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Contribution of the CPAL
Strategies for the Effective Functioning of the Networks
The networks need time and dedication in order to become consolidated. The ones
that function best are those which are recognized and supported by the Society’s
structures or by external agencies in terms of personnel and resources and which in
turn answer the needs of the Society’s mission or those of their respective institutions.
The networks function best when responsibility for them is assumed by the national or
institutional directors and when they are evaluated within the sphere of national or
institutional projects. I would say that often, or in most cases, the outside networks to
which we belong function better than ours do, either because they are local or
because they are specifically and closely linked to the mission of an institution.
In other respects, a network will function well:
 When there is awareness of the importance of learning jointly with others.
 When there is awareness of the capacity to intensify action as the networks
become stronger.
 When the network has a specific project with defined objectives, goals,
strategies, and activities.
 When there is good leadership, coordination, and response.
 When the network is the fruit of a participative process.
 When there is fluid communication.
 When there is complementarity.
 When the network offers services.
 When it has resources.
 When the fruits of the learning process are visible.
 When it discovers a common road in advocacy projects.
Even though it might seem somewhat arbitrary, we might classify the six (6) networks
of the social sector in terms of efficiency, dynamics, participation, or results; other
factors, such as the length of time that they have been functioning, should also be
considered. In my view, the classification in descending order would be the following:
JRS, JMS, Social Centers, JMR, Indigenous Solidarity and Apostolate, and Ecology. We
should take into account that the JMR is a network which is only beginning and that it
is really a network of networks that is seeking to respond to a priority and a line of
action of the PAC of the CPAL. We should likewise take into account that the Ecology
network is also just beginning and is also a response to the PAC.
On the other hand, and finally, our experience convinces us of the importance of
understanding the true significance of collaboration in the Society for our networking
and of the need to recognize cultural changes and adapt ourselves to them.
Difficulties in the development of networks
As a starting point, we have to recognize that the networks and their members (nodes)
are diverse and unequal; they do not necessarily possess the same characteristics and
interests. Such disparity can make it difficult to expand the networks and create the
necessary links between the nodes.
We need to be realistic with regard to the concrete possibilities of a network and the
conditions of response and commitment of its diverse members. We cannot expect the
same degree of dedication from all members of the network. The network will become
strong and consolidated to the extent that its nodes or members are also strong in
terms of interest, commitment, perspective, staff, resources, etc.
There will always be limitations and obstacles if there is not sufficient commitment and
support on the part of the institution or persons who have authority over the work.
Likewise, if the network is not well situated within the institutional dynamic and
structure of the Society of Jesus, it will have few chances of survival or consolidation.
The fact is that the commitment called for is often not entirely assumed by all the
network’s members; it frequently happens that some members have not truly adopted
as their own the objective of the network and do not see its importance. In most cases
the dynamic of the network does not play a part in institutional planning, and the time
dedicated to it is seen as something extra. Over and above what was proposed above
regarding what is needed for the effective functioning of the networks, it is essential
that sufficient time be dedicated to participating in them actively and consistently; if
this is not done, they will never become dynamic.
Another difficulty we have is not being able to view matters at a more regional or
continental level. We are very provincial, very focused on what is local. We still have
great difficulty in breaking through the borders and structures that are particular to
the Society of Jesus.
We are also dependent on external resources, and at the present time the
international cooperation to which we are accustomed is in serious crisis. This situation
affects the development of the networks in still another way.
As regards how we might best overcome these difficulties, we think that when the
networks are assumed as something that is truly ours and when there is clear
leadership, multi-leveled commitment, and broad-based participation, we will have the
conditions required to strengthen and consolidate the networks.
Relations with the structures of the Society of Jesus
What has been the role played by the President of the Conferences?
The President of the Conference has always accompanied the networks attentively,
participating in some of their activities (encounters, meetings, assemblies, seminars,
etc.) and monitoring their development through his communication with the social
sector coordinators or delegates.
The President is the one who names the persons responsible in each network (see
Statutes of the CPAL), and he dialogues with the provincials about his nominations and
the general development of the networks.
Whaat has been the role played by the Provincials?
The Provincials are kept informed about the progress of the networks by the social
sector coordinators or delegates in each region or province. The truth is, however, that
the communication is not fluid in all cases. Depending on where the main office of
each network is, the corresponding provincial pays more or less attention to how the
networks are functioning (e.g., Colombia with the JRS-LAC, Mexico with the JMS and
the JMR, Chile with the Indigenous Apostolate, and CPAL with the Social Centers and
Ecology).
It is the assembled Provincials who approve one or another network. In general they
are well informed about the networks’ operations through reports they receive from
the social sector in all CPAL meetings, through communications sent to them by the
sector delegates or coordinators, and through reports they receive on the annual
meetings of the social sector.
What role has been played by the social coordinators of the provinces?
The province coordinators are in general kept informed of the progress of the
networks through the reports they receive from the network coordinators; they also
take part in the relevant reflections during the annual meetings of the social sector of
the CPAL. These processes help them understand how the networks are developing
and what affect they can have at the provincial level.
The reality is that some social sector coordinators support and accompany the
networks more than others, depending on the direct linkage they have with one or
another network because of the network’s specific mission or relevance.
Due to the many commitments they have, the coordinators and delegates of the social
sector often do not have time to keep track of the progress of the networks. The ideal
would be to have social sector coordinators or delegates specifically dedicated to
accompanying and animating not only the networks but the whole sector. The reality
right now, however, is that none of them is completely freed up for this task.
How are the networks connected among themselves?
The networks come together at the annual meeting of the social sector and in the
social sector council of the CPAL, in which all network coordinators take part. In the
concrete case of the CPAL, there is excellent communication between the JRS-LAC and
the JMS-LAC because of their common concern for migration; so much is this the case
that a new network has been created which unites the two and which will have a joint
meeting every two years.
The foregoing comments do not excuse us from trying to create better linkage and
communication among ourselves, especially with regard to the common tasks most
closely related with the PAC priorities, above all the first priority, which is not exclusive
to the social sector but is the one that affects us most directly.
The plan for this year is to set up a web page for the CPAL social sector and to involve
all the networks as the principal participants in same. The website will not only allow
the different networks to get to know one another better but will encourage sharing
and hopefully develop greater synergy among us.
How do the networks enter into collaboration with other sectors? And with which ones
do they collaborate?
The coordinators and the persons responsible for the major networks of the CPAL are
involved in at least annual meetings with the networks of the social sector and those of
the education sector (AUSJAL, FLACSI, and Fe y Alegría); the president of CPAL also
attends.
Furthermore, there are several proposals which seek to bring together the networks of
the social sector and those of the education sector by means of specific projects. Some
examples are the growing alliances between the social centers and the universities;
between the JRS-LAC, the JMS-LAC, and the universities; between the JRS and the
Society’s secondary schools; and between the social centers and Fe y Alegría.
Nevertheless, these alliances tend to take place more at the local or provincial level
rather than through joint actions of the networks themselves.
What are the opportunities for the Society?
We believe that there are many opportunities if only we become aware of the great
potential of the networks and decide to take advantage of them. The networks seem
to be in the process of consolidation, but we have to be realistic about the concrete
possibilities and the pace of development.
In the present globalized context we are faced with significant cultural changes;
diverse identities are being shaped and recognized; new paradigms and practices are
being put in place. Given this situation, we must be bold enough to discover new paths
which will permit us to be part of the important decisions which affect the welfare of
persons, governments, societies, regions, communities, and localities. Only thus will
our mission be credible and effective.
In order for the networks to become consolidated, they must have the unrestricted
backing of the Society’s government; the Society must support them by investing its
personnel and financial resources, and it must guide them by providing qualified
leadership.
What are the obstacles for the Society?
I believe that in the Society of Jesus there exist various obstacles:
-. Lack of support of local, provincial, regional, or general government in some cases.
-. Lack of political vision.
-. Lack of esprit de corps, a sense of working together as a body.
-. Individualism.
-. Indifference.
-. Lack of leadership.
-. Heavy work loads.
-. Activism.
-. Lack of solidarity.
-. Desire for immediate results.
How can there be greater collaboration with other sectors?
Greater incentives should be provided for major superiors, sector coordinators, and
directors of works. There is a need for more common work space, more shared vision,
and more strategic thinking. We need better planning which will allow better exchange
and effective joint actions among ourselves and which will encourage more openness
to one another’s mission and ministry.