Field Building Made Simple 

Research shows that the most effective leaders of community groups focus not just on organizational development, but also on their role as field builders.  Field building implies understanding where your group, with its own targeted mission and program focus, fits in the larger sweep of the community, as well as within a more specific channel of civic endeavor.   

For example, Community Partners operates in the field of “fiscal sponsorship.”  We have actively sought out as colleagues the key staff and leaders of other fiscal sponsoring organizations around the region and the nation.  We learn from them, solve problems with their input, share what we do, advocate in the public sphere, and transmit throughout the network what we know.  That’s us working within our field.  To prove useful more widely, we must understand the philanthropic community, how government leaders make decisions about funding social programs, and have a healthy grasp of the economic and civic power and priorities of commercial enterprise.  We must also keep track of economic, demographic, social, political, and economic dynamics of the region.  That’s us working in the broader community and civic arena, understanding the capabilities of our field and our organization while establishing the knowledge and relationships that allow us to place what we know in service to the region’s greater good.  We’re working to become good field builders. 

Social and civic entrepreneurs, from the outset of their venture, need to see themselves similarly.  I suggest three ways of self-indoctrination into the role of field builder.

First, conduct a field scan.  What organizations occupy similar civic turf and what are their missions and activities?  Who are the creative and innovative leaders?  Who are the solid, sturdy managers?  The best niche sniffers and most effective entrepreneurs?  What funders have traditionally had an interest in fostering and promoting this sort of work?  How do all of these groups define and view the field, and to what extent do key individuals act as field builders?  Have formal field-building groups formed that you should join?  Follow the lead of folks already leading the way; they’ve probably left behind a trail of useful learning you can pick up on and contribute to.

Second, convene the leaders of the groups, particularly gathering those with a collaborative spirit.  Engage them in a thoughtful conversation about the field’s current status and future prospects, and the problems and opportunities they see.  What benefits has this work conferred on civic life?  What do sharp-eyed researchers have to say?  What challenges, as well as new, emergent directions appear on the horizon?  Identify cross-cutting themes and commonalities that link the disparate threads and players in the field.  Share what you know and cop to what you don’t.  Set up panel discussions that create dialogue between practitioners, policy makers, researchers, advocates, and even opponents.  Consider a follow-up symposium that engages a wider audience. 

Third, use what you learn from convening colleagues not just to develop new and interesting program directions, but also to spawn new relationships, expand your view of your own work and efficacy, and to figure out where your emerging organization fits within the wider field.  Continuously engage key players by keeping them informed and involved while occasionally seeking their advice.  As this level of engagement becomes natural, the added reach, insight and intelligence you both give and receive will distinguish you – and your organization – as a committed field builder.  The outcome will likely be that others will come to value your organization more than they would if you behaved aloof and acted in isolation.

Paul Vandeventer, President & CEO, Community Partners

February 2008