Developing a Framework for OperationsGround Rules: Establish ground rules early. It is important to have a clear understanding of how your collaborative will operate and make decisions. The best and sometimes easiest way is to make sure they’re written and agreed upon; including an emphasis on listening as part of the culture of the group is never a bad idea. Reviewing and renewing ground rules periodically will keep the group functioning well, especially when membership of the collaborative process changes. Being the enforcer of the rules is never a fun chore, but it’s something that has to be done. Chose one person who will be responsible for enforcing the ground rules. A facilitator is a good person for this role.
Writing partnership agreements into the ground rules is also a helpful tool. Stakeholders may have vastly different priorities and ways of communicating. A partnership agreement outlines a shared communication plan that defines how communication will be managed and how groups might share the credit or share the pain of outcomes. Planning the Agenda: The value of an effective agenda is often overlooked but can be the difference between a productive collaborative or a sluggish one. Planning and adjusting to account for all stakeholders' needs and interests should be a priority. And perhaps most important is the timeliness of the agenda — set clear goals and reasonable timelines. No one appreciates meetings that consistently run late. |
Making Decisions TogetherWith clear ground rules, even though all parties might not agree, decision making shouldn’t be a battle. Before an action item is decided on though, it’s imperative to know who is a decision maker for the group. First, decisions should ideally be committee- or board-driven, not staff-driven. Second, use interest-based decision making rather than positional argument. By remembering the group’s mission, whether that be landscape resiliency or supporting rural economies, it will be easier to focus on interest-based conclusions rather than making choices along position lines. And lastly, strive for consensus not compromise. The latter term connotes compromising on values as well as interests. Maintain focus on the overlap in interests.
In case consensus cannot be achieved, fallbacks are a good backup plan. Such fallbacks may include working through the issue via subgroups, gathering more information, delineating areas of agreement/disagreement in writing, and preparing majority/minority reports. An incredibly helpful tool is to require those in disagreement to propose alternatives. It’s easy to simply say no but a lot harder to come up with an equally as appealing alternative. |
Building Broad SupportInclusion: Inclusiveness and an open door policy are important and yet can be among the most challenging aspects of community-based collaboration. It is important to find people who have a collaborative spirit and who represent diverse values. These people will help advance the process and avoid personality battles. Forming strong working relationships is an important part of collaboration. Necessary stakeholders should be at the table to make informed decisions for the overall process to be effective. But does that mean that everyone should get an invite? It depends. At the beginning a more inclusive group might be best. Reliable representatives of stakeholder groups is also better than individuals representing themselves. Eventually though the group will need to decide who gets a vote when those important decisions come up. Does everyone who comes to a meeting get a vote? Or do only representatives who have proven their commitment to the process vote?
Get Out: Continue relationship building even years into the process by hosting field trips and tours, which can ensure that more people show up and have a richer understanding of the issue. Plus getting out of the conference room to stretch your legs every once in a while always helps morale. Back in that conference room though remember to continue to give all participants space to contribute and the resources to succeed. Also look to a common vision for the landscape to help build community. |
Coordinating Projects and ActivitiesThere are so many ways to approach each project that it really will be up to your collaborative on how they want to coordinate their efforts. When choosing projects or activities focus on the “socio-ecological” system, not just one or the other. Some advice to keep in mind is to strive to achieve conservation BY the people. These landscapes we love are inhabited by more than just those sitting at your collaborative’s table. Invite outside support in, and have those who your projects will impact the most be involved. Bring the table to them if you must.
If funding allows, paying for good coordination always makes the process smoother and takes some responsibility off of collaborative members. Clarifying roles and responsibilities for projects and activities makes sure all involved are communicating and staying accountable. A good coordinator can also research permanent legal structures for conservation work to ensure good work done now continues. |
Securing FundingLack of funding can limit the capabilities and effectiveness of your collaborative. Knowing how to effectively tell your story, which starts with a clear mission, will help bring in those necessary dollars. Sometimes it might seem like you’re competing for funds with organizations with the same mission and goals; in those situations transparency and trust are critically important to maintain relationships and partnerships. Shared strategies for shared funding with partners are necessary in those situations. If funding is limited, choose projects based on funding availability to guarantee success. Don’t put your collaborative or volunteers in a position where the money runs out halfway to a successful outcome. And do remember to thank your donors. It’s a small thing, but really so important.
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Accessing Technical ExpertiseA quick note of caution about technical or scientific expertise: although incredibly important and informational, be cautious about science leading the conversation, and beware the paralysis of a continued search for information. Remember, these landscapes and the people that inhabit them are more than the scientific data extracted from them. There are also multiple kinds of knowledge—scientific, local, etc. All that said, being informed leads to better informed decisions. Decide as a group how you’ll incorporate or invite in scientific and technical experts and use them as a tool for your collaborative.
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