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COLLABORATIVE PHILANTHROPY IN ASIA
ABOUT THIS
REPORT
AVPN is a unique funders’ network based
in Singapore committed to building a This white paper aims to serve as a resource for
SG Cares is a national movement
vibrant and high impact social investment philanthropists and philanthropic organisations
dedicated to building a more caring and
community across Asia. As an advocate, by exploring the development of collaborative
inclusive home for all. The movement
capacity builder, and platform that cuts philanthropy in Asia. It looks at the enabling
invites all who live in Singapore to
across private, public and social sectors, environment in the region, describes different
put values into action through active
AVPN embraces all types of engagement frameworks for collaboratives, and presents
volunteerism, ground-up efforts and
to improve the effectiveness of members the opportunities and challenges faced by
everyday acts of care. It also aims to build
across the Asia-Pacific region. The core philanthropists and philanthropic organisations
capability across various sectors and
mission of AVPN is to increase the flow looking to partake in formalised collaborative
organisations to grow opportunities for
of financial, human and intellectual efforts. It features case studies of philanthropic
volunteering. By inspiring and supporting
capital to the social sector by connecting collaboratives both in the region and around the
one another, we can show the world that
and empowering key stakeholders world.
we are a nation with a big heart.
from funders to the social purpose
organizations they support. With over Methodology
600+ members across 33 markets, AVPN is
Both primary and secondary research methods
catalysing the movement towards a more
were used. Primary data collection was conducted
strategic, collaborative and outcome-
through interviews with experts within our
focused approach to social investing,
The National Volunteer & Philanthropy membership and in the field of collaborative
ensuring that resources are deployed
Centre (NVPC) is the steward of the City philanthropy. Secondary research included
as effectively as possible to address key
of Good vision for Singapore, where extensive desktop research, the findings and
social challenges facing Asia today and in
individuals, organisations, and leaders conclusions of which were validated through the
the future.
come together to give their best for others. conducted interviews.
Through our brands, programmes, and
Visit us at: https://avpn.asia
initiatives, we facilitate partnerships with This white paper also draws on analysis frameworks
non-profits, organisations, public sector and insights from an October 2019 convening
Follow us on: @AVPN
bodies, and individuals to enliven the giving of leaders in collaborative philanthropy in Asia
@avpn_asia ecosystem within Singapore. that was held in Singapore.1 Facilitated by social
systems designers from the Stanford d.school, the
@AVPNasia
We invite you to join us in building a attendees examined collaborative philanthropy in
#CityofGood together. Visit us at www. the region and called on more than 80 examples of
Copyright © 2020 AVPN. All rights reserved.
cityofgood.sg. philanthropic collaboratives in their discussions.
1. AVPN Workshop: Collaborative Philanthropy and Pooled Funds in
Asia
2 3
COLLABORATIVE PHILANTHROPY IN ASIA
Acknowledgements
Authors
LIST OF
Denderah Rickmers
Senior Knowledge Associate, AVPN
ABBREVIATIONS
Gandhar Desai
CFS COMMUNITY FOUNDATION OF SINGAPORE
Knowledge Associate, AVPN
Yifei Xu
CSR CORPORATE SOCIAL RESPONSIBILITY
Knowledge Associate, AVPN
GDP GROSS DOMESTIC PRODUCT
Edited by
ICC INDIA CLIMATE COLLABORATIVE
Roshini Prakash
Knowledge Director, AVPN
IMFC INDONESIA MARINE FUNDERS COLLABORATION
L4G LISTEN4GOOD
Participating Organisations
We would like to thank the following organisations for sharing
NGO NON-GOVERNMENTAL ORGANISATION
their invaluable insights during the research process.
NVPC NATIONAL VOLUNTEER AND PHILANTHROPY CENTRE
Community Foundation Singapore (CFS)
Give2Asia
SDG SUSTAINABLE DEVELOPMENT GOAL
India Climate Collaborative
Mastercard Center for Inclusive Growth
SPO SOCIAL PURPOSE ORGANISATION
National Volunteer and Philanthropy Centre (NVPC)
Prospera - International Network of Women’s Funds
TOC THEORY OF CHANGE
Tote Board
10to19 Dasra Adolescents Collaborative
4 5
TABLE OF
CONTENTS
ABOUT THIS REPORT 3 4 CHARACTERISTICS AND COMMON FRAMEWORKS 37
METHODOLOGY 3 4.1 CHARACTERISTICS OF SUCCESSFUL COLLABORATIVES 37
EXECUTIVE SUMMARY 8 CASE STUDY 5: PROSPERA - INTERNATIONAL NETWORK OF WOMEN’S FUNDS 42
1 INTRODUCTION: COLLABORATIVE PHILANTHROPY IN ASIA TODAY 10 4.2 FRAMEWORKS TO COLLABORATIVE PHILANTHROPY 45
CASE STUDY 1: 10TO19 DASRA ADOLESCENTS COLLABORATIVE 13 CASE STUDY 6: GIVE2ASIA 48
2 FOUR FACTORS DRIVING PHILANTHROPIC COLLABORATION 16
5 OPPORTUNITIES AND CHALLENGES 51
CASE STUDY 2: DATA.ORG 22 5.1 OPPORTUNITIES 51
3 COLLABORATIVE PHILANTHROPY FOR COLLECTIVE IMPACT AND SYSTEMS CHANGE 25 5.2 CHALLENGES 52
3.1 COLLECTIVE IMPACT THROUGH COLLABORATIVE PHILANTHROPY 25
6 CONCLUSION 55
CASE STUDY 3: COLABS 29 REFERENCES 56
3.2 HOW COLLABORATIVE PHILANTHROPY CAN EFFECT SYSTEMS CHANGE 32
CASE STUDY 4: THE INDIA CLIMATE COLLABORATIVE (ICC) 34
6 7
COLLABORATIVE PHILANTHROPY IN ASIA Executive summary
EXECUTIVE may include policymakers, corporations,
social purpose organisations (SPOs), and civil
society.
include peer learning opportunities, shared
resources and increased risk-taking ability.
Grantees may benefit by gaining access to
SUMMARY For philanthropists and philanthropic
organisations themselves, the additional
streamlined and long-term funding, increased
opportunities for targeted and long-term
capacity building, and greater credibility.
advantages of collaborative philanthropy
Collaboration is an emerging trend in Asian A collaborative approach
philanthropy. With a growing and diversifying
philanthropic environment, cross-sector, necessitates that Key insights that have emerged
multi-stakeholder collaboration at scale is
philanthropists and from the research include:
becoming more viable in the region. As a
result, a number of innovative philanthropic philanthropic organisations
collaboratives have surfaced in countries such The potential for collaborative philanthropy to facilitate integrated solutions for
rally around a shared aim,
1
as Singapore, Hong Kong SAR and India in collective impact and systems change are immense. Philanthropic collaboratives
are in a unique position to pool resources at scale, ensure credibility and
recent years. which results in their not
visibility at a systems level and enable smooth multi-stakeholder collaboration.
only pooling resources but
Four factors contribute to
this development: also thinking about how to Defining a shared aim is key for the success of any philanthropic collaboration.
Building trust takes time yet is essential to enable the alignment of values and
An increase of philanthropic capital
formulate integrated solutions
to problems at scale.
2 empowered leadership. Clear and regular communication facilitates effective
collaboration and ensures that the collaborative adapts to changes in the
and diverse approaches to funding ecosystem and remains rooted in its local network.
This enables philanthropic collaboratives
Asia’s rich history of community giving to, through the sum of their parts, develop
Collaborative philanthropy can be pursued through a range of approaches.
3
solutions that can address complex systems
These generally lie along a spectrum of degrees of resource integration and
A predominance of next-generation and are therefore more effective. This is
forms of governance. Many collaboratives go through evolutionary life cycles
wealth holders and philanthropists especially the case where there is strong
that will move them across this spectrum.
who see collaboration as a means alignment with policymakers that ensures
to enhance the efficiency of their successful solutions can be taken forward
philanthropic activities at scale by the public sector e.g. through
The increasing private sector application and social sector adaptation of
policy change or state-level and national
4
technology and data science can help to enable effective collaboration across
implementation.
The awareness that the challenges of sectors and stakeholders. Technology can enable and support collaborative
the 21st century are complex issues operations, while data can drive collaborative strategy formation.
Depending on their aims, resources, and
and that collaboration can facilitate
expertise, philanthropic collaboratives
integrated solutions
operate along a spectrum of degrees
There are potential pitfalls to philanthropic collaboration. Beyond the
of resource integration and forms of
5
The trend towards collaborative philanthropy operational hurdles of forming and running the collaborative, there may
governance. In addition to philanthropist and
is linked to the demonstrated value of be heightened groupthink among donors and reduced individual funding
philanthropic organisations, their members
collective impact.2 opportunities for potential grantees.
2. FSG, “Developing the Collective Impact Framework”
8 9COLLABORATIVE PHILANTHROPY IN ASIA Introduction: Collaborative Philanthropy in Asia Today
1 INTRODUCTION:
COLLABORATIVE
PHILANTHROPY
IN ASIA TODAY
At its core, a philanthropic collaboratives around the world, from
US-based and domestically focused Blue
collaborative is a collective of Meridian Partners to Co-Impact that has
international partners and is active across
three or more actors, including
developing countries. In Asia, the first
at least two philanthropists or examples of collaborative philanthropy have
emerged in more developed philanthropic
philanthropic organisations, ecosystems like Singapore, Hong Kong and COLABS - LEVERAGING TRUST AND
working on a common issue India. Donors are increasingly motivated
to explore collaborative partnerships as RELATIONSHIPS TO BUILD SUCCESSFUL
towards a shared goal.3 regulatory frameworks become more reliable,
and the numbers and range of actors working
COLLABORATIONS
A philanthropic collaborative can be on social change initiatives at scale increase in
formed exclusively among peers or a Asia. In Singapore, the Colabs Framework, developed by the National Volunteer
diverse group of members that includes and Philanthropy Centre (NVPC), paves the way for successful collaborative
policymakers, corporations and civil society. In India, Dasra has evolved from being
This depends on factors such as the aims of
philanthropy efforts by building on trust and relationships amongst a diverse
purely a venture philanthropy fund into a
the collaborative, resources and expertise collaboration facilitator. It aims to transform group of members. The initiative seeks to develop a community of people
required as well as the local context each the lives of one billion people with dignity who shift their focus from maintaining status and control; to exercising trust
organisation operates in. Each member will and equity by connecting funders, nonprofits,
have unique strengths and expertise that can to navigate difficult conversations, manage power dynamics and create a
corporations and the government.4 The
be leveraged to enhance the effectiveness of Singapore Youth Impact Collective, launched safe space for participants to share their diverse perspectives on a common
the collaborative as a whole. in 2018 by six member organisations, issue and work towards exploring ideas for collaborative efforts. In place
including the Community Foundation of
There are numerous examples of well- Singapore (CFS) as a backbone organisation, of an “agenda-driven” or “me-driven” focus when collaborating, the Colabs
established and successful philanthropic is the first initiative to use a collective impact Framework, therefore, seeks out individuals, leaders and organisations who
3. The Bridgespan Group, “Philanthropic Collaboratives in India: The Power of Many” can come together to give their best for others.
4. Dasra Homepage
10 11COLLABORATIVE PHILANTHROPY IN ASIA
1 CASE
STUDY
model in Singapore. It has pledged S$1 million
to help disadvantaged youths to transition
Due to the differences in regulatory
environments as well as needs across Asia,
10TO19 DASRA ADOLESCENTS
into their working life by providing three-year
skills and vocational training.5
cross-regional philanthropic collaboratives are
less common. Yet innovative solutions that
COLLABORATIVE
utilise technology as an enabler to connect YEAR OF SETUP: 2017
Policy changes that drive capital from global funders and organisations across the
GEOGRAPHY: INDIA
the private to the social sector further region hold enormous potential for collective
facilitate cross-sector collaboration. Since advancement. As an example, the Give2Asia
2009, private and corporate donations platform helps to streamline the efforts of COLLABORATIVE FRAMEWORK
to qualifying charities in Singapore have international philanthropy for targeted social
received tax deductions of at least 250%.6 impact at scale by building local teams and
The Singapore government also assisted in sharing on-the-ground knowledge.9 Dasra
setting up the Singapore Centre for Social adopts similar strategies by tapping into local
Enterprise (raiSE) in 2015 to promote social wisdom and experience to create change and
DONOR DRIVEN
entrepreneurship and made sustainability mobilising both domestic and international
reporting mandatory for all listed companies funding to nonprofits in India.
in 2017.7 In 2014 India was the first country
in the world to legislate corporate social
responsibility (CSR) for companies meeting POOLED FUNDS
specific financial thresholds, requiring them to
Refer to pg.45
spend at least 2% of their three-year annual
average net profit on CSR initiatives.8 In the
Philippines, funders themselves pushed for
industry standards for philanthropists and
philanthropic organisations as well as non-
governmental organisations (NGOs). Markets
such as China, Indonesia, Myanmar, Thailand,
and Vietnam also show signs of increasingly OVERVIEW
well-managed institutional philanthropy.
The 10to19 Dasra Adolescents Collaborative launched in 2017. Building on the work
of the Dasra Girl Alliance, it is an outcome-driven collaborative platform that leverages
resources, expertise and capacities of stakeholders from different sectors, operating on
local to national levels, to jointly and holistically empower male and female adolescents
in India. The collaborative focuses on four priority outcomes: delayed age of marriage,
5. CFS, “The first Singapore Youth Impact Collective to empower disadvantaged youths”
delayed age at first pregnancy, improved completion of secondary education, and building
6. IRAS, “Deductions for Donation”
7. SGX, Sustainability Reporting empowerment through increased agency. 10to19 has raised funding of US$48 million to
8. The bill applies to companies with an average net profit of at least 50 million rupees (approximately USD 816,000) over three date; it has reached 440,000 adolescents through its programmes and 25 million people
consecutive years.
9. Give2Asia, Homepage with its narrative change campaigns.10
10. Dasra, 10to19 Adolescents Collaborative
12 13COLLABORATIVE PHILANTHROPY IN ASIA Introduction: Collaborative Philanthropy in Asia Today
PROJECTS
COLLABORATIVE 10to19 delivers cross-sectoral programmes
with various direct interventions on the
STRUCTURE state level while strengthening advocacy
The collaborative has 20 funding partners, for adolescents on the national level. The
four implementing partners, and an collaborative and its implementing partners
extended Community of Practice of over have run programmes across the sectors
MOVING
200 social organisations, technical experts, of education, health, employability, and
and others. agency. In 2018 this included conducting a
As the facilitator of programmes supported baseline study on key adolescent indicators FORWARD
by 20 funders who are at different stages of involving 16,000 adolescents in Jharkhand 10to19 will continue to focus
their collaborative giving journeys, 10to19 and other research projects.11 Current on its four priority outcomes
maintains communication and engagement programmes include working directly while building a strong and agile
across all partners and stakeholders with adolescents and their communities collaborative framework that
through regular meetings, outcome across three states, building a community enables the development and
dashboards, feedback mechanisms, and of practice for peer learning, knowledge changes of programmes based on
MEMBERS INCLUDE other methods and tools. This pragmatic sharing and collective advocacy, and the changing needs of adolescents
Funders such as Bank of America, Children’s practice builds accountability and trust working closely with the government for in India. To further promote
Investment Fund Foundation, David & among the key stakeholders. 10to19 was systems change to enable adolescents to collaborative action, 10to19 actively
Lucile Packard Foundation, Kiawah Trust, launched in partnership with the federal finish secondary education, have a say in works on creating evidence-based
Tata Trusts, USAID, Dasra Giving Circle Department of Health and Family Welfare when and who they marry, and improve knowledge around adolescent
members, CSR funding, Family Foundations; of India, which was a deliberate effort girl’s safety and agency. issues in India and seeks continued
Implementing partners are Aangan to ensure government buy-in from the In April 2019, 10to19 also launched Ab Meri engagement with the government
Trust, Child In Need Institute, Centre For onset. The collaborative established itself Baari, a national girl-led advocacy campaign to inform programmes and policies.
Catalysing Change (C3), Quest Alliance and; as a public sector partner, generating for normative change. Over 300 girl It aims to ensure sustainable
other members including state and central and sharing data and insights as well as champions across three states engaged empowerment for five million
government departments, technical experts formulating priorities and demands on with Ab Meri Baari to enhance adolescents in India by 2022,
and the 10to19 Community of Practice. behalf of adolescents across India. accountability in public decision making.12 leveraging US$50 million.
11. Dasra, 10to19 Adolescents Collaborative
14 12. Ibid 15Four Factors driving Philanthropic Collaboration
2 FOUR FACTORS 1
DRIVING The philanthropic sector in Asia is
not only continually growing, but
capital for social innovation, leading to
increased private capital flowing into the
PHILANTHROPIC
social sector. As a result, the number of
also maturing, providing a strong
corporate foundations is also increasing
ecosystem for effective collaboration alongside private foundations, further
COLLABORATION
The last decade of Asian philanthropy bridging the gap between the private and
has been shaped by a development from social sector.
traditional charitable giving to more
institutionalised philanthropy. Characterised Given that large variances in economic
Despite the diversity of the philanthropy landscape by a shift from writing individual cheques to development remain across the region,
establishing foundations guided by strategic the urgency of needs and the priorities
across Asia, common drivers that facilitate the missions, continued build-up of expertise of local philanthropists in each country
can be different. This makes it difficult to
successful adoption of collaborative philanthropy and long-term capital commitment. This
comparatively late uptake of formalised establish common aims for collaboration
approaches can be seen in the region. These are: philanthropy has been attributed to the across borders. Even when focusing on
later economic development of much of one issue, such as primary education, the
the continent and limited exposure to the needs in each local context are often vastly
concept, but the region has since made different and require distinct responses.
1
The growth in philanthropic funding and the For example, access to academic resources
unparalleled strides.13 The amount of
diversity of approaches being used may be the overriding issue in one country,
philanthropic capital deployed continues
to increase at striking rates, the breadth of transportation to schools in rural areas may
actors in the ecosystem continues to expand be a pressing need in another. For individual
The rich history of community giving in and the level of expertise of philanthropists foundations, these specific needs often
2 Asia which enables an open-mindedness to
shared approaches
and philanthropic organisations continues to
deepen.
need to be rationalised against pre-defined
constitutional mandates. These added
complexities make it hard to identify shared
This development is supported by both aims across borders or to formulate and
The growth of next-generation wealth holders implement solutions at a regional level.
3
the economic growth in the region as well
in the philanthropic landscape who are open as growing efforts by policymakers to put
to new ideas in place policies and initiatives to enable
effective philanthropic giving. Mature
economies such as mainland China, Hong
The complex and multifaceted nature of
4
Kong SAR, Japan, Taiwan and Singapore, in
the challenges facing Asia which necessitate particular, have focused their efforts on
integrated solutions unlocking private
13. Ruth A. Shapiro et al., “Pragmatic Philanthropy: Asian Charity Explained”
16 17Four Factors driving Philanthropic Collaboration
2 3
Asia has a rich history of community Individual Giving Study by the National In the Philippines and Singapore, Next-generation wealth holders
giving to build on when adopting Volunteer and Philanthropy Centre (NVPC).18 community foundations have emerged as are starting to drive the Asian
Its Corporate Giving Survey 2017 indicated an option for funders looking for support
collaborative philanthropy philanthropic landscape and are
that 64% of corporate donors have integrated in managing their philanthropic portfolios.
approaches in local contexts giving into their core business in Singapore.19 Through their independent governance more open to new approaches such
Asian societies have a rich history of structures, community foundations promote as collaboration
generosity and charitable giving within their GlobalSadaqah is an Islamic charity transparency and accountability, while
While most individual philanthropists in
communities. Clan-based organisations crowdfunding platform in Malaysia launched partnering with community organisations to
markets such as mainland China, Hong Kong
in Southeast Asia, as well as caste-based in March 2018 that provides a more implement contextually appropriate solutions
SAR, and Taiwan are first-generation wealth
organisations in India, have historically transparent and Shariah-compliant channel to local development problems.
holders, we are witnessing the largest transfer
provided support to disadvantaged members for individual sadaqah (voluntary charitable
of wealth between first and second-
within their respective communities.14 donations) and corporate zakat (obligatory As of 2019, the Community Foundation of
generation wealth holders in Asia.24 India
Societies across Asia uphold these features of charitable donations) or CSR programmes.20 Singapore (CFS) had set up over 142 donor-
alone expects to see an estimated transfer of
charitable giving in their communities, such as Its partners include Bank Islam Malaysia, the advised funds, raised S$159 million in
US$128 billion from one generation to the
caring for the well-being of fellow community Islamic Development Bank Group and the donations and given out some S$87 million
next in the coming decade.25 According to a
members and organised faith-based National Heart Institute Malaysia. In its first in grants.23 Collaborative philanthropy
Harvard University study, of the 13,170
charitable activities as part of their culture. 15 year, GlobalSadaqah raised US$65,220 from approaches can leverage on these established
foundations in Asia and Pacific, more than
over 1,200 individual donors and US$185,000 principles and practices of community-based
75% were established in this century.26 In
Myanmar and Indonesia consistently rank from corporates.21 and focused giving to engage cross-sectoral
China, the number of registered foundations
among the top countries globally when and multi-stakeholder initiatives at scale.
has increased almost ten-fold from 739 in
it comes to the relative percentage of Many funders in the region tend to rely on
2005 to 7,027 in 2018.27
individuals of a population donating money.16 personal networks and family connections
Similarly, philanthropy in Vietnam has been to find local charities to work with. One
As a new generation of philanthropists
developed in the embedded national spirit reason for this is a lack of trust, stemming
emerges, so are more institutionalised giving
of responsibility for the community and the from perceived opacity of the philanthropic
strategies. Mainly, there is no prescribed
poor.17 In Singapore, individual donations landscape and its players. As a consequence,
approach or legacy of family giving at this
have grown significantly over the past foundations in Asia are still more inclined to
scale in the region. Additionally, there is
decade, with 79% of Singaporeans donating fund and run their own projects instead of
a dearth of established infrastructure,
S$2.11 billion in 2018, according to the 2018 working through intermediaries and others.22
predefined organisational strategies
and formalised relationships with other
14. Thomas Menkhoff, “Chinese Philanthropy in Southeast Asia: Between Continuity and Change” Bryan W. Husted, “Corporate
Social Responsibility Practice from 1800–1914: Past Initiatives and Current Debates” organisations and stakeholders. This offers an
15. Ruth A. Shapiro et al., “Pragmatic Philanthropy: Asian Charity Explained” opportunity for the further development
16. Charities Aid Foundation,” CAF World Giving Index 2018”
17. Vietnam Asia Pacific Economic Center,)”Philanthropy in Vietnam”
23. CFS, “What we do”
18. NVPC, “NVPC Individual Giving Study 2018”
24. UBS-INSEAD, “UBS-INSEAD Study on Family Philanthropy in Asia”
19. NVPC, “NVPC Corporate Giving Survey 2017”
25. The Economic Times, “Indian bizmen to transfer $128 billion to the next generation, says Karvy”
20. Global Sadaqah Donate Zakat, Sadaqah & Waqf Online
26. Harvard Kennedy School, “Global Philanthropy Report”
21. Salaam Gateway, “Islamic social finance crowdfunder Global Sadaqah aims to double funds raised this year from $250,000 in
2018” 27. Pishu “Annual Report on China’s Philanthropy Development (2019)
22. Wings, “A New Global Picture Of Organizations Serving Philanthropy 2017”
18 19Four Factors driving Philanthropic Collaboration
4
of the philanthropic ecosystem in Asia, Collaborative philanthropy facilitates Many donors gave unrestricted funds, Tencent’s 99 Charity Day leverages technology
building on the appetite of new generation integrated solutions to the complex underscoring the trust that CFS had built with to enable millions of Chinese citizens to make
philanthropists to collaborate, rather than its partners around donation allocation and direct donations through cashless payment
challenges of the 21st century
working alone.28 assessment. Similar to large scale donors, the methods.33 Technologies such as big data and
As the COVID-19 pandemic has shown, the public donations on the fund-raising website blockchain can help to improve transparency
Ecosystem acumen for philanthropy and philanthropic sector does not only need to Giving.sg reached a record S$13.6 million and accountability of the sector and thus
collaboration is growing rapidly in the region address complex issues but also respond to between 1 April and 19 April 2020, with build trust. These developments suggest that
as organisations actively seek to grow their rapidly unfolding crises. In 2020, there has many Singaporeans donating their Solidarity philanthropic collaborations that leverage
knowledge, identify relevant stakeholders, and been an unparalleled number of formal and Payment, a one-off S$600 cash payment by technology have the potential to create
establish networks. Financial institutions such informal collaborative philanthropic efforts the government paid out to all Singaporeans significant impact.
as UBS, Credit Suisse, Standard Chartered across sectors to mitigate the effects of the aged 21 and above, to support needy
and BNP Paribas are increasingly providing pandemic. members of the community.32 The longevity of philanthropic efforts and
philanthropy consulting services to respond integrated solutions remain a key challenge
to the needs of new funders. Collaborative The ‘Gotong Royong Movement’ in Indonesia, Addressing social challenges demands cross- in Asia. Most individual grants have short-
philanthropy offers a concrete approach for for instance, is a collaboration by Tanoto sector solutions. Increasing connectivity and term funding cycles of 1-2 years, with tight
such funders while simultaneously enabling Foundation, Indika Foundation, Djarum pronounced technological innovation in Asia restrictions on how the funds might be
wider sector alignment. Foundation, Tahija Foundation, YCAB, Golden has not only ignited economic growth but is used.34 Even though funders generally have
Agri-Resources Ltd (GAR), Triputra Group, also revolutionising philanthropy. Technology a strategy in mind for their philanthropic
KitaBisa, Basis Investment, and Kopernik.29 has reduced logistical limitations while portfolios, this does not necessarily align
The collaboration connects donors and accessible and affordable backend solutions with other sectoral or policy initiatives
grantees to address social issues arising due have lowered barriers to entry for many beyond their own impact and investment
to the pandemic, mainly focusing on Health stakeholders in the social sector ecosystem. mission. Also, few existing initiatives offer an
and Safety, Employability, Livelihoods, and Large technology companies in China investment-ready opportunity for funders
Education. In a matter of weeks, members leverage technologies such as AI, blockchain, looking to achieve systems change. Successful
donated over three million units of medical big data, cashless payment methods, examples of systems change initiatives
supplies, including masks and other personal alongside their financial resources to work in Asia, such as the Grameen Bank which
protective equipment (PPE) as well as rapid with other stakeholders and social purpose pioneered “solidarity group lending” without
test kits, to Indonesia and had undertaken to organisations (SPOs) to catalyse philanthropic collateral to underserved communities in
prepare training and provide capital for efforts and address social issues. Examples rural Bangladesh, are few and far between.35
those who found themselves unemployed as include award-winning Ant Forest, Alibaba’s Collaborative philanthropy can offer a bridge
a result of the COVID-19 crisis.30 In Singapore, Aliyun Philanthropy project, and the Ai to address this gap in the investment pipeline
the Sayang Sayang Fund was set-up by CFS You Foundation’s Venture Philanthropy at a larger scale by facilitating an approach to
to streamline and coordinate multiple donor Programme. jointly develop programmes.
efforts towards COVID-19 relief initiatives,
Interview quote Joyce Teo, Deputy Chief Executive Officer, CFS
the fund amassed S$1.5 million in 10 days.31
32. The Straitstimes, “Giving.sg receives record donation after Solidarity payment, urges more long-term giving”
28. SSIR, “Next-Generation Philanthropy” 33. Tencent, “Ushering in a new era of ‘rational charity’ with more than 28 million individual donations setting a record high’
Qingsongchou
29. AVPN, “COVID-19”
30. Ibid. 34. SSIR, “A New Model of Collaborative Philanthropy”
31. CFS, “Sayang Sayang Fund”. 35. Grameen Bank, Homepage
20 21COLLABORATIVE PHILANTHROPY IN ASIA Four Factors driving Philanthropic Collaboration
2 CASE
STUDY
DATA.ORG
YEAR OF SETUP: 2019
GEOGRAPHY: GLOBAL
COLLABORATIVE FRAMEWORK
DONOR DRIVEN
POOLED FUNDS
Refer to pg.45
COLLABORATIVE
STRUCTURE
The Mastercard Center for Inclusive
Growth and the Rockefeller Foundation
OVERVIEW jointly operate data.org, with both
In 2019 the Mastercard Center for Inclusive Growth and the Rockefeller Foundation jointly members committing to long-term
announced the founding of data.org. Each organisation committed US$25 million to the field building. Other members of the
collaborative focus on specific activities,
initiative, which aims to build the field of data science for social impact.36 The work is based
on the premise that the divide between those who have data and those who do not will
MEMBERS INCLUDE such as capacity building for nonprofits.
exacerbate other divides such as social and health inequalities. Through educating and Funding partners are the Mastercard Center Gaining more partners at both the field
enabling social sector organisations to engage with data science, data.org hopes to support for Inclusive Growth and the Rockefeller building and programmatic levels is one
programme development and management and to empower the social sector to be a Foundation; programme partners are of the joint aims of the Mastercard Center
proactive partner for the public and private sector. DataKind, Tableau Foundation, Community for Inclusive Growth and the Rockefeller
Solutions, and Benefits Data Trust. Foundation moving forward.
36. The Rockefeller Foundation, “Mastercard and The Rockefeller Foundation Announce data.org: A Platform for Data Science
Partnerships”
22 23COLLABORATIVE PHILANTHROPY IN ASIA Collaborative Philanthropy for Collective Impact and Systems Change
3 COLLABORATIVE
PHILANTHROPY FOR
COLLECTIVE IMPACT
AND SYSTEMS CHANGE
Much like collaboration itself, philanthropic organisations to become part of
the conversation, learn from each other and
the concept of collaborative
MOVING ultimately design collaborative solutions to
effect collective impact and systems change.
philanthropy is not an isolated
FORWARD notion but connected to the 3.1 Collective Impact through
data.org seeks to develop its demonstrated value that lies Collaborative Philanthropy
PROJECTS programmes with partners across the
within collective impact, i.e. Collaborative philanthropy ideally feeds into
data.org sees governments, funders, public, private and social sector. As wider social initiatives that align objectives
the development in the wider and resources to address identified
corporates, and NGOs as the key part of the initial field-building efforts,
data.org has launched the US$10
social sector to align objectives needs and social challenges that require
stakeholders in achieving its goals, and integrated solutions. These initiatives are
aims to work with all of them through its million data.org Inclusive Growth and and resources to address led by philanthropists and philanthropic
organisations but often expand beyond the
programmes to ensure and enable unified Recovery Challenge, seeking to fund social challenges that require
social sector to achieve greater impact.
data-driven solutions across sectors. either initiatives that are driven by solutions that are bigger than
One of its first initiatives is capacity data scientists or those with an idea The 17 United Nations Sustainable
the sum of their parts.38 Development Goals (SDGs) and their
building of NGO leaders through co- for how they could use data science
169 targets represent global social and
developing effective education and training to address social issues.37 Asia is one Collaborative philanthropy defines and
environmental issues that collective impact
describes a practical approach of how the
programmes in data science methods of the focus regions, as it offers a initiatives can rally around. In 2019, the United
philanthropic sector can build on collective
Nations Economic and Social Commission for
and approaches. data.org has also started high impact environment, strong data impact as a concept and partake in creating
Asia and the Pacific (UNESCAP) estimated the
solutions at scale. This understanding offers
conversations with the private sector in connectivity, advanced technological investment gap to meet the SDGs by 2030
an entry point for philanthropists and
capabilities, data science expertise to be US$1.5 trillion a year in the Asia-Pacific
Asia to bring some of the global discussions
around impact data to the region. and an active social sector. 38. FSG, “Developing the Collective Impact Framework”
37. Ibid
24 25COLLABORATIVE PHILANTHROPY IN ASIA Collaborative Philanthropy for Collective Impact and Systems Change
region alone.39 Private capital can play a major In 2013, the US government brought together the period of 2017 to 2021.44
role in bridging this gap, and philanthropic business, nonprofit and philanthropic leaders This was done to broaden their own
capital can act as a catalyst for leveraging it. to rally around the topic of gaps in feedback perspective of the ecosystem and to
With a pool of funders, including MacArthur loops. The Hewlett Foundation took these reflect the reality that social progress is
Foundation and ClimateWorks Foundation, conversations forward and convened small accomplished by the collective endeavours
Energy Foundation China was founded in groups of funders around the country to of a whole community. NCSS builds on these
1999 to address climate action (SDG 13) assess their options. Together with the David strategic efforts by, for instance, hosting
through sustainable energy initiatives. To and Lucile Packard Foundation, the Ford convenings around collective impact for multi-
date, Energy Foundation China has funded Foundation, the Gordon and Betty Moore stakeholder groups that include funders and
close to 3,000 projects in China with a Foundation, the JPB Foundation, Liquidnet, foundations.45
combined capital commitment of over US$330 the Rita Allen Foundation and the W.K. Kellogg
million.40 Foundation, this led to the founding of the One example is the North East Integrated
Fund for Shared Insights.42 The national Care Programme (ICP), a collective initiative
collaborative aims to elevate the voices of that was started in 2014 by partners, including
Collaborative philanthropy can people and communities often least heard. the North East Community Development
help not only by directly funding One of its most prominent campaigns, the Council (NE CDC), the Ministry of Social and
Listen4Good (L4G) campaign, a method to Family Development (MSF), SHINE Children
grantees that work at scale collect beneficiary feedback through simple and Youth Services, the Singapore Scout
surveys, had its Asian pilot in 2019 with Association (SSA), Trampolene and multiple
but also through fund-the-
projects in Singapore and Australia.43 primary schools.46 The programme addresses
funder schemes. For example, social mobility issues through a multi-
As the philanthropic sector in Asia is still stakeholder care programme that matches
funders might grant funds to growing, engaging in collaborative initiatives at-risk children to available help across
community foundations with without delay can avoid sustained and various support schemes and organisations.
deepening fragmentation of the landscape The programme is built on the five conditions
a strong local strategy for re- and ensure integrated solutions. This can of FSG’s Collective Impact Framework. Due
help to establish a funding landscape and to its success in supporting identified at-risk
granting purposes.
ecosystem that can facilitate effective children to pass their PSLE, the ICP model was
collective impact beyond the philanthropic replicated with the South West district in 2019
Co-Impact generally awards grants of US$10- sector. In Singapore, the National Council and is expanding its scope from focusing on
25 million over five year periods, if not to of Social Service (NCSS), in collaboration primary schools to also include secondary
grantees, then to organisations who act as with social service sector partners as well as school education.47
intermediaries to ensure funds are disbursed funders, businesses, government agencies
into the system by organisations that are and service users, developed the Social
deeply rooted in their local contexts as well as Service Sector Strategic Thrusts (4ST), a five-
to ensure cohesive programmatic alignment.41 year strategic development programme for
44. NCSS, “4ST”
39. ERIA, “UNESCAP Proposes up to $1.5 Trillion Investment Per Year in Asia Pacific to Achieve SDG 2030” 45. NCSS, Conference On Collective Impact
40. Energy Foundation China, Hompepage 46. Social Space,North East Integrated Care Programme (ICP): A Ground-Up and Grounded Model
41. Co-impact: “Open Call for Systems Change Grants, Round Three” 47. https://www.youtube.com/watch?v=WSSHk1y0c&feature=youtu.be
42. Fund for Shared Insights, Homepage
43. AVPN, “Listening to the Voice of the Beneficiary”
26 27Collaborative Philanthropy for Collective Impact and Systems Change
3 CASE
STUDY
COLABS
YEAR OF SETUP: 2018
GEOGRAPHY: SINGAPORE
COLLABORATIVE FRAMEWORK
THE COLLECTIVE IMPACT FRAMEWORK
The Collective Impact Framework was developed by FSG in 2011 to
summarize their key research findings of conditions that together DONOR DRIVEN
produce successful collective impact initiatives that are based on
true alignment and lead to powerful results.48 They found these
conditions to be:
SHARING INFORMATION
A Common Agenda
Refer to pg.45
Shared Measurement
Mutually Reinforcing Activities
Continuous Communication
Backbone Support
FSG’s continued work has reinforced the importance of these five
conditions and they continue to serve as their core for differentiating
collective impact from other forms of collaboration.49 However, they
OVERVIEW
also acknowledge the importance to adapt these conditions to local In 2017, the National Volunteer and Philanthropy Centre (NVPC) and the Community
contexts and projects. In the case of the ICP initiative in Singapore, Foundation of Singapore (CFS) pioneered Colabs. The philanthropic initiative aims to catalyse
the collaborative partners decided to add two conditions to account collaboration among the public, private and social sectors to facilitate joint action to tackle
for the collective structure and project aims, namely: complex social issues in Singapore. Led by NVPC and CFS, Colabs serves as a platform for
A Community of Partners philanthropists, non-profits, businesses, government representatives, sector experts and
Aggregator of Resources 50 beneficiaries to exchange knowledge and insights, deepen shared understanding of social
issues and identify opportunities for collaborations for greater impact.
48. SSIR, Collective Impact
49. SSIR, Essential Mindset Shifts for Collective Impact
50. https://www.youtube.com/watch?v=WS-XSHk1y0c&feature=youtu.be
28 29COLLABORATIVE PHILANTHROPY IN ASIA Collaborative Philanthropy for Collective Impact and Systems Change
MEMBERS INCLUDE
The National Volunteer and Philanthropy
Centre (NVPC) and the Community
Foundation of Singapore (CFS); Project level:
Actors across the private, social, and public
sector.
PROJECTS
Since its inception, Colabs has facilitated
three series, namely Children & Youth,
Persons with Disabilities, and Seniors in
Singapore.
COLLABORATIVE The Children & Youth Colabs series in 2017
PROJECTS (Continued)
serves as a key example for the Colabs
STRUCTURE collaborative structure. More than 100 A significant outcome of the Children &
Philanthropists, businesses, non-profits, participants from 70 organisations across Youth Colabs series is the first Singapore MOVING
diverse sectors came together to discuss Youth Impact Collective in 2018, which
FORWARD
government representatives, sector experts
and beneficiaries come together around the impact of education on social mobility.51 uses the Collective Impact model. The
specific cause-based social issues. Each Stakeholders went on a learning journey initiative saw the launch of two youth Having conducted three Colabs
Colabs journey centres around the three to uncover the complexity of the issue empowerment programmes and a new series, NVPC distilled key insights
phases of and recognised that while education is A.P.T.I.T.U.D.E. Centre at ITE College Central and learnings from the series and
an important factor to bridge social gaps, to help disadvantaged youths transition developed a Colabs toolkit as a guide
jointly learning to have a deeper
other socio-economic factors may also successfully from the classroom to working for anyone keen to solve complex
appreciation about the complexity in the
affect youths’ socio-emotional development, life. The initiative comprised six members, issues in a collaborative manner. The
ecosystem and its inter-relationships
academic performance, aspirations, as well who pledged an initial amount of close to toolkit includes key principles of the
aligning priorities to identify
as employability.52 The Children & Youth S$1 million towards the programmes.53 Colabs framework, a guide on how
opportunities, assets and strengths for
Colabs journey from the inaugural session As of the time of publication, close to S$2 to run a Colabs series as well as key
collaboration
to the alignment boot camp spanned over million had been raised, including funding considerations to foster community-
taking action by collaborating to achieve eight months. for programme evaluation.54 based collaborations.
greater social impact
51. NVPC, “A Call for Collaborative Giving: Closing the Gap 53. Ibid.
Disadvantaged Young Persons” 54. NVPC, Interview insights’
30 52. CFS, “The first Singapore Youth Impact Collective to 31
empower disadvantaged youths”COLLABORATIVE PHILANTHROPY IN ASIA Collaborative Philanthropy for Collective Impact and Systems Change
1
3.2 How Collaborative They want to eradicate hunger rather than Pooling philanthropic resources organisations yield the ability to influence
feed the hungry. This growing interest in at scale policy given their voice, networks, and
Philanthropy can Effect so-called “audacious social change” is partly convening power.60 Collaboration among
Systems Change propelled by examples of philanthropy-led Tackling big problems requires flexible and funders brings greater visibility to the cause
large-scale impact like the virtual eradication coordinated investments of a scale and they are supporting as well as increased
Systems change necessitates a of polio and the huge reduction in malaria- duration commensurate with the challenge credibility to the collaborative as a whole.61
related deaths worldwide led by the Gates and ambition of the work.58 An individual Heightened public attention for a particular
fundamental change in policies, Foundation.57 foundation may have multiple priority areas policy issue can help give more traction in
and thus be unable to solely provide the
processes, relationships, and engagements with policymakers. In addition
Collaborative philanthropy offers the resources necessary to achieve systems with their increased influence, philanthropic
power structures, as well as opportunity for the philanthropic sector to change in a particular domain. Collaboration collaboratives are better placed to leverage
play a leading role in catalysing systemic among funders, especially through pooled public funds for their cause compared to solo
deeply held values and norms.55 change by: funds, makes more resources available to efforts.
address a specific development issue as well
This is a complex process which cannot
1
Pooling philanthropic as enables greater impact through economies
3
be achieved overnight. In the context of
resources at scale of scale.59 Ten philanthropists working
development, systems change involves the
together may be able to achieve more than a
participation of diverse stakeholders including
hundred working in silos.
non-profits, civil society, private sector, and
the public, in addition to the indispensable
role of governments. It requires developing
2 Ensuring credibility and
visibility at a systems level
2
Leveraging cross-sector assets and
expertise
a theory of change (TOC) based on solid Successful collaboration requires a common
3
research, identifying the organisations and Leveraging cross-sector Ensuring credibility and visibility agenda, shared measurement systems, and a
individuals interested in working on a similar assets and expertise at a systems level mechanism for knowledge sharing, learning
issue, and helping them join forces to achieve and course correction. This can be enabled
common outcomes.56 Systems change involves changing laws, and supported through tools such as regular
policies, and governance practices, in-person meetings, guided knowledge
Philanthropists and philanthropic which makes the role of the government transfer and exchange, project dashboards,
organisations are increasingly interested in indispensable. Government buy-in makes it and feedback loops. Having a philanthropic
alleviating root causes of social problems easier for other stakeholders to add value to collaborative that adheres to these norms
alongside funding remedial measures. They a systems change initiative. However, public ensures that partners build on each other’s
want to prevent diseases instead of treating administration is usually hard-pressed for knowledge so that together, they are better
them. time and resources given the multiplicity of informed and more effective in addressing
challenges it is mandated to address. the issues at hand.
Philanthropists and philanthropic
58. Olivia Leland, “A New Model of Collaborative Philanthropy”
55. Srik Gopal et al., “Fostering Systems Change”
59. The Bridgespan Group, “Value of Collaboration Research Study: Literature Review on Funder Collaboration”
56. Jeffrey C. Walker, “Solving the World’s Biggest Problems: Better Philanthropy Through Systems Change” OECD, “Venture Philanthropy in Development: Dynamics, Challenges and Lessons in the Search for Greater Impact”
57. Susan Wolf Ditkoff et al., “Audacious Philanthropy,”; David Gelles, “Major Foundations, Eager for Big Change, Aim High” 60. Olivia Leland, “A New Model of Collaborative Philanthropy”
61. The Bridgespan Group, “Value of Collaboration Research Study: Literature Review on Funder Collaboration”
32 33COLLABORATIVE PHILANTHROPY IN ASIA Collaborative Philanthropy for Collective Impact and Systems Change
4 CASE
STUDY
THE INDIA CLIMATE
COLLABORATIVE (ICC)
YEAR OF SETUP: 2019
MEMBERS INCLUDE
GEOGRAPHY: INDIA
COLLABORATIVE FRAMEWORK 40+ organisations, including Tata Trusts,
Rohini Nilekani Philanthropies, Mahindra
Rise, Wildlife Conservation Trust, Swades
Foundation, Sanctuary Asia Foundation.
DONOR DRIVEN
POOLED FUNDS
Refer to pg.45
COLLABORATIVE PROJECTS
STRUCTURE The ICC approach aims to inspire, connect,
The ICC is jointly funded by its network and and empower institutions, individuals
OVERVIEW leverages their diverse resources and skills and communities to rise to India’s climate
The India Climate Collaborative (ICC) is the first collaborative to address climate change in to improve the efficiency of the collective challenge. ICC’s grants are targeted
India.62 Formed in 2019, the collaborative launched operations in 2020 and already counts investment and to co-create programmes towards creating catalytic impact by driving
over 40 members that include philanthropists, government agencies, corporates, and and initiatives. The platform also seeks to greater funding and visibility of Indian
universities and research institutes who are partnering with downstream organisations and matchmake funders through co-investment philanthropy towards climate change. Its
working with media and civil society to scale their collaborative impact in the climate sector. opportunities using its extensive ground initiatives address critical knowledge gaps
The ICC serves as a platform for collective investment and knowledge sharing and aims to network. To support this, ICC focuses on such as deficient public awareness about
direct visibility and funding towards climate change and convene collective action in India.63 building trust amongst its members and the negative impacts of climate change
ensuring agreement on governance and and a lack of expertise across divergent
defined roles and responsibilities. stakeholder groups.
62. India Climate Collaborative, Homepage
63. Oak Foundation, “India’s top philanthropies come together to launch the India Climate Collaborative”
35COLLABORATIVE PHILANTHROPY IN ASIA Characteristics and Common Frameworks
PROJECTS (Continued) 4 CHARACTERISTICS
AND COMMON
FRAMEWORKS
Some of the first ICC projects include:
Building expertise and knowledge on
climate change in India, and making this
information more widely available and 4.1 Characteristics of Successful Collaboratives
digestible through videos, interactive
The success - or failure - of any philanthropic collaborative depends on several
tools, infographics, etc. variables. Some key determinants of success include:
Convening donors and funders to
engage them on various climate
subsectors (e.g., introducing India’s
1 Shared aims
air quality landscape, key actors, and
opportunities for philanthropy to Indian
donors)
2 Leadership & governance
Identifying, articulating and measuring
MOVING
climate co-benefits of ongoing programs FORWARD 3 Trust
run or funded by ICC members
Realising that a shared narrative
Creating and maintaining India’s densest is vital for coordinated action and
low-cost network in Mumbai, by building
a multi-stakeholder five-year project
convening power, the ICC is working
on building a convincing, India-focused
4 Communication
that will help identify pollution hotspots climate narrative. It will integrate a set
and work with the local municipality to
strengthen capacity and enable action to
of strategies to fill gaps in the system
and systematically strengthen climate
5 Adaptability
improve Mumbai’s air quality.64 action in India by diving deep into
sectoral areas and moving towards
a greater balance of proactive and
6 Local participation
64. Livemint, “Can the India Climate Collaborative make a
difference?”
reactive programming.
36 37COLLABORATIVE PHILANTHROPY IN ASIA Characteristics and Common Frameworks
1
Shared aims Walton Family Foundation, Margaret A pressed for time and bandwidth to engage The ClimateWorks Foundation, a global
Cargill Philanthropies, and USAID—as in the administrative and logistical tasks philanthropic collaborative focusing on
One of the strongholds of successful well as regional donors. Its purpose is to necessary to keep a collaborative initiative climate change, found that organisational
collaboration is not cohesiveness, but facilitate alignment of individual grantmaking focused and moving forward. As a neutral culture is equally as important as programme
members that offer unique value to both strategies for shared aims of marine body, a backbone support organisation, even strategy.70 With more than 25 funding
the collaborative and each other. Having biodiversity conservation and effective with a lean staffing model, can help with partners, it realised that strong trust among
experts of different fields is a benefit to the fisheries management through coordinated coordination across members and over the the partners ensured the accountability
collaborative, especially if they come with research and knowledge sharing.66 lifecycle of an initiative, can play a vital role in and integrity required for successful
varied perspectives on issues. Actors across developing strategy and shared measurement collaboration. ClimateWorks commits its
2
the social and private sector can provide systems, mobilising funding, and advocacy. leaders to prioritise respect, honesty, and
financial capital, enable access to networks, transparency while at the same time aiming
provide capacity building opportunities and 10to19, a multi-stakeholder collaborative to achieve organisational goals, such as
technical assistance, design programmes and Leadership & governance launched by Dasra in 2017 focusing on securing additional funding and creating
support their implementation, and facilitate improved health and education outcomes for an organization with a worldwide reach. To
community outreach. Policymakers and the The leadership structure and governance
adolescents in India, initially grappled with the enable such an environment, leaders take
public sector are in a unique position to add frameworks of any philanthropic collaborative
lack of trust amongst partners. Dasra as the on the role of supporter and convener,
legitimacy, public funding, provide scale and should be tailored to suit the needs and aims
backbone organisation was able to deal with rather than unilateral manager. Additional
mass outreach, as well as hold a unique of the collaborative. Their primary objective
this issue by breaking their ambitious impact learnings of the collaborative that support
position to catalyse public awareness and should be to ensure that all voices are
goal into short-term achievable targets, this organisational environment are to
take the collaborative forward by modifying or embraced and represented, and sub-factions
focusing on quick wins, and continuous embrace risk and failures, to account for
formulating policies. that may lead to conflict are avoided.67 Strong
internal communication which demonstrated all perspectives, to align values, and to
yet adaptive leadership in the context of
accountability to the partners and helped continuously recalibrate based on deep
However, having aligned desires to collaborative philanthropy entails having an
build trust.69 reflection.71 The foundation has made grants
collaborate does not necessitate having appetite for risk, being patient to the slow
amounting to over US$1 billion since its
3
similar motivations. While it is important to process of developing effective solutions to
inception in 2008.
understand why each member is participating tricky problems, and having the candour to
accept success and failure equally.68 Unsteady,
4
in the collaborative, all members do not have
hesitant leadership will be ineffective in
to have similar reasons. All members do not Trust
need to agree on all the dimensions of the steering challenging relationships within
a collaborative environment and enabling Collaboration is enabled through strong
problems they seek to address. However, all Clear and regular communication
participants must agree on the primary goals members to strategically align their interests. relationships and mutual trust. Individual
for the collaborative as a whole.65 relationships between members are just as Frequent communication within the
One way to support formalised leadership important as organisational relationships that collaborative is critical for successfully
The Indonesia Marine Funders Collaboration is to establish a backbone support the collaborative may develop with partners navigating the “human dimension” of
(IMFC), launched in 2017, is a collaborative organisation to steward governance norms and communities. Cultivating a culture of collaboration. This could entail resolving
involving four core U.S.-based funders— and processes. Individual members in a transparency and reliability between the differences, managing power politics,
David & Lucile Packard Foundation, the philanthropic collaborative may be hard- collaborative members enables building cultivating willingness among participants
up trust and enhances the credibility of the to cede control in the collective interest, or
65. John Kania et al., “Collective Impact” collaborative. accepting vulnerability that comes with being
66. Indonesia Marine Funders Collaboration, Homepage
67. Rockefeller Philanthropy Advisors, “Collaborative Giving”
69. The Bridgespan Group, “Philanthropic Collaboratives in India: The Power of Many”
68. The William and Flora Hewlett Foundation and the David and Lucile Packard Foundation “ClimateWorks: Lessons in Learning
and Leadership” 70. Alliance, ”Philanthropy’s deliberate leaders: the story of the ClimateWorks Foundation”
71. ibid.
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