Developing the network concept

Every journey starts with an idea. The first step in setting up a network is to formulate the concept and rationale behind it and to examine its plausibility. This step can be called a pre-feasibility study. If you formulate your concept carefully, it will save you time and you will avoid many pitfalls in the long run. Below, we have outlined the most important steps in putting down the initial concept. You do not have to follow the sequence strictly, as many steps overlap with each other.

Consider the demand and work out a rationale

First you need a concrete notion of the needs or demand the network is going to address and what the rationale for it is. The motivation for setting it up may come from any number of directions: to improve collaboration, to avoid duplication of efforts, to improve dissemination of information and knowledge, to learn from existing experiences, to achieve a better impact in a specific thematic area, or simply from the need of professionals to do a better job. Try to work towards a network concept that is shared by your core team, and set distinctive objectives and a number of core services and activities. A good test is to explain your concept to somebody who is not directly involved. If he or she understands what you are driving at, your concept will probably be clear enough.

Carry out a needs assessment

Does your concept respond to the needs of potential members? Often, an individually perceived need does not match actual demand. So

and experts; carry out short interviews or surveys, or contact potential members and decision-makers informally during conferences or workshops.

Find a specific niche

Once you are sure there is a demand for the network you should carry out a short survey to discover whether your concept is really unique. Are other networks already covering the objectives of your planned network? What other organisations are working in similar areas? What are the thematic priorities of the leading national and international organisations and institutions? What do potential members of the network really need? Setting out from the answers to these questions, you may have to adjust your concept. Try to find a specific niche for your network that is not already covered by existing ones. If you cannot find your own niche, you might consider becoming involved in an existing network.

Form a core team

The successful establishment of a new network depends on having a core team committed to building it up, and pulling and pushing the whole process forward. Most formal networks have emerged from social networks that already existed. So you may already know a couple of people who would like to join you in setting up the network. Keep the core team small: three to five people. The larger the group, the more difficult and expensive – if travelling is required – coordination will be.

Obtain backing from relevant stakeholders and decision-makers

However, to actually set up a network, you will need much more than the core team’s support. You will need support not only from your superior if you are working in an organisation, but also from a wider group of potential stakeholders of the network. Important decision- makers and other key persons working in the area of your planned network need to ‘buy-in’. Get in touch with them, discuss your idea, and see what they think of it.

Ensure sufficient resources for start-up

Setting up a network requires not only support but also resources. You have to make sure that you and your core team reserve a part of

your time for the network. In addition, you will also need technical competence in the area in which the network is to be active.

Ensure sufficient funding and check availability

Last but not least you have to make an initial estimate of how much funding you need. Try to do this as realistically and honestly as possible; then assess whether you already have enough funding. Perhaps the organisation you are working for is willing to give you a certain amount of time for the network or has other means available. But you should also be on the lookout for other public and private contributors who might be willing to support the network. Browse through their websites, identify their ongoing or planned programmes, and read their strategy papers, so that you get a feeling of the kind of topics in which they might be interested.

Prepare a concept paper

Once you have collected the necessary information, summarise it in a short paper of about three to five pages written in simple language. Based on the discussions and the work you have carried out so far, it is now time for critical reflection. Take a look at the following 12 questions and see whether you can answer them with a clear YES.