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Key Message

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.

Team


Heather Creech· Heather Creech
Director - Global Connectivity
Terri Willard· Terri Willard
Associate

Networks & Partnerships

Bridging the gap between research, policy and action

What's New in Networks & Partnerships?

  • Public Policy Influence of International Development Networks: Review of IDRC Experience (1995-2005) (PDF - 443 kb)
    Since the early 1990s IDRC has committed attention and resources toward ensuring that IDRC-supported research results are better utilized, with a particular emphasis on "research for policymaking." IDRC-supported networks have played an important role in expanding policy capacities, broadening policy horizons, and undertaking policy advocacy. To be most effective, however, networks must pay careful attention to developing their governance and membership models in order to engage policy makers. Furthermore, networks must develop comprehensive influencing strategies which encompass three interwoven strategies dealing with: relationship management, knowledge management, and opportunities management. Such strategies are built on a solid understanding of the non-linear nature of policy development and acknowledge the existence of informal policy advocacy coalitions within a given policy community. While windows of opportunity to influence policy open and close over time and depend on factors external to a network, networks need influencing strategies in place which will prepare them to take advantage of these policy windows when they open.

  • Social Networking and Governance for Sustainable Development (PDF - 662 kb)
    Communications technology has enabled new approaches to governance in which stakeholders across sectors and jurisdictions are engaged in consensus building and implementation processes. This paper explores some mechanisms through which online social networking may impact on governance for sustainable development. Are social networking sites driving the transformation of the governance landscape, or are they merely diverting vast amounts of time from addressing the difficult sustainable development challenges at hand? And if they are useful tools for sustainable development, how can we ensure that they live up to their potential?

  • Positive Relationship Work: Organizational Case Study of the Association for Progressive Communications (APC)
    Many organizations are seeking to build the capacity of networks, particularly that of network secretariats. This case study explores the process and impact of capacity building interactions between the International Development Research Centre and the Association for Progressive Communications from 1996 to 2006. It concludes that that the multiple roles that IDRC has played in APC's development conform to "positive relationship work." In this type of partnership, the donor contributes to capacity building through "suggestive dialogue," and the collaboration is marked by a creative outlook, shared understandings and mutual commitments. Over the years, the relationship has provided avenues through which the two organizations have become "partners in learning"—challenging each other's perspectives, seeking to improve performance, and advancing the application of ICTs to further social justice and address development issues.

  • The Governance of Non-Legal Entities: An exploration into the challenges facing collaborative, multistakeholder enterprises that are hosted by institutions (2008)
    (PDF - 403 kb)
    When "Type 2 Partnerships" emerged at the 2002 World Summit on Sustainable Development as a key mechanism toward achieving SD, Southern civil society organizations expressed concerns about how these partnerships would be governed. To date, the concerns remain largely unaddressed, specifically regarding decision-making and accountability mechanisms. This paper is an exploration into these issues, based on IISD's consulting work with networks and partnerships, and three case studies.

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.

Content

Our methodology

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.