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Governance

Structure and process for decision-making and accountability

The governance of networks and partnerships is not the same as the management of operations. Management addresses day-to-day activities, such as planning, handling of staff and financial resources, monitoring work plans and so forth. Governance is the formalization of the relationships among the members/partners, combined with mechanisms for accountability of the collaborative enterprise for its actions.

A governance structure is rarely put in place at the beginning of a collaboration. Form follows function: in networks and partnerships, it may take some time for members to work through how the enterprise will operate, what its goals and objectives should be, and how to achieve those most effectively. In the process of operationalizing the network or partnership, the governance arrangements should become clearer, and can be codified in a governance agreement.

Of particular interest and concern with the governance of research networks and multistakeholder partnerships are the challenges of transparency and accountability.

• Accountability refers to the obligation to demonstrate and take responsibility for performance in light of agreed expectations, and answers the question: Who is responsible to whom and for what?^[1] When the processes and structures for the exercise of power are distributed and the obligations to demonstrate and take responsibility are delegated or shared, accountability takes on a dual nature: horizontal accountability is created among partners, while vertical accountability is created through a relationship with a higher governing body.^[2]

• Transparency of information and decision-making, and fair process (including procedures of consultation and participation) are tools used to promote non-arbitrary and responsive decisions, and arrangements for review of administrative decisions by courts or other bodies of public trust.

Key aspects of governance that should be discussed and documented include:

• Vision, mission, goals and objectives – what is the network or partnership all about?

• "Network principles" or "partnership principles" – operating values that guide collaboration.

• Membership arrangements - who is part of the network or partnership?

• Duties and responsibilities of members - what in general are the members expected to do?

• Decision-making process - what types of decisions does the membership have the authority to make, or to delegate their representatives to make?

• Accounting / reporting – how will the network or partnership report to its stakeholders and broader communities/audiences on its work and its financing?

• Other issues that may be of concern - e.g., approval of project proposals and results; role of the secretariat; roles of special committees; procedures for withdrawing from the collaboration; dispute-resolution mechanisms; and limitations on advocacy positions and other public statements.

These governance issues serve as a microcosm of the larger debate on international governance for sustainable development.

Key contributions

• The Frontiers of Networked Governance
  The paper suggests that a combination of stakeholder analysis and social network analysis can be useful in assessing the network structures and practices that may facilitate a networked governance process. We explain the efficacy of networked governance as a factor of both problem complexity (network heterogeneity) and social capital. For problems harbouring a given level of complexity, the higher the level of social capital within an identified governance network, the more autonomy and self-organization may be conducive to achieving problem solving functions, and thus governance goals. To safeguard social capital and help ensure an effective process, it is important to select between of networked governance strategies based on the level of self-steering or active steering that they imply. Where social capital is incommensurate with problem complexity, it may be necessary to employ governance strategies that are more highly modulated by governance authorities situated within a centralized problem solving process. We also describe the methods by which network participants may experience the creation of social capital through collaborative visioning and creating shared value, two parallel and intertwined processes that foster shared visions and strategic alignment within the group, and thus enhance the ability of the group to achieve collectively desirable outcomes.

• 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.

• Governance and multistakeholder processes (2004) (PDF - 756 kb)
  Research from IISD's Sustainable Commodities Initiative, exploring the concepts of governance and institutions in the context of non-state, cross-sectoral initiatives: who gives them policy making authority?; how is legitimacy obtained?; and what is the duration of authority and legitimacy?

• Form Follows Function: Management and Governance of Knowledge Networks (2001) (PDF - 647 kb)
  This paper is an overview of the management and governance of formal knowledge networks. It approaches the topic from a relationships management framework and offers suggestions on creating, organizing, formalizing and institutionalizing network relationships over time. One of the key lessons learned by IISD has been to focus on network work during a scoping phase of a network which would end with the development of network governance agreements that reflect how the network actually works. Form follows function.

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