For our advocacy activities to be effective, we establish links with groups and organisations with similar interests. These links are a form of partnerships, which we believe form effective networking. Networks are the loosest forms of collaboration. They function primarily on the basis of information exchanged between organisations and institutionalise relations between members, which is their primary benefit. We are assured that our selected networks will strengthen a learning organisation, which we strive to be, and perhaps the most important aspect is the matter of mutual learning. We subscribe to Haverhort's definition of networks which is, "Any group of individuals and/or organisations who, on a voluntary basis, exchange information and goods or implement joint activities and organise themselves for that purpose in such a way that individuals/ or organisations autonomy remains intact" (Haverhort 1993:9).

We therefore accept networks that:

  •     Strengthen links
  •     Provide opportunity to share experiences
  •     Widen the information base
  •     Achieve various goals that individual Organisation cannot achieve alone.

NGOs tend to value their independence very highly and ZERO believes as such.        

Recognising the need to manage internal demands in response to external networks, we have tried to put in place internal mechanism that react wherever the external request/demand touches the sphere of the organisation, a knowledgeable and empowered organisation member processes the initiators needs and this member becomes responsible for seeing the request through to completion. Although at any given point in time some portion of a spherical organisation’s resources are at work on existing projects "inside" the sphere, many of the organisations resources will be on the sphere's "surface". Organisation members will be interacting with clients, partners, potential partners and so on. Opportunities and organisations can be no more effective externally than they are internally - as this is reliant to their ability to arrange and manage their internal resources and determine the quality of their external relationships and service.

We strive to be strong in partnership and networks management. At network levels, capability and trust investments are made on a wider scale. Some of these investments are in actual dollars, technical expert exchange, other capacity development and training and after partnership projects. We have discovered through its experiences that investment in capability and trust pay greater dividends than investments in control.

ZERO participates actively  in Land, Climate, Environment and Energy networks.