
There is real power in collaboration, but it is not always easy. Individuals, institutions and sectors need to understand better how to work together to make a difference in the world.
| · Heather Creech Director - Knowledge Communications | ||
| · Carolee Buckler Project Manager | ||
| · Stuart Slayen Manager, Publishing and Communications | ||
| · Terri Willard Associate | ||
Achieving sustainable development requires collaboration among sectors and institutions, and the participation of all stakeholders and individuals. But there are many different ways people and organizations can work together to share knowledge, to advocate and to take action. These include campaigning networks, communities of practice, knowledge networks, public-private partnerships, multistakeholder partnerships and strategic alliances. These have all become important mechanisms for identifying priorities, undertaking joint research and for engaging other stakeholders in developing workable solutions. By combining their efforts, members of networks and partnerships are able to have a greater impact on policy and practice than they would have on their own.
Different kinds of networks and partnerships have some characteristics in common, but also face unique challenges. In order to realize their potential, careful attention must be paid to issues of governance, management, communications and evaluation of performance.
Concepts and principles
What do we mean by networks and partnerships? What is the value added by collaboration? Our foundation book on knowledge networks, Strategic Intentions: Managing Knowledge Networks for Sustainable Development (PDF - 509 kb), discusses the "network advantage." Our report on partnerships, Virtual Exhibition E-Discussions: Working Together for Sustainable Development (PDF - 316 kb), sets out a number of basic principles and practices.
Governance
A governance structure supports group decision-making, openness, transparency and accountability. But sometimes these collaborations can become less transparent to public scrutiny.
Management and sustainability
These collaborations should always be purpose-driven, and sometimes time-bound as well. How do networks and partnerships get started and how do they keep going until they fulfill their purpose?
Influence, engagement and communications
Whether we are working on our own, through our institutions or in networks and partnerships, we need to understand how to have influence, how to engage others and how to communicate our knowledge and advice.
Evaluation
Are networks and partnerships working? Standard program evaluation methodologies may not be sufficient to assess collaboration among institutions.
Our investigations into networks and partnerships are based on action research with the networks and partnerships that we host; case study research; and workshops and electronic conferences with other practitioners. IISD also provides planning and evaluation services to those seeking to improve their performance. The experiences of networks and partnerships such as the Global Knowledge Partnership (GKP); the International Forum on Rural Transport and Development (IFRTD); Knowledge Networking for Rural Development in Asia/Pacific Region (ENRAP); IUCN – The World Conservation Union; the Global Development Learning Network (GDLN); and the Global Village Energy Partnership (GVEP) have enriched our understanding of the variety of forms successful networks may take, and the challenges they face.
For more information about IISD's networks, partnerships and communications research and consulting, please contact Heather Creech, Director, Knowledge Communications.