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CHAPTER 3: ESTABLISH NETWORK MODEL

After establishing that a private sector network has opportunities to create value and fill unmet needs in your country, there are two next steps: establishing the network itself and determining what its initial activities should be. This chapter focuses on establishing the network model, including considerations like hosting arrangements, legal requirements, and initial funding.  While there is no one best model for all networks, there is a standard set of questions to address and the experience of other networks can be informative. The questions in this chapter will help set up a private sector network for success, ensuring it has the required structure and support for long-term sustainability and scale. This chapter and its associated resources can also be used to support the ongoing work of your network as it grows and evolves.

 

The resources in this chapter will help you answer the following questions:

  1. What are the mission and objectives of the network?

  2. What kind of initial organizational bodies can help launch my network?

  3. What are the key considerations to determine an appropriate hosting arrangement?

  4. What role can key private sector actors play in championing a network?

  5. What formal organizational structures should my network include?

  6. How do I formalize a governance structure and what are the key success factors and components?

  7. What are the different ways networks generate funding to support their activities?

  8. What partnerships should a private sector network form?

  9. How do I grow my membership base?

  10. How do I organize my membership base?

10. How do I organize my membership base?
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<<WHY ORGANIZE YOUR MEMBERS>>

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Network membership bases can be become very large very quickly. Having a structure in place to organize members will help give them an easier way to access the network's activities and benefits, channel their contributions, and feel connected to other members of the network.

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<<INDUSTRY ORGANIZATION>>

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One common approach is to organize members by industry group or sector. This is useful for a number of reasons:

  • Many national disaster response bodies will organize themselves by industry clusters/sectors

  • Helps to align members with humanitarian sectors, giving them clear points of contact in the broader humanitarian architecture, ensuring that their capabilities are linked to the most relevant actors

  • The contributions that different types of companies can make before, during, or after a disaster are often similar by industry (logistics companies can provide access to their distribution centers or provide transportation services, telecom companies can prioritize restoring telephone networks in affected areas and provide free voice and data services to local government units, evacuation centers, and first responders)

 

One effective member structure is to set up industry groups within the network that align with either the structure of the national coordination body or the humanitarian cluster system in the country. In addition, many member networks have instituted a lead company or companies for each industry group to improve industry leadership and cohesion. 

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Member Network Example: Madagascar's Private Sector Humanitarian Platform has organized its members into eight key industry groups, aligned with the UN cluster system, each with a set of company leads and with clear links to local Government Ministries, UN or other humanitarian counterparts and civil society organizations.  These groups and their main Government and NGO links include:

  • Water and Sanitation (linked to the Ministry of Water and UNICEF)

  • Education (linked to the Ministry of Education and UNICEF)

  • Shelter (linked to the Ministry of Land Management and IFRC)

  • Logistics and Telecommunications (linked to Ministry of Road Management and WFP)

  • Nutrition (linked to National Nutrition Service and UNICEF)

  • Security (linked to the Ministry of Population, Social Protection and Promotion of Women, and Catholic Relief Services)

  • Health (linked to Ministry of Health and World Health Organization)

  • Food Security and Livelihoods (linked to Ministry of Agriculture and FAO/WFP)

 

Click here to view an example of a humanitarian cluster system.

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<<PROJECT ORGANIZATION>>

 

Some CBi member networks have also chosen to organize their members around specific projects or themes. Some benefits of this approach include:

  • Improves members' clarity on network activities and focus areas

  • Allows members to opt in to projects their organization and employees are passionate about

  • Details clear actions and roles private sector members can take on to provide a meaningful contribution to humanitarian actions (note that this can and should occur under any member organizational structure)

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<<EXAMPLES FROM OTHER NETWORKS>>

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Member Network Example: The CBi member network in Kenya has organized their membership around thematic sub-groups, based on current needs specific to their country.  These themes include groups focused on election preparedness given the upcoming general election, a refugee group and a potential group on engagement with Ugandan and South Sudanese displaced populations.

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Industry example: Madagascar (document provided in Geneva)

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