Stronger together: A reflection and update on ONN’s network approach

When I first started working at ONN, the “Network Engagement” team didn’t quite exist yet. That’s right, Ontario Nonprofit Network did not in fact have a dedicated network engagement team until 2023! The role was, and continues to be, spread out amongst the team; the difference now is we have some more intentionality and stewardship dedicated to it. Network engagement is a key component of our new strategic framework, with one of our key intended impacts being “connected networks”. But what does that even mean, and why does it matter?

Let me take you back to 2007. The fledgling streaming service Netflix had just started up, Rihanna’s smash hit Umbrella was filling radio airwaves, and the Ontario government tabled a plan to modernize the legal framework governing nonprofits – without consulting nonprofits. Let’s just say people were not happy with at least one of the things on that list. Many of you have seen us at the forefront of this issue since then – yes, I’m talking about ONCA, the infamous Ontario Not-for-profit Corporations Act. 

When ONCA was introduced, there was no entity that represented or worked with nonprofits in a cross-cutting, provincial way. Many sector-specific or region-specific networks and bodies existed, but no way for the 58,000 incredibly diverse nonprofits, charities, and community groups across Ontario to talk with each other, let alone come together and be responsive to common issues. And because of this richness and diversity, there was no way that one entity or body could ever fully represent the sector or work on “behalf” of it. Thus the seeds were planted for what would eventually become Ontario Nonprofit Network. 

Getting clear on networks

Often when we think of networks we may think of networking, and picture being in a room, eating snacks while trying to pitch your work to strangers. But network engagement and network theory go far beyond that. 

Networks, at their most basic, are a group of interconnected people or things. They are not static, and many networks can exist at any given time. One of their defining characteristics is that they depend on leadership at many levels and positions, rather than a singular leader directing how things go. 

To respond to the then-unproclaimed ONCA, a group of sector leaders came together and formed a working group to function as a conduit between ONCA, and nonprofits on the ground. The group produced briefs to inform and gather insights, connected resources, and provided policy support. Working groups at ONN are not committees. They are not structured on formal or representational seats; people flow in and out depending on their capacity and expertise. Networks can take on many different forms, but a golden thread is the idea that networks act as bridges – to other networks, between and across geographies or key issues, and with each other. 

To ONN, a network approach is grounded in network theory based on the beliefs that:

• Networks are sets of relationships and the patterns they create. 
• Leadership is already found in multiple, varied spaces and should be nurtured and shared.
• We can do more together than we can do alone.
• Systems change when new networks and patterns form, and re-shape old systems. 

ONN’s role in stewarding networks

ONCA continued to be one of ONN’s main priorities over the years as we advocated for key amendments to make the bill work better for nonprofits. Fast forward to now, 2024. ONCA was officially proclaimed in 2021, and ONN continues to prepare and support nonprofits to respond to the bill. We have a robust and cross-cutting policy agenda that acts as our compass on what we work on, and is created through the myriad voices and experiences of our network. 

Though ONN is itself an incorporated nonprofit organization, we continue to function as a network and with our network approach. We see this as absolutely critical to stewarding an enabling environment for networks to contribute to a thriving nonprofit ecosystem. 

We know that we cannot address complex issues alone or in siloes, and that the power and wisdom is in the network. This is why “connected networks” is the first and foremost strategic impact outlined in our operational plan, with outcomes such as:

• A strong, supported group of regional networks that spans the province and acts as hubs for nonprofits in their geographies. 
• Provincial associations and regional networks are connected, sharing information and collaborating with each other. 
• Formal and informal networks across the province are learning from each other, ultimately influencing public policy to reflect the sector’s needs and contributing to shared solutions.
• Varied relationships with formal and informal networks, including ONN members rooted in reciprocity.

A network approach nurtures experimentation, learning, emergence, and distributing leadership and power. We know that innovations or opportunities emerge over time, from unexpected people and places, and cannot be known from the very start. A network approach is also grounded in equity, as it encourages peer relationships and distributed power and allows for multiple perspectives, uncomfortable conversations, and the sharing of lessons learned which can lead to meaningful change.

Our network approach is not simply a means to an end, but a reflection of our core purpose and values in action. This is not about ONN, nor any singular organization; it’s about the work happening in our communities, and the pursuit of an equitable future for everyone. Coming together builds our resilience and relationships; and the impact on our people is the guiding light. That’s not going to happen because of one person, one organization, or one network. It will happen because of an investment in collective action and reciprocity.