Standard 3: Committed Membership
By
admin on 8/9/2007 |
Keyword(s):
Conservation networks|
Rationale
The members are the network, and its results pivot on their effective participation. To achieve their intended results, networks typically depend on members to work individually and collectively. The level of effort required of members often is considerable, and it should be explicitly incorporated into their annual performance objectives. A very substantial share of a network’s value to its members is created through sharing of know-how and lessons-learned among its members. Thus members’ willingness and ability to share what they know and what they are learning is an essential factor in network success. Good Practice Determining Network Size and Geographic Scope.
Network size and scope – the number of members and where they work – are a function of network objectives and of resources available. Effective networks range in size from fewer than 20 members to greater than 100 members. Geographic scope may be national , regional or global. Greater size and scope, generally require greater resources and present greater leadership, support and design challenges. If the number of members exceeds 100, or if some members must travel more than one day to participate in network activities, consider enlisting members into smaller sub-networks, in which most collective activity takes place. Selecting Members.
Use the network’s objectives to develop selection criteria, which might include: - Alignment of prospective member’s needs and know-how with the network’s objectives;
- Prospective member’s geographic location;
- The habitat type a prospective member works in;
- Priority threats of concern to a prospective member;
- Influence of a prospective member, e.g., involvement in other collaborative activities;
- Readiness to use the network to advance their own and collective practice; and/or
- Complementary skills and expertise across the entire membership.
Enlisting, among the network’s initial or “founding” members, at least two or three exemplary practitioners helps to create a culture of success and achievement within the network.
Enlisting Members.
Be sure that members understand explicitly what membership will require of them (e.g. level of effort, frequency of meetings, duration of the network), and what they can expect to gain from it. Consider using a written member agreement to ensure that their understanding is explicit. Member commitment to a network’s objectives is commonly tentative during the initial stage of its operation, particularly concerning objectives focused on results beyond their own work situations. Although it is crucial to enlist members with sufficient commitment to participate and contribute, expect to grow commitment through well-designed and executed network activities (see Standard 4).
Loosely-Linked Affiliations.
In some instances there may reason to encourage individuals to affiliate loosely with the network. For example, if the network’s objectives include innovating and distributing a solution to a particular challenge, encouraging potential users of that solution to engage “around the edges” of the network may accelerate adoption of the solution. Such loose affiliation might include subscription to a network’s listserv, participation in on-line discussions, or peer-reviewing network products. |
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