Check any job ad at random, and you are likely to come across ‘excellent networking abilities’ as one of the requirements. Although it often simply means having useful and well connected people in your address book, the term is increasingly being used to refer to the ability to engage in, organise, or even lead a network of professionals. A network in this sense refers to a group of individuals or organisations that share a concern or interest. And who contribute knowledge, experience and resources for joint learning and action, or to achieve a common purpose.
Such networks have been gaining ground in many fields, and international development cooperation is no exception. According to the UNDP[1], in 2003 there were some 20,000 international NGO networks. This number is on the rise, thanks to improved (access to) technology and information, and donor recognition that networks can be useful vehicles for development – and hence are worth funding.
Like organisations, networks come in different shapes and sizes. At one extreme, they are informal, loosely structured communities of practice, with a shared leadership or none at all. At the other, they have a secretariat, a recognised leader and a clear agenda. The form of a network can evolve over time, according to the purpose it aims to serve, and in response to internal and external factors. Thus we can distinguish several kinds of networks – communities of practice, knowledge networks, sectoral networks, social change or advocacy networks and service delivery networks.[2] This issue of Capacity.org focuses on advocacy and sectoral networks. We will address other types of networks in future issues.
Although networks are frequently heralded for their potential, our understanding of how they develop remains limited. Are impact and sustainability merely a function of size, or does leadership also play an important role? Should networks necessarily be sustainable? And what is the effect of donor involvement? Do potential members make a cost-benefit analysis before joining a network? Are there transaction costs involved? Although there is no fixed formula for failure or success, there are indications that effective networks – that is, those that achieve their goals – are characterised by strong social capital, leadership, governance and management, joint learning and mutually beneficial partnerships with donors. Each of these issues merits further research.
Regarding capacity development by and through networks, again there are many questions. Is the capacity of a network simply the combined capacities of its members, or is it more than the sum of its parts? What capacities does a network need to make it work? How can networks make optimal use of modern communication technologies? And what capacities are generated once the network is in place?
The articles in this issue of Capacity.org offer tentative answers to some of these questions, and raise additional issues. The lead article even argues, controversially, that in practice networks do not necessarily strengthen the influence of civil society; rather, once co-opted, they use much of their energy on internal collaboration.
You are invited to share your insights and views.
[1] UNDP/ UNEP/World Bank/WRI (2003) World Resources 2002–2004. Decisions for the Earth: Balance, voice and power. World Resources Institute, p.75.
[2] Liebler, C. and Ferri, M. (2004) NGO Networks: Building Capacity in a Changing World.Office of Private and Voluntary Cooperation, USAID, p.38.
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