Guidelines for Networking in the Social ApostolateDraft synopsis of a possible document

February 2013To be discussed in the

Social Coordinators’ meeting in April

Documents used as reference:

General Congregation 34th, d. 21, n. 14 Guidelines on Jesuit networking in the social area (SJS – 2002):

In English: In Spanish: The following documents from the Boston meeting last April on Networking:

o Final document: International Networking in the Society of Jesus

In English: In Spanish: o Jorge Cela: How to network without getting diluted in the attempt:

In English: In Spanish:

o Luis Arancibia: Analysis of the current state,

o SJES, Cycle of the mission:

A. Why do we network in the Social Apostolate?

1. We want to respond to a mission that is beyond the capacities of individual institutions2. It allows having a unity of response while preserving the richness of diversity at the local level. It

is respectful local autonomy. That is why we do found a new institution3. It is helpful for the members, enriching and strengthening them

B. Difficulties for networking:

1. Lack of awareness of a bigger mission2. Sense of self-sufficiency3. Lack of communication tools and practice4. Lack of allocated resources: personnel and funding5. Need of a new cultural mentality6. Lack of incentives

C. Types of networks:

1. According to the geographic space:a. Provincial b. Conference c. Global

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2. According to apostolic sector:a. Inside the Social Sector b. Inter-sectorial

3. According to the purpose:a. Transnational Advocacy Alliance

Usually starts with specific local problem Solution potential lies in another country Build alliance with specific parties who can help (“allies”) Target the one who needs to change Fixed life-span of alliance May or may not need global network May or may not need public campaign, social media

b. Peer network: Organizations working on similar issues, doing local advocacy Mutual learning and support, share information, resources,

advocacy tips Pursue a conversation to deepen understanding of the topic Minimum coordination, less specific goals, loose membership Over time, may generate interest for common project

c. Global Advocacy Coalition: Several organizations doing advocacy on same

specific goal More effective if they target international body

and/or coordinate global public campaign Build coalition with others of similar interest Desired outcomes and “demands” are specific

D. Key factors for international networking

Internal factors related to the structure of the network

1. Leader: Commitment and capacities Fostering frequent contact High motivation Inspirational With strategic vision

2. An active Core Group supporting the leader, where decisions are taken by consensus 3. Communication hub: linked to the leader? How do we envision it?4. Regular face to face meetings where a sense of community should also be developed5. Clear apostolic plans6. Clear Jesuit / Ignatian identity in institutions, processes and networks

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7. Ways of communicating the achievements of the network: they allow to see its existence and importance

External factors for “official networks” 1

8. Embedded in the governance structure of the Society:i. Responding to the mission of the Province / Conference / Global level.

In order to do this, a strategic planning at those levels is very helpful, as it may establish some priorities the networks should have to respond to

ii. A clear mandate from those levels (Provincial / President) would be very importantiii. Approval of the mission and plans of the network by the corresponding Superior iv. Selection of Leaders and Core Group members made by the corresponding Superiorsv. Social Coordinators accompanying and monitoring. Could they be leaders?

Possible functions: …9. Facilities for funding both for structure and activities

Factors related to the institutions

10. Allocation of resources dedicated to networking: for communication and activities11. Networking activities embedded in the strategic planning of the institution

E. Added value networks bring

1. At the local level (for local institutions): a. It is a help for the weakest institutions as it opens its horizons and social capitalb. At the same time networks allow enough autonomyc. The local mission wins universality and relevance

2. Practical advantages: a. Learn from one another: experiences, methodologies and ways of proceedingb. Better access to information of interestc. Better access to funding agencies

3. For the apostolic body of the Society: a. A new sense of a universal body

4. Strategic values for an apostolic Society: a. Networks help build a joint strategic vision of our futureb. New level of agency enabling a response to national / regional / international apostolic

challengesc. Capacity to align the efforts of different institutions in order to respond to common

challengesd. Public image with a common identity

1 We call “official networks” those that are recognized as such by the corresponding Superior because of their special contribution to the corresponding strategic planning. They should have some special helps and duties.

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e. Capacity to advocate at a) international level and b) at local level with a new credibility that the network brings

New possibilities for:f. Research, as networks offer contacts in many placesg. Building knowledgeh. For creating a common awareness in the Society about important topics

F. Proposals and recommendations

1. Creation of some networks in the Provinces where we can learn ways of creating inter-sectoral networks

2. A training program on some capacities

3. Raise awareness among Provincials and Presidents about the importance of networks to respond to the apostolic mission they want to promote and encourage them to offer technical, financial and personnel support

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