Preparation of a proposal

Have you passed the test in section 3.1, and are you still convinced that setting up your network is an excellent idea? If so, then you have already taken the first important step towards establishing a network. However, there is still a long way to go.

The next step will be to prepare a proposal. This will force you to think through your network concept in a systematic way, identify gaps, make decisions, focus your activities and assess the availability of resources. Elaborating the proposal will be an important process in bringing a committed core team together. Last but not least, the proposal will be helpful in communicating the idea, winning over potential supporters of the network, and securing buy-in from potential members, decision- makers, and other stakeholders.

The following section describes the most important elements of a network proposal. Subsequently, crucial aspects of the kind of composition needed to put together a network proposal are explained.

You will also find more detailed information on all aspects of this process in other sections of this guide.

3.2.1 Basic elements

The network proposal should provide short and concise information about all relevant aspects of the network. A good network proposal should consist of no more than 15 pages and include the elements described below.

Executive summary

Most readers of your proposal will not have much time to study it. You have to attract their attention with an executive summary of about one page that provides a short overview of the network planned and how it will contribute to the goals of decision-makers. Writing a short text is often more difficult than writing a long one. Take enough time to compose the executive summary. Think it over again and clarify what the real added value of the network is and what other core messages could convince potential contributors, decision-makers and other stakeholders to support your network.

Network concept

In this section of the proposal the concept of the network sketched out in the concept paper has to be presented in more detail. It is this section that will determine whether you will win support for your network or not.

Start with a description of the challenges in the areas in which the network will be active. Examples of such challenges are lack of coordination among organisations working in the same thematic area, duplication of work, or repetition of mistakes. Then you should show which potential members and stakeholders the network would target and what their needs or demand are.

Subsequently, this will help you to define the network’s main areas of activity. Examples could be the following: creating more possibilities for interaction such as email discussion groups for peer assistance, organising conferences to inform a wider audience, sensitising decision-makers, carrying out joint research programmes to tackle unresolved issues, increasing access to technical information and news, creating a better overview of experts working in the field, or grouping together the forces for advocacy to influence policy dialogue. Networking alone is not enough. In this section you should also present a few concrete services and projects the network will launch when it gets going. Finally, show why the network is really a new idea and unique in its area, and explain the added value of the new network as well as the expected outcome and impact.

Core team

To establish a network successfully, a core team of three to five people is crucial. A good core team is necessary because setting up a network involves a great deal of work. During the start-up phase, you will have to tackle many unexpected challenges, and a well-functioning core team will find ways to cope with them.

The competencies of the members of the core team should be complementary and cover the following: project managers and organisers, administrators, communicators, promoters and fundraisers, and technical specialists.

The composition of the core team is also crucial because support for the network will depend on how well recognised and relevant the experience of the core team is. In your network proposal, outline the expertise of your core team members with practical examples of their experience. Even if the proposal is excellent, you will only receive support for the network if decision-makers, stakeholders and potential contributors trust the people behind the idea and if they understand their motivation.

Organisation

This section of the network proposal should briefly describe how the organisation, management, and communication in the network will be carried out. The following issues should be covered (☞sections 5 and 6).

■ International structure and regional sub-networks (if necessary)

■ Organisation chart with chairperson, board, executive secretary

■ Location and organisation of secretariat functions

■ Legal status of the network

■ Division of work and decision-making

■ Membership and most important members

■ Most important means of internal communication (e.g. meetings, intranet, email) and external communication (e.g. flyers, website, events)

■ Promotion of network: most important stakeholders

Schedule

Although most schedules are outdated as soon as they are made, it would be wrong to assume that schedules are not necessary. On the contrary, a schedule is an important means of guiding the core team while getting the network going.

A network proposal should include a realistic schedule. First, identify the most important steps in building up your network and summarise them in about seven work packages. Align the work packages to a timeline and consider the critical path. Some activities will have to be carried out before you can start with others. Show the sequence and the dependencies in a diagram and mark the completion of every work package with a milestone so that you can assess the achievements.

up the network, but will also show potential contributors, decision- makers, and other stakeholders that you have planned the establishment of the network in a careful way.

Risk assessment

Setting up a network is a risky endeavour that is all too often unsuccessful. So a network proposal has to reflect its underlying assumptions and consider the risks of setting up a network, such as: the core team disintegrates, funding is insufficient, initial enthusiasm fades away, or a similar network is being established at the same time. A practical way of assessing the risks of setting up a new network is by carrying out a simple sensitivity analysis that includes three scenarios.

■ Best-case scenario: showing what could be achieved if all opportunities are realised and positive expectations met.

■ Normal case scenario: describing the expected development of

the network under normal circumstances.

■ Worst-case scenario: showing what could happen if your worst nightmares were to come true: not even basic expectations are met, no funding is available, people neglect their promises, or your idea is stolen by somebody else who is not willing to work with you. Based on these scenarios, the network proposal should show how you plan to handle the risks.

The magical number ‘Seven’

We suggest the number ‘seven’ several times in this guide. Basically, this is just a practical hint based on experience and a good rule of thumb for structuring project plans, activities, checklists or presentations. For a more in-depth explanation of this suggestion see George Miller’s classic paper ‘The Magical Number Seven, Plus or Minus Two’, published in 1956. Miller found that most people had difficulty handling more than seven, plus or minus two, information units.

Funding

Last but not least, the network proposal has to show how you are going to fund it. This financial plan will also serve as a reality check and clarify what is and what is not possible.

First, you have to calculate the financial resources required for the network. Typically, every network will need core funding for its secretariat, network infrastructure such as websites or databases, and core services and activities such as regular meetings or workshops. In addition, funding will be required for specific projects or programmes initiated by the network and its members.

Second, the network proposal has to show the funding sources and who will contribute how much. The expenses may be covered by in kind contributions of network members, by membership fees, or through support from public contributors or private sponsors. The funding required and the funding sources should be summarised in a financial plan that shows how the network will fund its services and activities over a period of about five years.