Joining an existing network

The benefits of some collaborations only become apparent when a critical mass of participants is reached. Joining in with an existing network is an opportunity to tap into experience and resources that grow as the number of participants increase.

While this is true of many collaborations, ICT-based networks are a special case because the medium itself expands and changes the nature and potential of collaboration. ICT enables wider collaborations with far fewer limitations of time, location and size.

Discussion

Membership models have played an important part in VCO support and collaboration for many years, and many of today’s VCS infrastructure organisations have grown out of this concept. There are two main options for addressing ICT support needs through collaboration in the sector: to create an ICT-specific membership group; or to add ICT collaborative support to existing support networks. Models range from formal ‘umbrella organisations’ to communities of interest, to informal self-help groups that are more like clubs. Networks might be geographically, thematically or culturally based, and contact may be face-to-face, ‘virtual’, or a mix.

Collaborative alliances are emerging, where like-minded organisations can use their combined size to influence policy: combining many VCO members they can exercise more clout than individual efforts could achieve. Individual VCOs can benefit from the alliances directly by using the resources made available, or indirectly by belonging to the umbrella bodies that drive the alliances. Although size and breadth of nationwide collaborations can bring great benefits, organisations involved with alliances must be careful not to become (or be seen to become) too large or too distant from their core beneficiaries.

Whilst membership may be seen as a way of levering in financial contributions to support collaboration (whether from membership fees, from sponsorship or grants generated by demonstrating the value of the group), the model offers more than just financial gain. Equally important is asense of belonging; shared understanding; access to a network of known peers; the potential todevelop trust-based relationships; and the opportunity to share resources, materials and knowledge.

Pros

• critical mass - value resides in the members and what they contribute
• access to existing resources and knowledge - built up over time
• less duplication of effort
• more likely to be sustainable than a new start-up

Cons

• may not meet the needs and expectations of everyone
• may be harder to infludence than one begun from scratch
• may become too large
• may have become entrenched in using certain techniques, processes and so on
• if the network did not originate to accommodate ICT support, it may be harder to "bolt on" expertise or build a specialist ethos in ICT

Case studies: ICT Hub, 5 Counties Project, Experts Online and Ethical Property.