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©2012 Future iQ Partners | www.future-iq.com
WNDD SET PROGRAMNETWORK MAPPING REPORT
2012 JulyNetwork mapping is a visual and mathematical analysis of how people interact, exchange information, learn and influence one another.
This project was made possible through a grant from the
Nevada Governor’s Office of Economic Development.
Network Analysis was developed by:Juliet Fox and David BeurleFuture iQ Partners
Future iQ Partners is a company that specializes in assisting communities, regions and organizations to plan and prepare for their future. With staff in USA, Europe and Australia, the company aims to develop the tools and approaches to allow regional communities to think about their future in a new way and to respond to a rapidly changing world. Future iQ Partners is a market leader in the field of regional scenario planning and network map-ping and undertakes projects at regional, industry and national levels.
For more information, contact Juliet Fox Email: [email protected]; Tel: +1 715 505 5046or visit our website www.future-iq.com
WNDD SET Region Network Mapping
Network Mapping Report Page 1
IntroductionPeopleLink or network analysis is focused on people networks.
Emerging research suggests that successful communities and
organizations have very specific networks ideally suited for
innovation, creativity, collaboration and regional resilience.
Future iQ Partners uses this tool to evaluate several key network
roles and develop customized strategies customized for the
alignment of those networks toward intentional goals.
PeopleLink Social network analysis, or PeopleLink as we like to
call it, is focused on people networks. Successful communities
and organizations have very specific networks and understand
the power of connection and collaboration. We evaluate several
key network roles and develop strategies customised for the
alignment of those networks toward your goals.
A social network is a description of the social structure of
individuals or organizations (nodes). It indicates the ways in which
they are connected (links) through various social familiarities
ranging from casual acquaintance, working interaction or close
familiar bonds.
Background• The Western Nevada Development District (WNDD) is a
voluntary association of local governments that consists of
eight counties and five cities. The counties cover a broad
30,000 square mile region that shares rural characteristics
and wide open spaces.
• The WNDD Board of Directors voted to join the Stronger
Economies Together (SET) process and use the information
developed to strengthen the development of WNDD’s
Comprehensive Economic Development Strategy (CEDS)
and to build regional citizen-level support for the CEDS.
• Future iQ Partners worked with WNDD and the SET Regional
Team to develop a network maps to help implement working
groups to address seven issues that the SET Regional Team
identified as key to successful regional development. The
issues the SET Regional Team identified were
• Competitive Advantage
• Infrastructure Investments
• Worker Skills
• Cross Jurisdictional Collaboration
• Global View
• Assessment of Current Strengths
• Flexibility/Adaptability
• Comprehensive ApproachesFormalOrganizational Chart
InformalOrganizational Chart
Links
Nodes
WNDD SET Region Network Mapping
Network Mapping Report Page 2
Regional Implementations Strategies—Network MappingOne hundred seventeen people participated in an on-line network
mapping survey that showed the current state of connectedness
toward innovation within the region. The SET Regional Team
and the partners involved in the delivery of the SET Process will
use the network map to facilitate the development of effective
implementation of workgroups to achieve the vision and goals
set by the SET Regional Partnership. The following report was
prepared by Future IQ Partners and is included as part of the
SET Regional Blueprint.
WNDD SET Program Network Mapping IntroductionIn summer of 2012, the stakeholders of the WNDD SET
Program completed a network analysis. Selection of those
stakeholders was based on an adaption of the Community
Capitals Framework to ensure diversity and representation of
people across critical areas of the region. One of the factors in
creating the environment for long-term success of a project is
to focus on the development of a strong, dynamic and diverse
network of relationships. Network mapping is an effective tool
for visualizing the WNDD SET Program’s people and connecting
power, leading us to identify how the region can best interact
to share knowledge, move toward common goals and be
continuously innovative.
This network analysis was focused on examining the structure of
regional working relationships and informal connections between
people. This is an important tool to utilize for the WNDD SET
Program to understand the the patterns of interactions toward
common initiatives. This analysis starts to illuminate where
collaboration can be enhanced, talent and expertise could be
better leveraged, and where opportunities for diffusion and
innovation are being lost.
Community Capitals Framework (adapted from North Central Regional
Center for Rural Development)
The WNDD region has embarked in the SET Program in an
effort to enable the region to work together toward developing
and implementing an economic development blueprint for the
multi-county region that strategically builds on existing and
emerging economic strengths. This metric helps illuminate
areas where better social connectedness could help create the
context of success for the outcomes toward these common
goals. Knowing where the connections are, and are not, allows
the region to know where to suggest local interactions. Each
map tells a different story for the region and gives an insight to
connectivity and access to more opportunities. These network
maps reveal a snapshot of the region at a particular time.
Future iQ Partners compiled these network maps and metrics
of WNDD SET Program Region. To start, a network survey was
sent to stakeholders. Surveys were emailed to 186 stakeholders
and were asked to identify the people in which they connect
with utilizing the following questions.
| ©2012 Future iQ Partners
SOCIALCAPITAL
VITAL ECONOMY
HEALTHY ECOSYSTEM
SOCIAL EQUITY
NATURALCAPITAL
CULTURALCAPITAL
POLITICALCAPITAL
FINANCIALCAPITAL
HUMANCAPITAL
BUILTCAPITAL
WNDD SET Region Network Mapping
Network Mapping Report Page 3
Survey Questions:
• How often do you go to this person for leadership, partnership
or expertise in Economic Development in areas such as;
opportunity identification, investment attraction, economic
research, entrepreneurship development or marketing and
promotion?
• How often do you go to this person for leadership, partnership
or expertise in Physical Infrastructure for projects such
as; housing, water, roads, utilities, waste management,
broadband or parks and recreation?
• How often do you go to this person for leadership, partnership
or expertise for Workforce Development and Education in
areas such as; career and technical education, certification
programs, skills assessment and training, and employer
outreach?
• How often do you go to this person for leadership, partnership
or expertise in Health Care and Human Services activities
such as; health care access, diversity of health care services
(e.g. mental health, dental), social and youth services, and
food security?
• How often do you go to this person for Collaborative
project(s) and initiative(s) to enhance economic or community
development in the region or your community?
• See the descriptors listed above for Economic
Development. Community Development might
include: education and workforce development,
infrastructure development and improvement,
quality of life, culture and recreation issues, social
issues, e.g., crime, teen pregnancy and substance
abuse, leadership development, community image
and marketing.
• How often would you LIKE to collaborate with or learn new
ideas from this person on a project or initiative to enhance
economic growth or community development in the region
or your community?
The response maps and metrics are based on these questions
which are intentionally created to draw out; Leadership, Awareness,
Collaboration and Opportunity. Each of the corresponding maps
is described below in detail.
Response Rate and legendThe completion rate for the survey was above average at nearly
67%. The metrics include the respondents with both symmetric
and asymmetric ties. Asymmetric ties are one-way ties – when
a person is connected to another without the person indicating
they are connected back. This would often represent those
that were added by the survey participants as an additional
important person, or did not complete the survey. Symmetric
ties are stronger ties that indicate a reciprocal relationship
where both people recognized the connection.
Originals 185
Complete 118
Not 56
Bounced 11
Added 64
ASYMMETRIC
SYMMETRIC
| ©2012 Future iQ Partners
STRENGTH OF CONNECTIONS
Never Sometimes
TWO STRENGTHS
THREE STRENGTHS
Often All The Time
| ©2012 Future iQ Partners
WNDD SET Region Network Mapping
Network Mapping Report Page 4
Maps were based loosely on Community Capitals Framework
asset areas, as this well demonstrates how the region is
connected based on the research around essential asset areas
of a community. A well-connected community has been linked
to effective networks for individual, group and community
growth and vitality of community initiatives.
Overall Map Summary Results:
• Betweenness Centrality and Development of the core: The
overall network indicates that key regional members have
developed strong ties between themselves. These strong
ties are currently limited in diversity and new partnerships
in various key area are needed to bring together a strong
core network. This may be reflective of the interagency
partnerships that have been fostered by the SET Executive
Committee’s activities.
• It is further observed an underdevelopment of the “connector”
network – people who connect the otherwise unconnected
back to the central core. Connectors develop the potential
for gate-keeping, brokering, controlling the flow, and also of
liaising otherwise separate parts of the network. Connectors
have the power and access to what information flows and
the potential for synthesizing and interpreting messages.
• Clustering Coefficient indicates that key areas are less willing
to go outside of their bonded networks for connections. In
other words, each key area is consistently more likely to
connect with their others in the same key area. This is a
disadvantage for regional initiatives, as people need key area
cross connections and the experience of working together.
• Most counties tended toward geographic clustering, but
a few were a bit more integrated and show signs that of
further integration is possible. As the District is a multi-county
organization that benefits from multi-county collaboration
KEY AREAS
Economic Development
Government
Private Business / Private Citizen
Health Care
Human Services
Workforce Development / Education
| ©2012 Future iQ Partners
CORE
CONNECTORS
WNDD SET Region Network Mapping
Network Mapping Report Page 5
and cooperation, the network shows a good start towards
regional collaboration, but also shows weaknesses in
cross-jurisdictional collaboration.
• The maps show a density of economic, government and
private business / citizen toward the core with less human
services and workforce development representation at the
core. The advantage of this kind of configuration is that
the people with political and financial resources are at the
heart of the network and can move those resources easily
toward critical needs
• Bonding & Bridging network connections are two very
important kinds of community connectivity. Bonding
connections are close-knit trusted groups. Bridging network
connections are across bonded networks and create the
environment to access new resources and an opportunity
for innovation and creative thinking. WNDD SET Program’s
network maps indicate strong clusters of bonding networks
and illuminate a need for bridging networks. This shows a
mild tendency towards silos within the region.
Bridging and bonding networks
Notes:
• A database was created with representation from across
the region in key areas, but was used after the SET program
was initiated which may have impacted the results to
reflect that the region might already be more connected by
networking in the SET process. Responses were not equal to
each key area. The database was heavy weighted towards
government and light in health care, human services and
workforce development; this may indicate self-selection
among a government and economic development group.
SET meetings are all open to the public, but government
an economic development professionals have attended in
a disproportionate share.
• The response Rate at 67% gives a fairly good indication
of the network’s overall capacity. We mainly focused on
one-way connections (Asymmetric - where one respondent
indicates a connection to another, but it is not reciprocal).
Overall Network
Total leadership Network – by Capital Key AreaGroup Size 88
Potential Ties 7656
Actual Ties 544
Density 7%
Weighted Avg. Path length: 1.87
The overall network is represented in the image below. In
comparison to the iQ Network Example, WNDD SET Program’s
| ©2012 Future iQ Partners
BONDING NETWORK
BRIDGING NETWORK
CONNECTORS
NUMBERS OF SURVEY PARTICIPANTS BY KEY AREAS
Economic Development20
Government80
Private Business/ Private Citizen
45
Health Care4
Human Services10
Workforce Development/ Education
30
| ©2012 Future iQ Partners
WNDD SET Region Network Mapping
Network Mapping Report Page 6
overall network has several dense cores with a periphery of
weak ties that can bring in new information and connections.
This overall WNDD maps indicate an ‘insular’ effect – where
many people in the region are connecting with the same
asset group (key asset area). This also indicates that people
are partnering with others within their own capital area. This
suggests strong bonding ties for the region, but may limit the
ability for the region to be innovative in the new economy (which
requires bridges between different focus areas).
Refer to map: WNDD Overall Network.pdf on page 15
Organization By Geography
Observations - There is some clear clustering of relationships
based on geography, highlights include:
• All counties tended toward geographic clustering, but a few
were a bit more integrated and show signs that of further
integration is possible. As the District is a multi-county
organization that benefits from multi-county collaboration and
cooperation, the map shows a good start towards regional
collaboration, but also shows that programs need to be
designed in such a way as to reward cross-jurisdictional
collaboration.
• The map has a small central core. There should be more
people that are at the center of the network here – and
those individuals should be encouraging others to be
involved in region-wide central in all areas of economic
development, physical infrastructure, workforce development,
Health Care and Human Services, and other collaborative
projects. This is intended to bring together stakeholders
from across the region in detailed project works – to build
the bonding network core. Further, this kind of collaboration
geographically enables people to share ideas, consolidate
relationships, exchange information, goods and services,
and cooperate in incredibly efficient and innovative ways.
WNDD SET Region Network Mapping
Network Mapping Report Page 7
Refer to map: WNDD Overall Network Map By County on page 16
Economic NetworkQuestion from Survey:
How often do you go to this person for leadership, partnership
or expertise in Economic Development in areas such as;
opportunity identification, investment attraction, economic
research, entrepreneurship development or marketing and
promotion?
Group Size 174
Potential Ties 30102
Actual Ties 602
Density 2%
Computing geodesics
602 paths of length 1
3435 paths of length 2
Weighted Avg. Path Length: 1.85
COUNTIES
Carson City
Pershing
Storey
Washoe
Other
Humboldt
Lyon
Douglas
Churchill
| ©2012 Future iQ Partners
Mineral
WNDD SET Region Network Mapping
Network Mapping Report Page 8
communities within the region. Development of leaders from
across the key capital areas and local communities is essential
to build peer advise networks that are not dependant upon
regional coordinators.
Physical Infrastructure NetworkQuestion from Survey:
How often do you go to this person for leadership, partnership
or expertise in Physical Infrastructure for projects such as;
housing, water, roads, utilities, waste management, broadband
or parks and recreation?
Group Size 166
Potential Ties 27390
Actual Ties 388
Density 1%
Computing geodesics
388 paths of length 1
1444 paths of length 2
Weighted Avg. Path Length: 1.79
Refer to map: WNDD Economic Network on page 17
This maps shows a density of economic, government and
private business / citizen toward the core with less human
services and workforce development representation at the
core. The advantage of this map is that the people with political
and financial resources are at the heart of the network and can
move those resources easily toward critical needs.
This kind of map shows the need for more integration of human
oriented areas in economic development. With this integration,
the region can expect to see ideas, projects and knowledge
flow towards people mobilization areas.
Expertise leaders in this area that have a high ‘Reach-in’ metric
are mostly not the “on the ground” leadership from the local
WNDD SET Region Network Mapping
Network Mapping Report Page 9
Refer to map: WNDD Infrastructure Network on page 18
Infrastructure has similar structure to economic as the core is
mainly government and economic development professionals.
Again, this has advantages when needing to move resources
toward initiatives, but may pose some issues when wanting
to mobilize people toward efforts.
Both the diversity of the core and the core itself should be
addressed. In two ways:
• Diversity: Bring more human capital people and organizations
into core economic and government toward infrastructure.
• Density in Core: Bring more people into the core processes
– creating partnerships and cooperative initiatives will be
key to building a larger and denser core network.
In addition the connectors (people that transfer the knowledge
and resources to the masses of the region) need to be developed
around infrastructure needs – perhaps through media or
engagement activities around key initiatives.
Workforce and Education Network Question from Survey:
Who do you go to for leadership or expertise on workforce
development, employment or immigration?
Group Size 148
Potential Ties 21756
Actual Ties 407
Density 2%
Computing geodesics
407 paths of length 1
1496 paths of length 2
Weighted Avg. Path Length: 1.79
WNDD SET Region Network Mapping
Network Mapping Report Page 10
Refer to map: WNDD Workforce and Education Network on page 19
This workforce network shows little density, which might indicate
why there has been little integration with economic development
and government as the workforce network of leaders are not
connected to each other sharing ideas, exchanging information
or co-creating solutions; it would make sense that they would
also not see the importance of this with outside groups.
This network was also heavy with government and economic
development individuals, but could be this way as the pool of
stakeholders in workforce development was less than these
two combined areas. We would expect to find the workforce
development representatives at the core. The presence of
economic development professionals indicates that their peers
either so rely on them for workforce expertise or they have
better reasons (such as funding of workforce initiatives) to go
to economic development and government contacts.
Again, density and diversity of core is essential. In addition,
this map needs economic development and government folks
to move to connectors and development workforce leadership
to take over these expertise areas.
Health Care and Human Services NetworkQuestion from Survey
How often do you go to this person for leadership, partnership
or expertise in Health Care and Human Services activities such
as; health care access, diversity of health care services (e.g.
mental health, dental), social and youth services, and food
security?
Group Size 116
Potential Ties 13340
Actual Ties 177
Density 1%
Computing geodesics
177 paths of length 1
231 paths of length 2
Weighted Avg. Path Length: 1.57
WNDD SET Region Network Mapping
Network Mapping Report Page 11
Refer to map: WNDD Health Care and Human Services Network on page 20
The health care and human services map show little strength
in core strength and connector structure. It may have to do
with the very few numbers of these individuals in the survey,
but also may reflect a weakness similar to the workforce map
in human capital areas.
This is a very loosely connect network and needs intervention
by leadership to determine if the network analysis reflects
the reality and develop leadership and connectors with the
already established leaders from economic development and
government.
The smallness of this network could be reflective of two items:
rural health facilities are generally smaller than in urban areas,
and many residents may use large urban providers for health
care, further diminishing ties within the network. A selection bias
in terms of focusing the resources of the group towards more
traditional economic development activities in the region—hard
infrastructure, business recruitment, etc.
Collaboration NetworkQuestion from Survey
How often do you go to this person for Collaborative project(s)
and initiative(s) to enhance economic or community development
in the region or your community?
Group Size 185
Potential Ties 34040
Actual Ties 632
Density 2%
Computing geodesics
632 paths of length 1
3479 paths of length 2
Weighted Avg. Path Length: 1.85
WNDD SET Region Network Mapping
Network Mapping Report Page 12
Refer to map: WNDD Collaboration Network on page 21
These collaborative maps show some density, but only slightly
developed connectors. Again the leadership lies distinctly in
economic and government areas indicating the key areas are
more likely to collaborate with each other then to step outside
of their key capital areas for collaboration.
This network shows mild “Small Worlds” evidence – where many
people go to the same person for problems and may not be
able to develop local solutions. It may also indicate that these
key individuals are being overly relied upon for collaboration.
Although slightly better than the previous networks, this is
also a loose network and density is around very few people
in economic development mainly– the density and diversity
of the network needs attention to create more opportunities
for collaboration.
Potential Collaboration NetworkQuestion from Survey
How often would you LIKE to collaborate with or learn new
ideas from this person on a project or initiative to enhance
economic growth or community development in the region or
your community?
Group Size 223
Potential Ties 49506
Actual Ties 1096
Density 2%
Computing geodesics
1096 paths of length 1
9175 paths of length 2
Weighted Avg. Path Length: 1.89
WNDD SET Region Network Mapping
Network Mapping Report Page 13
Refer to map: WNDD Potential Collaboration Network on page 22
There was an overwhelming response to the question of who
you would like to collaborate with on the survey which included
a large population of added names. We broke them down in two
different maps – to get the map that would reflect a possible
collaboration map that is the “low hanging fruit” of action. It is
important to note that the “most wanted” collaboration people
as noted in the metrics were with the leadership representatives
in SET. What matters is what collaborations will exist after the
process is concluded.
Recommendations Network mapping gives us an image of a community that will
change with the respondents and over time. All throughout a
regional change process network maps guide the way – they
reveal what we know about the network and they uncover
possible next steps for the better connectivity and action.
This process highlighted critical areas that may be optimal
to address. It is important to know the network in an ongoing
way by taking network mapping snapshots and to evaluate
the process regularly.
WNDD SET Program can start weaving together the necessary
skills and resources to build simple single hub networks. A more
robust multi-hub network, concluding with a resilient core/
periphery structure – maximized for learning, implementation
and innovation. A networked region will have evidence of people
weaving social ties, openly build and share knowledge, have
widespread engagement and leadership’s focus on coordinating
resources toward commonly developed action.
Next steps are to address the following questions:
• Are the right numbers of connections and are they in the
right place?
• Are any key connections missing?
• Who are playing leadership roles in the community?
• Who is not, but should be?
• Who are the experts in process, planning and practice?
• Who are the mentors that others seek out for advice?
• Who are the innovators? Are ideas shared and acted upon?
• Are you supporting coalitions, alliances or networks?
WNDD SET Region Network Mapping
Network Mapping Report Page 14
In addition the following steps are suggested:
• Target human capital and integrate with economic and
financial capital in all areas of the regional network. This will
move ideas forward from a human capacity point of view.
• Move isolated clusters from each map – connection them
could start to create the densecore that resembles iQ
networks. The high influencers should be brought into
the core, along with their connectors, to collaborate on
action items.
• Utilize current focus areas of action as a way to build a
dense core of leaders that take responsibility for building
networks across the region and are intentionally connected
outside the region.
• Utilize ongoing actions as a conduit to build connections
across asset areas (community capitals) – this will relieve
the insular effect and move the region towards becoming
a iQ network.
SET success benchmarks utilizing these indica-tors of network development:
• People in the WNDD SET Program region gain a broader
and deeper awareness of the people that represent all of
the community capital areas.
• There is a consistent focus to deliberately make new
connections in and outside of the region.
• There is a regional culture to connect to information,
resources and potential partners.
• There is an overall sense of optimism in the region.
• People see change and diversity as valuable to attaining
shared regional goals.
• There is a willingness to partner and combine assets in
non-typical partnerships toward aregional vision.
• People become more self-organizing, innovative, agile,
inclusive, strengths-based, and dedicated to shared goals.
The regional team showed great interest in the implementation
of the report and on improving areas of network weakness—
especially as it related to health care and workforce development
issues in the region. In hindsight, the Executive Committee
wishes that a map had been done before and after the SET
process to show the process’ impact on regional collaboration.
WNDD SET Region Network Mapping
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REPORT PREPARED By:
Juliet Fox and David Beurle, Future iQ Partners – July 2012
Future iQ Partners works to develop and refine the tools and approaches that help people see the future in a new way.
Having worked around the world for nearly a decade, we have amassed a wealth of practical experience in building Future
Intelligence. Our approach is to provide the framework for regions and organizations to explore their future, and to find
where they can powerfully shape their own response and trajectory. The origins of Future iQ Partners began back in 2003,
when David Beurle founded Innovative Leadership. In 2009, Juliet Fox joined the company, and through this auspicious
partnership, they have reinvented the company into today’s Future iQ Partners.
Our team of staff and partners ensure we have the capacity to deliver high quality programs that will make a lasting difference.
ABOuT THE AuTHORS:
David Beurle Partner
Contact: [email protected]
David specializes in creating future planning approaches for use in regional, community and organizational
settings. He pioneered the application of scenario planning to regions and rural industries around
the world, and developed the Future Game as a widely used planning and workshop tool. David has
worked in the field of regional and community planning and revitalization for over 20 years. He is an accomplished speaker
and workshop facilitator, having led over 100 large-scale community vision sessions across North America, and numerous
keynote addresses and workshop presentations. He has held a position on the Board of the Western Australian Community
Foundation, and worked as a senior staff member to an Australian Cabinet Minister. His work in community and economic
development has earned his work international, national and state awards.
Juliet Fox Partner
Contact: [email protected]
Juliet specializes in developing the products and approaches that allow communities and organizations
to flourish in a rapidly changing world. In particular, she has expertise in the emerging science of social
network mapping and interactive community engagement. She has over 20 years of experience with
diverse groups in strategic planning, leadership development, engaged consensus building, building ideal networks and
economic feasibility efforts. Juliet developed a strong connection to the catalysts of social change during her 10 years of
lecturing at University of Wisconsin-Stout in subjects on technological advancements and changing societies. She is an
accomplished presenter who engages her audiences to explore the future in a thought-provoking manner. She has served
her community for two terms as an elected official in Wisconsin, USA and completed her graduate work in Human and
Organizational Systems.
WNDD SET Region Network Mapping
Network Mapping Report Page 24
FOR MORE INFORMATION ON THE NETWORK MAPPING PROCESS PlEASE CONTACT:
Juliet Fox
Future iQ Partners
Phone: +1 715 505 5046
Email: [email protected]
Online: www.future-iq.com