- Build and institutionalise trust
- Trust forms the foundation of lasting partnerships. While collaborations often begin through personal relationships, embedding trust at an institutional level ensures sustainability through staff changes and challenges. Create an environment where feedback is welcomed and used constructively.
- Manage power dynamics thoughtfully
- Actively recognise and manage power imbalances between funders, implementers and beneficiary communities. Consider using neutral intermediaries to facilitate collaboration and ensure all stakeholders have a voice in design and evaluation.
- Articulate clear shared vision and goals
- Partners must articulate common objectives that align with broad social impact goals and secondary expectations. Set clear boundaries and be prepared to decline partnerships that do not align with core values.
- Create robust governance structures
- Develop clear frameworks for decision-making, roles and responsibilities. These structures should be flexible enough to accommodate new partners joining and existing ones exiting. Regular reviews ensure they remain effective as the collaboration evolves.
- Secure dedicated resources
- Successful collaboration requires investment beyond programme delivery. Allocate specific resources – funding and capacity – for project management, administrative capacity, M&E, and the collaborative process itself.
- Embrace flexibility and risk
- Be willing to adapt to changing circumstances and provide flexible funding that allows for pivoting as needed. Accept that innovation often comes with failure and maintain agility in approach.
- Maintain clear communications
- Bridge cultural, linguistic and sectoral divides through regular, open dialogue. Create platforms for sharing information and reporting progress while adapting communication styles to different organisational cultures.
- Accept that collaboration takes time
- Addressing systemic issues requires sustained investment beyond typical grant cycles. Short-term commitments rarely create lasting change. Think in terms of years rather than months.
- Engage government strategically
- For systemic change, involve government stakeholders early. Understand their priorities, timelines and constraints from the outset rather than as an afterthought.
- Make learning and evaluation a priority
- Focus on learning and improvement rather than just measuring and reporting. Establish mechanisms for regular monitoring and feedback that drive continuous enhancement of both programmes and partnerships.
Sources: Trialogue research, interviews, and case studies; IPASA collaboration case studies and report; Bridgespan Group collaboration reports