• Advances the view that a profoundly changing context should force a period of inflection – during which the role, purpose and interdependence of the independent funding community should be openly explored
  • Proposes creative thinking, based on principles such as humility, sharing and openness; the need for active network building and collaboration; and, critically, starting with the skills, talents and priorities of people and communities at the grassroots.
  • Funders try to account for impact in isolation, can be myopic in delivering against their individual missions, seeing linear and discrete answers to what are often a multilayered and innately complex set of social needs.
  • Identifies a lack of capacity-building support for initiatives to make the transition from pilot project to organizational or project sustainability, as well as for campaigning. Also suggests same for transition from sustainabilty to scale and replication.
  • Suggest funders are too risk averse, evidence on what works is patchy, communication and data sharing within the sector can feel shallow and there are few collaborative funding efforts.
  • Questions whether independent funders have the collective capability or infrastructure to address these challenges.

Source: Collaborate at London South Bank University – Collaborating for better outcomes