a more modern, organic way for people to engage… You need to have environment in which people can come in and out. Membership is a choice, not an imperative or a burden.”
- The network’s evolution has been managed to allow form to follow function. In too many community organizations organizational turf and other concerns get more attention than creating value for people. “Who is the lead agency, who decides what, who we are trumps what we do. There’s too much structure, too many presidents. That environment is way over built.” The network provides an alternative to these unattractive dynamics.