While collective impact is not always the only or even the most appropriate approach, when conditions are present for a successful, multi-sector collaboration to address a systemic issue in a foreign country, two dimensions require particular consideration.

1. Build relationships and test interest before investing in local capacity.

Over the years, multiple funders have approached us convinced that collective impact principles will deliver transformative impact on a social issue in a foreign context. Typically, these funders are interested in identifying local partners for such an effort, recognizing that they need significant local interest and capacity to successfully move forward.

This involves investing additional time in explaining the new model, and reassuring actors on the ground that they are aiming to make a long-term investment and maximize the value from existing activities and resources, rather than run a short-term pilot. And rather than attempting to measure population-level outcomes of any such investments in the first 24 months, funders should focus on tracking evidence of stronger relationships between partners that lead to shared ownership of strategy.

2. Engage early and often with government leaders.

Some countries have a stronger history of reliance on government-run social safety nets than others. In countries like Brazil, Mexico, and Germany, for example, where the government is the primary if not the only provider of social services, there may be an expectation that municipal, regional, or even national government officials will consult with community leaders, nonprofits, philanthropies, and the private sector, develop their own solutions, and manage implementation. These expectations can present challenges for any attempt to implement a more collaborative process. “Please prepare your recommendations and I will decide,” said one city official we met, in front of private foundation, business, and nonprofit leaders asking for his support. This was not surprising to those who had worked with public sector officials before. However, the reason these non-government actors decided to experiment with collective impact principles in the first place was because of its potential to address systemic issues, and its aim to incorporate more inclusive cross-sector dialogue and decision-making.

As mentioned above, finding the right partner in government and engaging with them early is important. Senior government officials may not have time to participate in all the conversations needed to sustain an effective collaboration over time, so it can help to identify their trusted advisors, who have the ability, willingness, and authority to represent the government perspective but also the bandwidth to take on this liaison role.

Read the full article about collective impact by Arani Kajenthira and Philippe Sion at Stanford Social Innovation Review.