Capacity, conflict, goals, measurement—many facets to consider when forming a nonprofit network. Sometimes, it can even be difficult to know which questions to ask. I’ve curated a list of common questions for network success, along with my thoughts on each question. While no network is the same, there are some common patterns I see across networks that leaders should consider. 

 

How long does it take to set up a network?

With dedicated staff and resources, a network should emerge within six months to a year.  The setup is streamlined when strong relationships exist, and all partners agree on the need for a network-based social impact model. Facilitation then happens with an agreement on a common agenda, goals, and network design. Forming a coalition tends to be easier for partners with existing relationships.

 

Not every network comes together this smoothly. It may take a year or longer to form a network amidst conflict. An executive director may not be able to commit full-time to leading a network. Similarly, not every organization can commit full-time to a network, whether navigating their own challenges or being limited in capacity.

 

Shuttle diplomacy can take a long time. Getting all organizational leaders on the same page requires trust, resources, and risk. When organizations aren’t willing to sacrifice their power, resources, or legitimacy, they may not commit to a network, even if it aligns with their impact goals.

 

How do networks get funded?

Networks are usually funded in 3 ways:

 

1. Funders convene the network.

Funders may see the possibility of a network from the start and offer start-up funding to participating organizations. While funding is easy to obtain for network partners, they may have less control of the strategy to impact.

 

2. Networks fund themselves.

Partner organizations sometimes form a cooperative by sharing funding toward a common goal. This model gives network members full control over the impact strategy. However, because participating is expensive, smaller organizations may face barriers.

 

3. Established networks seek funding.

Usually, funding occurs after networks establish a name, goal, and theory of change. Networks then reach out for government and foundation support. Funders may support emerging networks with micro-grants or exploratory grants to see if they are worth funding long-term. Read more about network funding here.

 

What data systems do social impact networks need? 

 

Data use depends on a network’s theory of change. In project-based networks, program evaluation doesn’t require much complex data. For example, a community garden may use only inventory and exchange data to measure impact.

 

Policy-based networks are more complicated. It can be hard to know what to track when doing policy work. A network may lobby for years on a topic without measurable impact and see a sudden policy shift. Relying on consultants and government data systems can be impactful here.

 

Data systems make the biggest difference for systems-alignment networks. In this model, independent organizations work together to align their data toward one goal. They rely on one system that unifies and tracks individual and collective progress. The network can pinpoint which organizations are the most responsive, overloaded, or under-performing. 

 

Working with data doesn’t have to be challenging, though. Check out how to use data to evaluate network progress here.

 

How inclusive should a network be?

 

Networks must be inclusive to their target communities to ensure an appropriate impact occurs. But who gets to represent those communities? Finding community leaders with legitimacy and lived experience in the social problem can be a first step. 

 

Community members should have accessible ways of making decisions in the network (e.g., meeting times outside of work hours, child care accommodations, compensation) to help them voice their experiences and lead. Consensus-based decision-making practices, which make space for all voices in the conversation, can be a powerful tool for uplifting marginalized representative voices. 

 

Cost is also a common barrier to networks. This doesn’t need to be the case, though. Some of the most effective networks have brought together small organizations to meet each other’s needs. When I was working with a network in Lusaka, Zambia, I saw the work of a grassroots network there. With little funding, they still managed to share resources like office space, buildings with electricity, and personnel to achieve a common impact. Networks don’t have to have big budgets to make an impact—they can start with where they are.

 

Why do networks sometimes fail?

 

Most networks tend to disband within the first 3 years. They may not get an agreement early on with partners, members may leave because they do not receive the support they expect, or members may leave because they aren’t being compensated. In any of these cases, networks usually fail quietly because of the slow disbandment of their members. 

 

Just because you go on a bad date, it doesn’t mean you stop dating. So just because you have a bad experience where a network didn’t work doesn’t mean you should give up, especially if the strategy makes sense for your organization. Starting again with a firm theory of change, conflict management strategies, and an inclusive environment can help a network thrive toward sustained impact.

 

If you want to learn more about helping your network succeed, we can help. Schedule a free 30-minute consultation to learn how. 

 

If you like content like this, check out my book Networks for Social Impact, which includes case studies and even more tools.