“Initially it was tough to get on the same page about what to collect to evaluate. Service providers brought the technical expertise, and the researchers had their own expertise. It takes time to share a vision.” Alaska Network
“[B]eing folded into the whole process, not just dropped in for the research components, made the relationship a true partnership. [This allows] you to do a better job because you really understand the issues that the agencies are grappling with.” Colorado Network
“Including groups that work with specific cultural communities is critical; while these groups may not be legal service organizations, they are in a position to identify their clients’ needs for legal services. Further, Cultural Ambassadors (people with relationships to particular communities) can help ensure we are providing holistic support. ” California Network
“While the legal component is the most critical piece, creating the space for the social services to happen is important; social services can affect the legal outcome and more.” Illinois Network
“In more rural or resource-hungry areas, there is no other legal service provider, so developing a purely legal network was not do-able. So we had to adapt. Including a diverse range of service providers will build a Network with the capacity to address a plethora of legal and non-legal crime victim needs.” Texas Network
A Network of People
At the core of any coordinated system of victim services are people. Key roles to ensure Network success are included below; click on each to learn more.
Voices from the Networks
Anyone who will be interested in or impacted by a Network. (Examples: Network Partners, allied professionals, services providers, system actors.)
Outside partners that agree to refer victims to the Network and/or receive victim referrals from the Network. (Examples: victim service providers, community organizations or system-based agencies.).
Evaluators of the effectiveness of the Network and its services based on their understanding of the Network’s goals.
Anyone who is formally committed to active and regular participation in a Network. (Examples: victim service providers, funders, and researchers)
Network Partners that serve as leadership or on a steering committee for a Network.
Voices from the Networks
Steps to Engage Potential Stakeholders in Your Network.
While existing community legal service providers are obvious Stakeholders, consideration should be given to a broader group. Consider mapping out your existing community, including services available, crime types served, connections to specific communities, and both legal and non-legal organizations. By plotting Stakeholders into the map the gaps revealed can help to inform invitations and outreach.
Early input and buy-in of Stakeholders must be balanced with respect for individuals’ and organizations’ time, capacity and expertise. For input on victims’ needs and experiences, choose Stakeholders who a) have buy-in; b) have the skills and/or capacities needed to enhance Network effectiveness; and c) are aligned with the collective mission and vision of the Network.
Stakeholders may change roles throughout the process. Having a Memorandum of Understanding for each Stakeholder at each phase is critical.
Key skills for effective project management are: facilitation, strategic planning, communication, logistics, development, team leadership, marketing and outreach, and systems and policy development. Thoughtfully crafted job descriptions are critical to effective project management.