IUCN SSC Best Practices Guidelines Marine Specialists Groups : Experience and examples.

Abstract

The IUCN SSC hosts multiple Species Specialist Groups and Task Forces (collectively referred to as SGs), volunteer groups who dedicate their time and expertise to promoting the conservation of many different taxa around the globe. While the 2021-2025 Species Strategic Plan, the terms of reference for SSC SGs, and a series of other formal resources are available to guide SGs in their work to apply the Assess- Plan-Act Conservation Cycle, these do not necessarily address the less official aspects of how SGs structure their work and motivate their members in these volunteer efforts. This compilation of ‘Best Practice’ reflects a series of conversations with the (Co-)Chairs of 23 Marine SGs. Ten different ‘modules’ address highly practical themes, ranging from ‘membership and recruitment’ to ‘fundraising’. Chairs shared their solutions to overcoming some of the challenges posed by trying to work across a range of geographies and cultures to promote effective and inclusive work on all aspects of the Conservation Cycle. Although it is difficult to summarise 23 hours of conversations in a single page, here are some of the overarching conclusions related to current Marine SG practices: • There is no single ‘best’ way to run an SG. The configurations of SG leadership teams and wider membership vary enormously, depending on the geographic ranges of target species, the particular origins and evolution of each SG, and the most pressing conservation issues each group faces. Groups can range from 12 to over 400 members. Leadership structures can be flat and involve all SG members, or highly structured with multiple vice chairs and regional or thematic working groups that sometimes have their own internal sub-structures. • Many SGs feel strong and confident when it comes to the Assess element of the Conservation Cycle, but find it more challenging to adequately address the Plan and Act elements given their volunteer membership and, in many cases, lack of official legal status that prevents them from holding bank accounts and managing projects. Some SGs are finding creative ways to create or collaborate with host institutions, or partner NGOs who can act as the SG’s ‘operational’ arm and help to fundraise and implement conservation projects. This has also allowed some groups to be able to compensate Programme Officers or Chairs for the time that they spend on SG work. • In the context of limited funding and human resources, most SGs advocate careful planning of targets so that the group’s work builds on the strengths and interests of members who will be able to share the Chairs’ burdens and take the lead on projects and initiatives. • SGs that have been able to invest in the Network and Communication components of the Conservation Cycle have often reaped the benefits of increased support for their work. Websites and Social media platforms can increase awareness of SG work among a range of stakeholders, including potential donors