Resources+-+Case+Studies+-+Mary+Reynolds+Babcock+Foundation—The+Role+of+“Network+Officers”

**//Overview//**
The Mary Reynolds Babcock Foundation’s mission is to “help move people and places out of poverty.” The foundation has long recognized the power of networks as a vehicle for achieving fundamental changes in social and economic conditions. In recent years, the foundation has adopted a comprehensive approach to strengthen networks involving grantees and other organizations that have interests in line with the foundation’s. This approach includes three distinct strategies:
 * Grantmaking;
 * Brokering exchanges between potential partners; and
 * Advising the network, by introducing new knowledge and ideas, and by encouraging the network to carry out strategic analysis and action.

Except for grantmaking, these network-strengthening strategies fall outside the business model of most foundations. Accordingly, MRBF has needed to make fundamental shifts in its operations, including developing new grantmaking guidelines, redefining its approach to working with grantees, and reframing the roles and responsibilities of its program officers" (“A Hands-On Approach to Supporting Networks,” //MRFB//, Feb 2011)

//What they do://

 * // Grantmaking // : The network officer is responsible for all the traditional tasks of a program officer (e.g., publicizing grants, reviewing proposals and making recommendations to the board, negotiating expectations, and monitoring progress). In addition, he or she also spends significant time trying to identify networks that might warrant investment (e.g., traveling throughout the state, attending conferences, meeting with key players, and letting people know about MRBF’s interests, resources, and strategic orientation).
 * // Brokering // : Network officers serve as weavers. Based on what they’ve learned through their interactions with grantees and other organizations, network officers encourage them to connect and discuss how they could support each other or coordinate activities / resources.
 * // Advising // : Network officers also serve in an advisory capacity. In some cases, the network may pose specific requests for information, services, referrals, etc. to the network officer. In others where the network is less clear on what it needs, the network officer may proactively offer analysis or raise issues for consideration.

//Lessons Learned://

 * // Traditional program officer skills plus “network” skills are required // . It became clear to MRBF that the network officer position calls for a skill set that extends beyond that of a traditional program officer. While the traditional position requires skills in relationships building, initiative design, grant proposal evaluation, and progress monitoring, network officers must also have facilitation, strategic planning, organizational development, policy analysis, and coalition-building skills. They also need to be knowledgeable in the science, research, and practice associated with the content area where the network seeks to effect impact.
 * // Determining the appropriate relationship between the network officer and the network is challenging // . While network officers are typically most effective when they are able to engage directly with network members, doing so may be viewed as intrusive. A more direct and open relationship emerges over time, as the network officer and members work together.
 * // The allegiance that network officers often feel towards the networks they support raises the possibility of a “dual-agency” problem // . That is, the network officer is first and foremost an agent of the foundation, but he or she also serves as a vital resource to the networks supported by the foundation. In most instances there is no conflict between these roles, because MRBF invests in networks that are doing work that is aligned with their mission. However, if / when a network moves in a new direction at odds with MRBF’s interests, network officers may find themselves in the awkward position of withdrawing from a network in which they’ve played an active role.
 * // There is a risk that the network “will become overly dependent on the officer’s expertise, perspective, and resources // .” To mitigate this, MRBF staff “tiptoe around telling grantees how to think,” guiding networks toward the decisions that need to be made without suggesting what choice is appropriate, e.g., by asking difficult questions that others are unwilling to raise (//MRFB//, Feb 2011)

//Questions addressed://

 * // What roles should the funder play? //
 * // What are the foundation staff skills and characteristics needed //// ? //

//Sources://

 * Mary Reynolds Babcock Foundation: A Hands-On Approach to Supporting Networks, Feb 2011