9.4 Networked governance
Tjanpi Desert Weavers, Central Australia. Image, Wayne Quilliam
Definition: A net is an open fabric of string or rope or wire woven together at regular intervals. Like the string that is woven together to form a basket, a network weaves together different people, relationships, things and organisations. A network is a connected group of people with similar interests or concerns who get together to work and support each other.
9.4.1 Aboriginal and Torres Strait Islander networked governance
Aboriginal and Torres Strait Islander governance is networked governance. It is dynamic and sophisticated, having:
- interdependent connections between people, places and things (past, present and future)
- layered systems of representation and leadership
- overlapping memberships and mandates
- dense networks of relationships and mutual responsibility
- corresponding dispersed layers of decision making, accountability and authority.
Networked structures not only form the bases of traditional Aboriginal and Torres Strait Islander governance, they are also visible and inform many contemporary Aboriginal and Torres Strait Islander governance solutions across Australia.
Snapshot: Aboriginal and Torres Strait Islander networked governance at work
| You can see networked Aboriginal and Torres Strait Islander governance at work in the structure and operation of: |
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The more ‘visible’ leaders of organisations are also part of wider networks of leaders and extended families, often extending well beyond their own group.
In such governance systems, networked leaders are people who can consider multiple options and ideas, and who can facilitate connectivity and mobilise community support.
This is a more sustainable form of leadership for the kind of governance needed for development.
It is this kind of networked logic and leadership that are also likely to inform ongoing Aboriginal and Torres Strait Islander initiatives in nation rebuilding.
How common goals united Girringun
Girringun Aboriginal Corporation was awarded Highly Commended Category A in the 2014 Indigenous Governance Awards. Here CEO Phil Rist outlines how Girringun’s leadership fostered a common goal to bring nine tribal groups together. By working together as ‘one voice’, and building relationships with surrounding stakeholders, a form of contemporary sovereignty has been established.
9.4.2 Why networks and networking are important
There is an Aboriginal and Torres Strait Islander preference for local control of decision making, action and responsibility.
But at the same time, local networks are usually flexible and open-ended.
The very great advantage of such networks is that governance arrangements can be (and always have been) linked across to other similar scales of networks (such as across several outstations), and scaled up vertically (for example, to form larger federations and alliances).
This means that the local parts of any nation’s networked governance are directly connected to many other surrounding parts, and each part will have bridging relationships and shared goals that connect it outwards to the governance networks of other nations.
Tips: How networks and networking can improve governance
Networks and networking can improve your governance in many ways:
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Networks can foster constructive solutions |
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Networks are flexible and responsive |
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Networks create close relationships and ties, shared priorities and goals |
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Networks can be a source of information and support |
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Decisions reached by networks can be more legitimate and easier to implement |
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Networks can link the national and regional to the local level |
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Networks encourage the exchange of knowledge and build new skills |
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Networks can benefit from economies of scale |
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Networks improve your reputation |
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9.4.3 Networked governance: problem signs and tips
Tips: How to manage problems with your networks
To make sure your networks give you the best support for your governance, here are some potential problems to watch out for, and some tips for how to address them.
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Network governance problem |
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| Making decisions. Some networks aim to reach consensus decisions—that is, all parties agreeing. But sometimes a single party may disagree, stopping a decision being made or later undermining it. |
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| Becoming complacent. Networks can run the risk of becoming complacent, operating only in their comfort zone. They may also become bureaucratic and inflexible. |
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| Accountability can become dispersed. Accountability may become more difficult to monitor in large networks because decisions are made at many different points. Large networks are also more likely to lose touch with outlying members. |
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| Acquiring new skills. Setting up new partnerships may require entirely new skills and knowledge, or may come up against resistance from the existing network. |
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| Becoming competitive. Networks between groups or organisations with similar functions, memberships and funding sources may become competitive rather than collaborative. |
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| Losing control. Leaders and managers risk losing control of their own agenda if key stakeholders in your network—government, non-government organisations or industry groups—have different ideas and priorities. |
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9.4.4 Mapping and maintaining networks: practical tools
Building governance capacity—that of individuals, organisations or nations—is greatly strengthened when it includes long-term partnering and support from within your wider networks. So managing and maintaining relationships with your key stakeholders is very important.
Some of the relationships in your networks will be enduring and close (your members and partners); others are short term and issue specific (professional advisors, consultants, casual contractors, volunteers, bureaucrats).
Some relationships may be informal and based on common interests or simply a willingness to help; others will be formalised through written partnerships, contracts, grant conditions or agreements.
It is likely that in many of these, you will have governance relationships with people or organisations that have very different values to your own.
As a first step in successfully managing these, it is useful to identify or map your nation, community or organisation’s important networks and relationships.
A ‘map’ visually shows specific kinds of information by its spatial and geographic location and interrelation.
A map of your governance and development networks does the same thing. It will help you ‘locate’ and analyse:
- your important networks for governance and development
- where your networks are weak, and where are they strong
- your high-influence network members
- whether they are antagonistic, neutral or supportive
- their concerns, values and priorities
- whether they have a high or low impact on your plans and capacity
- how you can build upon your networks and better manage key relationships.
The various templates below will help you map and monitor your important networks, and then consider how to manage and make the most of your relationship with them.
Template: Monitoring our governance environment
This governance environment monitor is from the governance development and action plan provided below and in Topic 9. You can complete it by itself or as part of the larger work set out in that plan. It will help you identify the important external stakeholders in your wider networks and environment, and trends and issues that are influencing or having an impact on your governance.
Template: Our governance stakeholder influence
This resource is from the governance development and action plan provided in Topic 9. You can complete it by itself or as part of the larger work set out in that plan. Stakeholders are the people and groups that have an interest or ‘stake’ in the success and legitimacy of your governance and development outcomes.
What can we do? Managing our stakeholders
This resource will help you to identify the influence, concerns and impact of the key stakeholders in your networks, and determine ways to better manage those factors.
Tips: Managing and maintaining relationships with professionals
These are some general guidelines that your organisation, community or group can use when engaging external professional expertise.
- Identify good experts. Check the professional websites of the people you want to engage so you can read and evaluate their code of conduct and ethics guidelines.
- Use your existing networks and ask other communities to find out about people’s previous experience with the same professionals.
- Above all, check references of the professionals you want to engage. Conduct a face-to-face interview where possible, and ask for samples of their previous work.
- Choose someone who’s keen. Look for individuals who show a genuine interest in your organisation and community, who are committed to spending the time that you need on your projects, and who want a long-term relationship.
- Engage people who have a proven track record in working on the issue, and in writing reports in a style that is easily accessible to your members.
- Balance cost with efficiency. Remember that university academics—whose overheads are normally covered by their institutions—usually cost much less than consultants, but a consultant may work more quickly and efficiently.
- Establish effective contracts or other forms of agreements. These may vary according to whether the work is voluntary or paid. You may have to call for competitive bids; however, you may get better value by engaging someone who costs more but has experience and expertise in dealing with a particular issue, or has worked with the community for a long time.
- If possible, start with a small contract or project as a test run, with the understanding that good work and relationships will lead to larger projects or assignments.
- Develop clear terms of reference in the contract right from the start, including specific deliverables, methodologies and timelines.
- Keep the contractor fully informed. Give the expert the protocols that will be used when consulting with members or stakeholders, and your organisation’s policies and codes of conduct.
- Get agreement on the content of reports. When a written report is required, ensure that the contract or agreement states that the expert should discuss the contents with management before writing the report.
- Ensure that the costs of the work meet industry standards. Competitive bids may help but it is also wise to check daily rates and the time estimated for each task.
- Check who is doing the work—senior or junior experts. Clarify in the contract the time allocated for the senior and junior experts. Also clarify how much they will contribute to training and mentoring people within your organisation or community.
- State a maximum cost for the work. If there are extensions or additions to the work, make sure these are confirmed in writing and that a new cost is firmly established.
- Make someone in your organisation responsible. Allocate a specific person in your organisation or group to monitor the contract or agreement.
- Conduct a face-to-face exit interview. As well as a written report, it can be helpful to have a face-to-face exit interview with key leaders, management and the expert to discuss their findings.
- Get feedback from the expert. When the work is finished, get feedback from the expert about the whole process and, if applicable, how they think it could have been improved. Also get feedback from the members of your organisation or community who were involved.
Adapted from Graham, J and Bassett, M. 2005. Building Sustainable Communities: Good Practices and Tools for Community Economic Development, Institute on Governance, Canada.
Template: Our culture scan
This tool is from the governance development and action plan in Topic 9. You can complete it by itself or as part of the larger work set out in that plan. It will help you to identify important similarities and differences in the cultures of your key network members, partners and other stakeholders that might affect your governance.
What can we do? Improving our networking
Here are some basic questions and suggestions about ways other Aboriginal and Torres Strait Islander groups and organisations have successfully tried to expand their networks.