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The social sector today has realised the difference between the impact of working for change in isolation versus a more structured cross-sector coalition. Today NGOs are increasingly finding worth, value and merit in working closely with other NGOs, as also with government and corporates for social change. Organizations around the world have begun to see collective impact as a new and more effective process for social transformation. Here are some of the voices from the sector capturing what they feel about collaboration
What Are Some Pre-Requisites Of A Good Collaboration?
We asked our NGOs what they see as key fundamentals for effective collaboration?
Hema Ganachari has been in exports almost all through her career. She switched to the developmental sector for the last 6 years. She manages Operations at Idobro Impact Solutions, a social enterprise that works with women, social and green initiatives to multiply their impact. “I believe that collaboration is absolutely essential when we want to achieve far reaching and meaningful results, especially in the development sector. To be effective, I believe that the most critical pre-requisites for forging effective collaborations are clarity in, the objective and goals, both at organisation and individual level. Understanding what each collaborator is bringing to the table and the level of expertise. I have experienced that there is sometimes a mismatch perceived in the levels of expertise in the stakeholders, before and after the agreement hence also defining roles and responsibilities post collaboration.”
Over the past 30 years, (IDEX International Development Exchange) has supported more than 500 grassroots, community-led projects led by women, youth and indigenous people in Africa, Asia and Latin America. Trishala Deb is the Regional Director for Asia. Her views, “I’d say the primary ingredient is a real commitment to genuine success of all the parties. The only way to get to impactful partnerships are honest, significant and thorough knowledge of our mutual interests, strategies and differences. I also think that it helps to proactively engage differences, and not be afraid of them since they are often the source of collective efficacy.”
Ashoka Social Innovators is the one of the largest networks of social entrepreneurs worldwide, with over 3,000 Ashoka Fellows in 70 countries creating large-scale impact through new innovations. Olina Banerji, as part of the Venture and Fellowship team, leads the engagement strategy with senior Ashoka Fellows by building supportive platforms, conversations and connections. She adds, “The cornerstone of effective collaboration is trust, the willingness to let go and agility with your idea/organisation. Collaboration works when individuals within organisations have the determination to see the partnership through. Another key fundamental is a joint, mutually affirming purpose.”
Cuddles Foundation is striving to help impoverished, helpless children survive the trauma of cancer. Their founder Purnota Bahl sees 3 clear fundamentals. Clear Division of labour where each partner knows what the other is doing and that there is no duplication of effort.
Transparency that leads to trust – there should be clarity in terms of donors being approached, plans and goals. Clear downward communication: many a times the management of the NGOs are in sync while there is no clarity in the ranks downwards. Hence, the purpose of partnerships, the goals and the clear division of labour has to be communicated clearly.
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