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AVINA Foundation: Effectiveness of Network Strategies

Case Overview

AVINA retained FSG to examine the role of networks in advancing the foundation’s strategy and to highlight ways that AVINA could support, expand, and strengthen its networks to increase its impact in the future.

The Challenge

Developing networks was at the core of AVINA’s strategy. FSG was engaged to analyze the effectiveness of its networks by studying a diverse set of AVINA's network grantees. FSG also examined best practices among the world's leading networked NGOs to identify principles of effectiveness that AVINA could incorporate into its own activities.

Approach & Solutions

FSG began by interviewing AVINA leaders throughout Latin America to understand their experiences in creating networks. FSG then identified two types of networks: information exchange networks that improved member’s capabilities and skills, and collective action networks that engaged members in work toward a common goal. FSG also surveyed a broader set of participants in AVINA’s networks and found that leaders of collective action networks indicated the highest levels of satisfaction.

Most important, FSG found that AVINA’s networks had demonstrated substantial impact with minimal financial investment, thereby creating tremendous leverage and social impact. FSG also identified opportunities to enhance AVINA's support and better measure the impact of its networks.

Finally, FSG proposed a set of universal indicators for AVINA’s two types of networks, enabling AVINA to measure the effectiveness of its network strategy, measure its own value creation, and measure the overall network impact.


Founded in 1994, AVINA is the largest private foundation in Latin America. AVINA promotes sustainable development in Latin America by fostering relationships between leaders of the social and business sectors to promote shared agendas for action.

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