1. Formal and Informal Networks 1
Formal and Informal Networks
Renee Lewis
Walden University

2. Formal and Informal Networks 2
“The world of the human service agency is a complex one” (Woodside & McClam, 2011,
p.227). Each organization has a mission or various goals that they want to accomplish. At times
obstacles can get in the way that halts a company fulfilling its purpose. These obstacles can
range from various things such as case manager burnout, not being able to provide the services
that a client needs, and being unsuccessful in building community and agency-to-agency
relationships. All of the above-mentioned processes need to operate to the full scope of necessity
if a company wants to be successful in the delivery of the services they provide.
“Human service professionals face many challenges throughout a typical day” (Woodside
& McClam, 2011, p.239). They have to decide how to allocate their greatest resource, time. They
can become overwhelmed and become encapsulated. Encapsulation can lead to “feeling
threatened by difficult tasks, a cessation of learning, rigidness, and an overall non-professional
attitude and work ethic” (Woodside & McClam, 2011). This form of extreme burnout can be
overcome through training, stress management or other methods that renew the professional to a
state of service. Another challenge for human service professionals is encountering a problem
that they cannot solve.
“A human service professional may send a client to another professional for several
reasons” (Woodside & McClam, 2011, p.234). When this happens it is termed as a referral. The
main reasoning behind a referral is to connect a client with a service not provided by the
referring organization. Proper referrals include an explanation to the client of why they need help
from another entity, an account of what will take place, a person of reference, and the passing on
of information to facilitate the transition or collaborative effort. While in theory this seems to be
a simple process, dealing with other establishments isn’t always easy.

3. Formal and Informal Networks 3
“Within the context of the human service delivery system, there is a tension between
competition and coalition building among agencies” (Woodside & McClam, 2011, p.243).
Although all organizations involved when collaborating have the underlying purpose of service,
the delivery of such can be prohibited for various reasons. One motive for this happening is turf
issues. Turf issues can arise when numerous establishments service the same area or clientele.
Another reason turmoil can occur is because one organization is unaware of or does not trust the
other. Complications within working together can also arise because one organizations is not
aware of the others formal and informal processes.
“A network represents informal and formal connections among individuals and agencies
within the social service arena” (Woodside & McClam, 2011, p.238). Formal networks include;
agencies, businesses, schools, established groups, and other non-profit, for-profit or public
agencies (Woodside & McClam, 2011). Many within the service sector are aware of or can
access information about how formal networks engage in operation. Knowing an organizations
informal make-up is not that easy. Informal networks can be composed of or be influenced by
individuals, unknown groups, family members or other entities professionals from outside
organizations do not have access to. Procedures within systems can be further understood by
looking into Case Study: CASA.
“It is rare that a group of community-based non-profit social service providers can
successfully develop a coalition that includes … a range of providers” (Libby & Austin, 2002).
The CASA agency has formal networks that include; schools, workplace sites, churches, and
mental and health care organizations. Their informal network is composed of volunteers, partner
agencies, and other homeless shelters. While both networks are different in composition and task
responsibility, both need to work together for the organization to be successful.

4. Formal and Informal Networks 4
“In order to increase their potential for sharing resources and skills, leveraging funds”
(Libby & Austin, 2002) and increasing application of services both formal and informal
networks have to work cooperatively. Without the structured format provided by informal
networks, the quality of mental, health and other necessary services to clients will diminish.
Without the informal assembly, community connection, and grass root efforts would not occur,
lessening the interpersonal connectedness of the organization to the community and clientele
they service. Happenings such as clothing and toy drives may not occur without the informal
business component. The structured requirements are fueled by motivation mentorship. This in
turn makes both networks viable for the continued fulfillment of the establishment mission and
the participation, success, and positive attitude towards the company from the clients and
community serviced.
In conclusion, working with others is not easy, but is necessary. Many of us have been
receiving this lesson since kindergarten. Even though one person can make great strides, a team
can expand those strides and turn them into leaps. While it can seem like a nightmare at times,
teamwork does make the dream work.

5. Formal and Informal Networks 5
References
Libby, M. K., & Austin, M. J. (2002). Building a coalition of non-profit agencies to collaborate
with a county health and human services agency: The Napa County behavioral health committee
of the Napa coalition of non-profits. Administration in Social Work, 26(4), 81–99.
Woodside, M.R., & McClam, T. (2011). An introduction to human services. (7th ed.). Belmont,
CA: Thomson Brooks/Cole