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Organization |
Broadening
Participation in Biological Monitoring: |
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Organizational structure— Other than small or simple participatory monitoring projects, most will benefit from an explicit organizational structure. Such a structure could entail modification of an existing project (in an established organization) to be more participatory, or it might involve the creation of an entirely new organizational structure or program. The complexity of such an organization depends on factors such as who initiates the project, the number of stakeholders, the context, anticipated duration, degree of needed coordination, or the complexity of arrangements. In some instances, one organization sponsors the project and collaborates with participating individuals. In other cases, multiple organizations collaborate to address common goals. Organization can be hierarchical or decentralized and in either case it can be multi-layered such as numerous projects collaborating to form a monitoring program. For instance, NatureMapping in Canada is a decentralized program of voluntary monitoring projects, whereas the Atlantic Coastal Cooperative Statistics Program is a highly organized and hierarchically structured collaboration of multiple political jurisdictions, agencies, organizations, companies, and individuals. Organizational structure can take the form of abstract policy accords or specific contractual agreements. In all cases, the organization stems from the recognition that coordination is useful and that having an common governing body, that represents all collaborators, is often the most efficient way to conduct business. Forming organizations (such as advisory groups or task forces) is usually more efficient than communicating with all the members in each stakeholder group. Improving communication and building trust takes time, so collaborators often benefit from starting with small, non-controversial projects such as joint fact-finding or field trips. As participants become more comfortable with each other, incremental steps can lead to organizing more elaborate projects or means of interacting. Sponsorship organizations— “Sponsors” are any organization or group providing official long-term financial or in-kind support of a project, regardless of active participation. Sometimes sponsors initiate the projects and other times they are approached for assistance after a project is underway or organizers are seeking funding to maintain a program. Public land management agencies can provide long-term institutional support for a project, but sometimes are perceived as biased or subject to the whims of politics. Universities are good long-term sponsors because they typically have fewer vested interests in resource management decisions, are perceived as more objective, and are deemed less susceptible to political influence. They also have the capability to provide project coordination, logistical support, data archiving, statistical analysis, and peer-reviewed reporting. For example, undergraduate and graduate research projects, under the supervision of a professor, can provide a respected link between agencies and community groups while also fulfilling educational goals. Independent non-governmental organizations (NGO’s) are also good sources of project coordination and logistical support. Depending on their mission, they also can act as intermediaries between stakeholder groups and land managers. For instance, when the collaborative context involves controversy, neutral facilitative organizations can provide safe common ground. Roles and responsibilities—Whatever organizational structure is chosen by the collaborators, roles and responsibilities must be clearly delineated if the effort is to function smoothly. For instance, if an organizational structure is multi-layered, explicit understanding concerning the roles and responsibility of each layer of the organization will reduce the risk of working at cross-purposes and thus improve coordination. As another example, the role that each participant plays in representing other stakeholders or collaborating organizations should also be explicit if the individual is to be accountable to both the participatory project and to the group or organization they represent. Designating a selected individual responsible for project oversight can foster project stability. The success of partnerships can revolve around capable, committed leaders who champion the project (see Participants module). Assistants to project leaders, who become equally familiar with the details of a project, provide backup for project continuity if a leader resigns or is unable to continue with their duties. Leaders are not necessarily the decision makers of a project. Who is authorized and expected to make various decisions should be clearly defined to avoid overlooking issues or generating disputes (see the Decisions module). For instance, most organizations have treasurers or financial assistants responsible for tracking the use of funds. A volunteer coordinator might be responsible for arranging field activities. Leadership roles and organizational structure also have legal ramifications such as liability for personal injury, property damages, or misuse of data. Whatever the role, determining clear responsibilities and authority can facilitate leadership and coordination. Contracts and Formal agreements— All participants, collaborators, and sponsors on a project can benefit from formalizing their roles and responsibilities in written agreements. For a short-term volunteer, the contract might be a simple release form. For longer-term commitments or roles with greater responsibility, participants might wish to negotiate the terms of their involvement. The more detailed the written agreements, the less margin for misunderstanding or disagreements, especially when organizational relationships become complex, issues are divisive, personnel come and go, or when legal ramifications or substantial funds are involved. Contracts can include any necessary liability waivers that project manager’s desire or that might be required by insurance companies or other entities. Some financial sponsors, such as federal agencies, also might require paid participants to verify that they are citizens or have documentation allowing them to work in the country. In addition to contracts there are other types of formal agreement that can benefit a project. One such document is a memorandum of understanding (MOU). This is an especially common means of formalizing collaborative relationships among government agencies, or among different hierarchical layers within an agency. Another such approach is the formation of a new organization such as nonprofit corporation. Creating a new organization also can be a method to raise funds for the project, manage the money, and create a lasting institutional structure. Whatever the mechanism for formal agreements, the intent is to provide clarity and mutual understanding, thus avoiding conflicts, disagreements, or overlooked issues.
Checklist—
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