Networks are informal associations that meet the needs of their members and can assist member organizations to enhance learning, distribute information and share resources. Networks function best when they are fluid and flexible enough to create opportunities for new combinations of participants. Increasingly, the creation of “social capital” through collaboration, network building and comprehensive community planning is the paradigm that has become central to rural development.
CAN is a group of organizations with similar concerns that has come together to share information, enhance its collective knowledge about community issues and celebrate the organizations’ successes. Part of CAN’s strategy is to utilize their networks to identify and develop rural policies aimed at addressing the social and economic needs of the Appalachian region. In addition, CAN is currently working on expanding its linkages with community-based organizations, legislators, the media and other policy-makers to create more effective policy for the region.
In order to measure the effectiveness of CAN’s networking efforts, we have begun using Inflow, a network-mapping program that creates visual displays of the network. From this research, we have been able to develop network maps that examine the following questions:
- Are the right connections in place? Are any key connections missing?
- Which groups and individuals are playing leadership roles in CAN? Who are key links between various individuals and organizations?
- Who are the mentors that others seek out for advice in policy implementation and interpretation?
- Who has breakthrough ideas or concepts?
- Which communications resources do CAN members utilize?
