This is the last post in this series about the CVO network in Haifa, Israel. The previous post dealt with interaction and knowledge sharing in the CVO network. This post will look at examples of CVO successes and the dynamics among the various aspects of the CVO network.
Acknowledging and Sharing Success
CVO is proud of the courses that it runs. Yael Abada, the CVO Director stated, "organizations outside of Haifa come to us and say that they want to be in the course, in the network. Courses are very professional. People get a lot of knowledge, tools, connections."
Another accomplishment of CVO is being a local infrastructure which is very unique in Israel. Yael said, there is no other organization on the local level that is doing what we are doing. People want to learn what we are doing and how we are doing it."
CVO has gained experience and had success in building networks and increasing the power of organizations working together. They have success in increasing the voice of organizations.
CVO has been successful with the use of clusters. The Special Needs cluster and the Young Adults clusters are examples of successful CVO clusters. The Special Needs cluster is made up of 33 organizations. The Young Leadership cluster is made up of 15 organizations. Signs of success for a cluster are: if other organizations want to joint the cluster; if they produce new connections or new projects; if they have collaborations among themselves; if they promote issues or if they have products.
CVO would like to be doing more to share knowledge with others in regard to clusters, the Lead Haifa program and new programs being initiated with leaders of the recent protests in Israel. CVO would like to focus more on how members could work together to lobby.
Dynamic Relationships Among Network Elements
All of the network elements set out here act to support and reinforce one another.
Fostering interaction between individuals and organizations in order to build relationships and the atmosphere of CVO is a key driver. Facilitation supports achieving this. Facilitation results in norms that guide actions and behaviors and helps to create a good working atmosphere among members. Focusing and re-focusing on mission continues to be helpful to motivate members and to keep CVO on course. Having an approach to recruitment and inclusion supports the mission and lays a foundation for interaction.
The governing and convening structures especially the clusters and sub-teams do the work of CVO.
Funding enables all of this to happen and ultimately results in value that is added by the efforts of CVO to members, individuals and the community. Part of this value is what knowledge CVO is in a position to share with various Haifa community groups and those outside of Haifa.
The leaders' theory of change is specifically appropriate for operating and governing as a network and underlies many of the other network activities.
In the twenty first century, there are increasing instances of people and organizations operating as networks. This is certainly supported by the interactive capabilities of the Internet. Beyond this, there is the recognition that often the highest leverage for advancing the goals of individual organizations consists in affiliating as a network. This is especially true in the non-profit sector where individual organizations do not have the benefit that private sector organizations do in generating revenue and funding. CVO is a significant illustration of the value of the network approach in the NGO sector.