Africa-Press – Eswatini. In the face of society’s pressing challenges, the demand for innovative solutions has never been more critical.
These solutions must be integrative, collaborative and foster symbiotic partnerships that are capable of addressing the complexities and interconnectedness that have arisen at the intersection of globalisation and technological advancements. This new reality has blurred the lines between local and global issues, intertwining peoples, places, problems and policy interventions, thus necessitating novel approaches to untangle these complexities. It is within this context that inter-sectoral partnerships, involving corporations, institutions, organisations and populations, emerge as a groundbreaking innovation. These partnerships, which create a new hybrid synergy by combining the interests of investors, industries and companies with those of civil society and non-governmental organisations (NGOs), have shown to be productive in addressing contemporary societal challenges. Despite the potential benefits, the private sector and non-profits have historically struggled to develop symbiotic collaborations, viewing partnerships beyond philanthropy as overly complicated and fraught with potential for failure.
The longstanding polarisation between these sectors has hindered the development of effective partnerships. However, enhancing NGO-private sector cooperation holds the potential to yield extraordinary benefits for both entities, ranging from increased access to assets, resources, capital (including human, network, financial and community resources), to the potential for sustainable development assistance, enhanced legitimacy and reputation. As NGOs and the private sector venture beyond their core competencies, the convergence of their skills would become the partnership’s core strength, opening new avenues for collaboration and future opportunities. Today’s challenges necessitate integrative and multifaceted approaches to problem-solving and development assistance, including innovations such as NGO-private sector partnerships. This cooperation is essential for generating sustainable, effective, expert and innovative solutions to the formidable and complex issues faced by contemporary society. Moreover, collaboration can address the structural inefficiencies inherent in both NGOs and the private sector, thereby improving problem management, mitigating issues and delivering effective development assistance.
Conflicts
The dwindling donor resources, exacerbated by geopolitical developments such as the conflicts in Ukraine and Gaza, have prompted local NGOs to explore novel engagement strategies with significant players in the business world, forming strategic partnerships. These partnerships are mutually beneficial, however, NGOs are at a disadvantage unless they can articulate a compelling business case for collaboration. This does not imply that the relationship is inherently exploitative. On the contrary, both parties can achieve immense benefits and impact through collaboration. Businesses, endowed with legal personhood, are not immune to the social issues addressed by NGOs. The development goals advocated by NGOs, such as access to potable water and road infrastructure, benefit both individuals and businesses, providing a fertile ground for collaboration. The stronger and more politically palatable voice of business can play a transformative role in advocating for change alongside NGOs.
Furthermore, there is a wealth of knowledge that NGOs can glean from the private sector to enhance their operational effectiveness. Contrary to the view that running an NGO is distinct from managing business, the reality is that both require hard work, strategic planning and financial discipline to achieve sustainable impacts. Like in business, NGOs must focus on generating surplus and achieving their intended outcomes, while managing finances effectively to ensure operational continuity. The need for good strategy, strong discipline and respectful treatment of staff is as crucial in NGOs as it is in businesses.
Adopting
In pursuing these goals, NGOs should not shy away from adopting strategic or even aggressive approaches to management. Adopting the same vigour, passion and discipline, as is customary in the business world, does not detract from the charitable nature of their work, but rather maximises the impact and sustainability of their actions. Moreover, the professional development practices prevalent in corporations – such as rotational programmes, internal leadership development and clear promotion paths – are areas where the non-profit sector can learn and improve. By focusing on funding professional development opportunities for non-profit staff, NGOs can foster a culture of learning and growth, enhancing their effectiveness and impact in addressing societal challenges.
The intersection of NGOs and the private sector offers fertile ground for innovative solutions to today’s challenges. By embracing collaborative partnerships and learning from the operational strategies of the private sector, NGOs can enhance their effectiveness, sustainability and impact, contributing to a more equitable and prosperous society. The kingdom’s civic space is undergoing serious challenges and never has there been a need, in my view, for a robust and strong civil society like now. Sadly, what we are seeing on the ground is the shrinking of the space and the demise of many, hitherto, strong NGOs, which is resulting in a noticeable advocacy gap on a number of issues including human rights in general, women’s rights, children’s rights and the natural environment. NGOs in the kingdom need to step up, professionalise and reclaim their space in public discourse. Their silence is too loud.
Source: times
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