Sustainability of International Development Networks Review of IDRC Experience (1995-2005)

This report analyzes the experience of the International Development Research Centre (IDRC) from 1995 to 2005 in developing and sustaining international development networks. It defines network sustainability not as indefinite existence, but as the ability of a network to function until it achieves its goals, becomes irrelevant, or members are no longer willing to continue. The document identifies four dimensions of sustainability—time, resources, relationships, and relevance—and outlines critical management capacities (strategic, internal, external, and financial) and adaptive capacity required for networks to survive growth and decline phases.

• Sustainability for international development networks is defined by four dimensions: time, resources, relationships, and relevance. A network is considered sustainable if it "continues to function until it achieves its goals, or until its members are no longer willing or able to continue, or until it becomes irrelevant".
• Network lifespans vary significantly based on their purpose; for example, capacity building networks typically require longer time frames. The Asian Rice Farming Systems Network operated over a twenty-year lifespan to build the capacity of national agricultural research systems.
• Financial sustainability does not necessarily require a network to be self-sufficient, but relying on a single donor is considered unsustainable. Data shows that 72% of IDRC networks received funds from organizations other than IDRC.
• Institutional membership is generally more sustainable than individual membership because institutions provide continuity through staff replacement, offer resources like office space and salaries, and link network priorities to durable institutional mandates.
• Effective network leadership requires a blend of facilitation skills (convening and negotiation), project management, and subject field expertise. Paid, full-time coordinators are more likely to invest the necessary time to engage members from the developing world compared to volunteers.
• Internal communication is often stronger vertically (between members and coordinators) than horizontally (between members). Strategies to encourage horizontal exchange include cluster projects, using interns as "glue", and face-to-face meetings, which are often the most important element for binding a network together.
• External credibility and saliency are maintained by producing high-quality research, involving users in network design, and ensuring products meet the specific needs of the target audience.
• Financial management strategies to reduce vulnerability include securing long-term flexible funding, diversifying the donor base, and minimizing operational costs by using volunteer labor or avoiding international-level salaries for offices.
• Adaptive capacity—the ability to respond to and instigate change—is a critical success factor. This includes managing changes in institutional homes (such as devolution to Southern partners), leadership transitions, and the formalization of governance structures as a network matures.
• Political environments significantly impact sustainability; changes in government regimes can undercut established relationships and resources. Additionally, global shifts, such as the rise of the Millennium Development Goals (MDGs) and security concerns after 9/11, have affected the perceived relevance and funding of various networks.

APA

-1, Willard, T., & Creech, H. (2006). Sustainability of International Development Networks Review of IDRC Experience (1995-2005). International Institute for Sustainable Development. https://www.iisd.org/system/files/publications/networks_sus_int_dev.pdf

Chicago

-1, Terri Willard, and Heather Creech. Sustainability of International Development Networks Review of IDRC Experience (1995-2005). International Institute for Sustainable Development, 2006. https://www.iisd.org/system/files/publications/networks_sus_int_dev.pdf.

Wikipedia

{{cite report |last1=-1 |last2=Willard |first2=Terri |last3=Creech |first3=Heather |title=Sustainability of International Development Networks Review of IDRC Experience (1995-2005) |publisher=International Institute for Sustainable Development |date=October 2006 |url=https://www.iisd.org/system/files/publications/networks_sus_int_dev.pdf |access-date=17 August 2026 |via=Climate Insights Directory}}

BibTeX

@techreport{12006sustainability, author = {-1 and Willard, Terri and Creech, Heather}, title = {{Sustainability of International Development Networks Review of IDRC Experience (1995-2005)}}, institution = {International Institute for Sustainable Development}, year = {2006}, month = oct, url = {https://www.iisd.org/system/files/publications/networks_sus_int_dev.pdf}, urldate = {2026-08-17}, note = {Indexed by Climate Insights Directory} }