Looking forward to the discussions later! There is a lot of great information already in these responses, and I am sure there will be more. www.linkedin.com/in/barnaby-briggs
My name is Richa Paliwal, and Iâm the Director - Insights and Strategic Communications at CottonConnect. Driving impactful sustainability initiatives across agriculture and textile supply chains for 10+ years. Expertise spans across sustainable sourcing, supply chain resilience, stakeholder engagement, and community-led initiatives, creating brand value through strategic marketing and communications.
CottonConnect is a pioneering social enterprise dedicated to reimagining the future of supply chains. With teams across the globe, we work to improve the sustainability of global textile supply chains, helping producers and farmers operate more responsibly and secure better livelihoods.
LinkedIn Profile - https://www.linkedin.com/in/richa-paliwal-94137528/
My name is Meshack Kawinzi from Kenya. I work at National Organization of Peer Educators Kenya. We have implemented several cross-sector collaborations which include: Youth & Gender Empowerment, Health Systems Strengthening, Environmental & Livelihood Projects, Media & Advocacy and workplace programs. Specifically, I have been involved in Global Health Advocacy Incubator (GHAI) program an initiative of the Campaign for Tobacco-Free Kids, focused on supporting civil society organizations to advocate for public health policies that save lives. The program has just ended in Kenya, basically rallying civil societies and the media to petition the government officials to put into place public health policies that resonate with the current global happenings and that push the countryâs agenda in the direction of SDGs. Why it was successful is because National Organization of Peer Educators â NOPE, engaged each entity (civil societies, media, council of governors and members of county assemblies â from selected counties) independently to understand what policies need to be fine-tuned or included in the agenda. Further, we brought these organizations together in the efforts to co-create the policies and present to the government. NOPEâs experience reveals both the promise and pressure of cross-sector collaboration in Kenya. But for lasting impact, we must go beyond donor-led models and integrate with tech innovators, community-led solutions, and county-level systems. The future of collaboration is not just multi-sectorialâitâs about co-designing, accountability, and localization.
https://www.linkedin.com/in/meshack-kawinzi-6ab43b65/
There is a big disconnect in vision and mission making it very slow for companies to engage with cross-sector collaboration. Businesses are fast to optimize on profits accruing from transactions while governments and civil societies still struggle with bureaucratic processes and snail-paced approvals creating a great dissonance. While businesses take tech innovations as an opportunity to advance efficiency, governments are stuck in outdated systems, making data sharing impossible. Further, civil societies work with restricted donor funding, with defined donor goals and timelines, which may not advance the businesses and government agenda. Taxation policies and legal frameworks have for long created mistrust between government and businesses, it will take a miracle to reverse this for a mutual relationship. Collaboration can change the tables for a shared mission that equally benefits the organizations.
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Hello everyone, itâs a pleasure to be a part of this forum.
This is Ashfaque Kabir, Private Sector Coordinator, Global Alliance for Improved Nutrition (GAIN), Bangladesh.
Here are my responses:
- Whatâs a powerful example of cross-sector collaboration youâve been part of or witnessedâand what made it work?
An excellent and impactful cross-sector collaboration that Iâve been a part of is the SUN (Scaling Up Nutrition) Business Network (SBN). SBN is chaired by the Ministry of Industries in Bangladesh with Global Alliance for Improved Nutrition (GAIN) and WFP as co-convenors.
SBN advocates for the private sector to play a constructive role in meeting the nutritional needs of the country.
In Bangladesh, under the banner of SBN, GAIN has been working closely with the private sector, government and the academia to build a robust support network for the food sector SMEs so that they can play a critical role in meeting the nutritional challenges in the country.
Through SBN initiatives close to 1,000 SMEs and millers have been trained on topics that were critical for their capacity development.
There were also joint initiatives taken in collaboration with Bangladesh Food Safety Authority (BFSA), SME Foundation, Bangladesh Agricultural University (BAU), Bangladesh Small Cottage Industries Corporation (BSCIC) and National Association of Small Cottage Industries Bangladesh (NASCIB) that focused to create a supportive and thriving ecosystem for the food-sector SMEs.
- What do you think holds companies back from deeper, more meaningful collaboration with other businesses, foundations, civil society or government?
Businesses do not see all the actors in the ecosystem as supporters rather some view them as potential reasons for barriers or hindrances.
Building greater trust and mutual respect among actors to find common areas of cooperation and a greater appreciation for the roles that each actor is playing in the ecosystem.
If the actors can find common grounds of cooperation to curve out a path where actors collaborate to jointly achieve the common goals, then only perhaps we can see deeper and meaningful collaboration.
- How can partnerships move beyond short-term projects to create long-term systemic change?
Partnerships must outgrow from âwhat is my pie mindsetâ to value-adding mentality of the communities they serve. The implication will thus become moving partnerships to co-creating solutions, visions, missions, and continuous learning, and adaptation.
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Good morning everyone. Arnolda here. Looking forward to great discussions
Covid response in Kenya is a great example of this. Private sector for example came together, each company availing their expertise to help Kenyans. From manufacturers, logistics, telcos, big name supermarkets ( allowing shoppers to contribute packages for vulnerable people). For example one item that was in huge demand was sanitisers. Different organisations supported the production of sanitisers and other companies supported the distribution using their own distribution channels. This ensured that we had enough product and this product got to the people who needed it the most.
What made it work - unity of purpose and leveraging each otherâs strengths and expertise.
Boniface Mbuthia - Technical Director, Health Financing at Amref, I work from Kenya and support our Amref Country Offices to help countries in Africa improve health systems performance.
A1: Whatâs a powerful example of cross-sector collaboration youâve been part of or witnessed, and what made it work?
In Kenya, a compelling program on cross-sector collaboration that I have seen is the Wings to Fly Scholarship which has so far enrolled about 30,000 students from financially vulnerable households across the country. The cross-sector collaboration exists between Equity Bank and Foundation (private sector); Government through the Ministry of Education (national and sub-national.local government administrators (chiefs); Master card Foundation (Philanthropy) and selection panels (religious leaders and other opinion leaders representing community leadership)
Some of the successful factors that have made this program work include
(a) Shared purpose â all the partners are jointly committed to breaking the cycle of poverty through promoting access to quality education.
(b) Community-driven selection âthe community-based selection panels (comprising locally trusted leaders, such as government, e.g., chiefs, religious leaders, teachers, sub-national leaders, Equity staff, and Alumnis*)
(c) Integrated student support â The program goes beyond scholarship and includes life skills, leadership development, and mentorship.
(d) Blended financing âfrom the partners and the bank
(c) Long-term impact âthe program tracks the progress of the beneficiaries from school to career.
Wings to fly is more than a scholarship; it is a platform for national transformation that demonstrates that when business, philanthropy, and government join forces, it creates lasting social impact through creating future leaders and systems agents. This can be replicated in Africa and globally. This remains a compelling example of a business fighting poverty.
Reference: https://equitygroupfoundation.com/education-and-leadership-development/
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A2: What do you think holds companies back from deeper, more meaningful collaboration with other businesses, foundations, civil society, or government?
There are several factors that hold companies from deeper and more meaningful collaboration with other businesses, foundations, and civil society. I will discuss what I find most compelling
(A) Companies may not view themselves as agents capable of driving global development goals.** Despite the clarity and publicity given to the global development goals, many businesses may fail to see themselves as agents that can make some contribution to accelerating this process.
(B) Resource limitations: Companies may lack necessary resources such as time, funding, personnel, and understanding the benefits of creating social impact, limiting their engagements in collaborations.
(c) Insufficient knowledge and skills -Companies may lack the knowledge or skills necessary to effectively engage in cross-sector collaboration. This includes understanding how to navigate partnerships, measuring impact, and communicating effectively with diverse stakeholders.
(D) Collaboration complexities - Effective collaboration often requires navigating complex governance structures, legal frameworks, and regulatory environments.
(E) Short-term business pressures â Corporate decision making is often driven by a focus on immediate results (core business) rather than long-term social impact. This limits long-term investment that may take time to create the desired change.
(E) Lack of capacity or social impact mindset âmany companies lack internal champions who are motivated on social impact initiatives and may not have knowledge on how to engage in collaborations. This leads to low-level transactional (e.g., use of donations) rather than transformational initiatives (e.g. systems building)
These barriers can be overcome through building trusted partnerships, creation of joint governance arrangements among partners, focusing on the long-term impact rather than short-term goals, leveraging on cross-sector champions and adopting frameworks such as the five bridges to 2045 to align purpose, action, and systems change.
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A3. How can partnerships move beyond short-term projects to create long-term systemic change?
Despite existing challenges across countries, businesses can create long-term systemic change by promoting collaboration, knowledge exchange, and adaptability of frameworks such as the five bridges to 2045 among stakeholders. This will accelerate progress towards shared goals, continuous engagement, addressing root causes, and creating sustainable solutions.
(a) Emphasize collaboration: partnerships should prioritize collaborations among diverse stakeholders, including public and private sectors, to leverage resources and expertise effectively. This allows collective effort to drive significant progress on complex issues.
(b) Focusing on long-term social impact: Establishing a shared long-term vision is essential for guiding partnership efforts. Commitment from all partners to invest time and resources over an extended period can lead to more profound systemic changes.
(c) Focusing on root causes - Addressing the underlying issues rather than just the symptoms is crucial. Partnerships that aim to tackle root causes can create more sustainable and impactful solutions, ensuring that efforts lead to lasting change.
(d) Continuous monitoring and evaluation- Implementing robust monitoring and evaluation frameworks helps track progress against long-term goals. This accountability ensures that partnerships remain focused on achieving meaningful outcomes and can adjust strategies as necessary.
To move from short-term to systemic change, partnerships must become more like ecosystems than projectsâinterconnected, evolving, and driven by shared purpose over time. Thatâs how we build resilient, inclusive systems that last.
Title: Cross-Sector Collaboration and Tackling Poverty
1. A Powerful Example of Cross-Sector Collaborationâand What Made It Work
Over the past decade, Iâve worked at the nexus of academia, public policy, grassroots governance, and corporate social responsibilityâa journey that has convinced me that real change happens not in silos, but in collaborative ecosystems built on trust, shared learning, and community co-ownership.
One compelling example is the Rainwater Harvesting initiative in Sirsa, Punjab, led by ICICI Foundation, and the Watershed Development Programme in Uttar Pradesh, where I served as an academic evaluator. These interventions brought together CSR teams, gram panchayats, academia, and village communities, not just to construct check dams or recharge wells, but to build capacities, behaviours, and institutions that outlast the programme cycle.
Another was the Sheopur Tribal Girlsâ Education Project with Mobius Foundation, which I evaluated. Here, tribal communities were not passive beneficiariesâthey co-designed educational ecosystems that respected their culture while empowering girls to thrive. This became a model of inclusive, community-driven transformation.
As Non-Executive Director at CottonConnect UK, Iâve witnessed how responsible supply chains can become engines of poverty alleviation and rural resilience. Through its REEL (Responsible Environmental Enhanced Livelihoods) programme, CottonConnect works with thousands of smallholder cotton farmers across India to adopt climate-smart practices, reduce input costs, and access traceable, ethical markets. Initiatives like the Women in Cotton programme go a step furtherâchallenging the feminisation of poverty by equipping women farmers with knowledge, leadership, and financial autonomy.
These insights led us to develop what I often call âcollaboration with conscience.â
Furthermore, At CISE, University of Delhi, we bring these insights into actionâpartnering with NGOs, CSR arms, and panchayats on projects addressing menstrual health, livelihoods, and inclusive governance. Through this ecosystem, students, researchers, and policy professionals and companies become embedded in realities and real challenges co-designing solutions with communitiesânot for them.
What links all these effortsâfrom VisionSpring to Bharat Serums, from Mobius to CottonConnectâis a systems-level thinking and approach to multidimensional poverty. We donât just provide servicesâwe co-create ecosystems of empathy, equity, sustainability, and local agency.
2. What Holds Companies Back from Deeper, More Meaningful Collaboration?
Having led multi-stakeholder collaborations as an academic, CSR evaluator, and Board Director at CottonConnect, Iâve observed several systemic barriers that inhibit meaningful, transformative engagement across sectors:
- Silos Mindsets and Transactional Approaches
Most companies still approach CSR as charity or compliance. In contrast, my work with CottonConnectâs traceable supply chains and shows that co-created, inclusive partnerships are far more impactfulâand sustainable. - Short-Termism and Output-Centric Metrics
Systemic changeâespecially in women empowerment, rural health, education, or climate resilienceâdemands long gestation periods. Yet many CSR efforts are trapped in quarterly reporting cycles. For instance, in Jalalpur (U.P.), where I assessed BSVâs maternal and menstrual health initiatives, the full impact only unfolded when the programme aligned with local governance and health systems over time. - Lack of Institutional Platforms
There are few spaces in India for civil society, academia, corporates, and bureaucrats to co-create, reflect, and adapt. At CISE, weâve responded by building impact labs and studentâcommunity partnerships, but scalable national models remain rare. - Power Asymmetries and Trust Deficit
Whether in Mobiusâs Sheopur project or the VisionSpring eyecare programme, we saw impact flourish only when communities, SHGs, ASHA workers, and panchayats were given a genuine seat at the tableânot tokenized or sidelined. - Underutilisation of Academia
Despite being rich knowledge hubs, universities are often engaged only for post-project evaluation. But within CottonConnectâs impact measurement frameworks, demonstrates the value of embedding academic insight from the beginningâenabling evidence-based design, course correction, and adaptive scaling. - No Shared Vocabulary of Change
Whether working on vision access or sustainable agriculture, different sectors often use different frameworks and metrics. In our work, aligning interventions with SDG targets helped create a common language of impact, which enhanced scale, policy relevance, and mutual understanding.
This is why I advocate a shift toward collaboration rooted in conscience and co-creationâwhere CSR is not about visibility but about value, and where businesses become co-learners in societyâs journey towards justice and resilience.
3. How Can Partnerships Move Beyond Short-Term Projects to Create Long-Term Systemic Change?
From Sheopurâs tribal classrooms to Gujaratâs cotton farms, to menstrual health in Jalalpur, Iâve learned that systemic change only flourishes when partnerships are designed for continuity, shared ownership, and institutional learning.
Let me outline five strategies drawn from my experience:
- Strengthen Local Governance and Institutions
Whether it was the ICICI watershed project or BSVâs health initiative, what made them durable was the anchoring of power and responsibility in panchayats, SHGs, and ASHA workers. These institutions must not be bypassedâthey must be strengthened. - Move from Outsourcing to Co-Creation
In Mobius Foundationâs Sheopur initiative, we saw systemic gains because tribal elders and women leaders helped design curricula, mentor girls, and guide school norms. They were not beneficiariesâthey were stakeholders. - Integrate Feedback and Learning
At CISE, we build learning loops into our projects. In Jalalpur, we didnât just assess impactâwe proposed integrating new health indicators into the district MIS, allowing progress to continue beyond the programme. - Align with National and Global Agendas
Our work with CottonConnect gains traction because it aligns with Indiaâs SDGs, climate goals, and rural development missions. The REEL and Women in Cotton programmes deliver both farm-level resilience and brand-level sustainability, creating systemic incentives for continuation and scaling. - Build Cross-Sector Platforms for Iterative Collaboration
At CISE, weâre institutionalising dialogue between students, policymakers, corporates, and communities. At CottonConnect, we co-create with brands, agronomists, certification bodies, and farmers, building systems where learning is shared and strategy is co-owned.
This is the heart of our approach: we donât just study povertyâwe dismantle it through collaborative innovation.
Whether itâs tackling climate vulnerability, menstrual stigma, income instability, or gendered exclusions, each intervention Iâve led has sought to move beyond project-based impact to ecosystem-based transformation. That is the future we must buildâtogether.
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My name is Wangari Mwangi, and I serve as the Trade Advisor for Market Access in the Healthcare and Life Sciences Sector at the British High Commissionâs Department for Business and Trade in Nairobi, Kenya. In this role, I support UK businesses across different sectors navigate and overcome trade barriers to ensure smoother business operations and specifically also support healthcare companies looking to enter or expand in the Kenyan market. I am excited to join this online forum on cross-sector collaboration. Happy to connect and explore synergies!
Q1: A powerful example of cross-sector collaboration**
âOne collaboration Iâm proud of is CottonConnectâs work bringing together global brands, local NGOs, and farming communities to embed Human Rights Due Diligence into the cotton supply chain. What made it work was a shared purpose, long-term commitment, and trust in each partnerâs expertise. We werenât just ticking boxesâwe were building something inclusive and lasting.â
Q2: What holds companies back from deeper collaboration**
âHonestly, itâs often fearâfear of losing competitive edge, fear of sharing sensitive data, and sometimes, just misaligned goals and timelines. Many companies are still stuck in a transactional mindset. For collaboration to be meaningful, we need to shift from ownership to shared impact.â
Q3: Moving from short-term projects to long-term change**
âTo move the needle, partnerships need to start with a shared vision, align with business strategyânot sit on the sidelines as CSRâand have mechanisms for inclusive accountability. Itâs also about designing for scale and engaging with policy to influence broader systems, not just projects.â
A1: [ Whatâs a powerful example of cross-sector collaboration youâve been part of or witnessedâand what made it work?
Proximieâs Digital Healthcare Model in Kenya
One of the most impactful examples of cross-sector collaboration is the partnership around Proximie, a UK-based digital healthcare company operating in Kenya. Using augmented reality and telepresence technology, Proximie enables expert surgeons to virtually assist in real-time surgeries, significantly improving surgical care and capacity-building particularly in public hospitals.
This initiative thrives on cross-sector partnerships:
Government: Supported by the Ministry of Health and county governments for integration into public health systems.
Trade & Tax: Collaboration with the Ministry of Trade and Kenya Revenue Authority (KRA) ensures regulatory compliance.
ICT: The Ministry of ICT provides digital infrastructure for real-time streaming.
Private Sector: Partnerships with hospitals and industry bodies expand reach.
Tech/development Partners: AWS offers cloud infrastructure via a grant, ensuring scalability.
This collaboration continues to succeed due to a shared commitment to innovation, health equity, and sustainable impact. Each partner contributes distinct strengths-whether in policy, infrastructure, funding, or technical expertiseâresulting in a scalable, high-impact model that enhances both surgical outcomes and Kenyaâs broader health and investment landscape. The model demonstrates how multi-stakeholder collaborationâcombining policy, infrastructure, and expertiseâcan drive sustainable healthcare innovation.]
A2:[What do you think holds companies back from deeper, more meaningful collaboration with other businesses, foundations, civil society or government?** Overcoming barriers to meaningful cross-sector collaboration requires intentional trust-building, aligned incentives, and a transparent, safe space for dialogue and innovation. While the potential is significant, companies often face interconnected challenges that limit deeper engagement with other stakeholders.
i. Trust & Transparency Issues â This includes concerns over regulatory inconsistency and competition deter open partnerships.
ii. Misaligned Priorities â Differing goals (e.g., profit vs. equity) create friction in pricing and distribution.
iii. Financial Constraints â Smaller firms lack resources to co-fund public initiatives with governments or NGOs.
iv. Short-Term Profit Focus â Some prioritise immediate returns over long-term societal benefits.
v. Reputational Risks â Fear of backlash discourages partnerships with seemingly controversial NGOs particularly in conservative regions.
vi. Ethical & Regulatory Challenges â Unethical practices or bureaucratic hurdles discourage engagement.
vii. Civil Society Opposition â Companies avoid NGOs critical of their business models.
viii. Resistance to Innovation â Funding gaps or risk aversion slow adoption of new technologies**.]**
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Hi Everyone, I am Caylee Talpert, I have been working in impact-driven businesses in emerging markets/LMICs for the past ~20 years, mostly in high-tech and more recently moving into the space of climate-reliant infrastructure in developing countries (using advanced technologies to gather key data). I am looking forward to being part of this forum.
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A3: [How can partnerships move beyond short-term projects to create long-term systemic change? Long-term systemic change is possible when partnerships are strategic, inclusive, and resilient. Some of the key Principles for Effective, Lasting Partnerships include:
- Shared Vision and Values - Collaboration based on mutual priorities and co-develop programs.
- Institutionalized Collaboration - Building long-term relationships with government ministries across sectors.
- Consistent Engagement - Using platforms like international associations and satellite centers for ongoing dialogue.
- Joint Resourcing - Sharing resources and co-funding training and capacity-building initiatives.
- Transparent Communication - Promoting joint visibility through press releases, co-authored research, and global forums.
- Adaptability - Staying flexible and responsive, as seen during COVID-19 with virtual volunteering and telehealth.
- Strategic Integration - Embedding partnerships into core strategies to enhance innovation, staff growth, and global reputation.]
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- Powerful example of cross-sector collaboration can be seen across industries where businesses, NGOs, governments, and communities join forces to drive innovation and social impact.
In India, corporates like Reliance Foundation, Aditya Birla Group, PVR and many more work with NGOs, banks, and educational institutions to address challenges such as rural sanitation, education access etc. These partnerships go beyond funding and focus on inclusive development.
Many NGOs in India like GOONJ, which repurposes used clothing to provide dignity of life and aid disaster relief, and SEWA Bharat, which partners with global institutions like the Gates Foundation and UNDP are able to empower women, children and others at a grassroot level, thorough collaboraions.
Even environmental efforts, such as repurposing scrap fabric and metal, showcase how collaboration across fashion, waste management, and manufacturing can support a circular economy.
At CottonConnect, we work with apparel brands, local NGOs, and farmers to promote sustainable cotton farming. Each partner brings unique strengthsâbrands offer funding and long-term vision, NGOs bring community trust, and we provide technical know-how and programme management. What made it successful was a shared goal, clear roles, transparent communication, and trust.
- One of the key barriers to meaningful cross-sector collaboration is the reluctance to openly share organisational goals, often driven by fear of losing competitive advantage or control. This is closely tied to a lack of trust between partners, which can hinder transparency and mutual commitment.
In the cotton sector, one of the major challenges to effective collaboration is the lack of internal alignment within brands on critical elements such as cotton type, volume requirements, production timelines, and preferred supply chain partners. While collaboration ideally means unified sourcing and planning to achieve economies of scale and shared efficiencies, it is not seen in practice. Without early coordination and joint planning, efforts often remain fragmented, limiting the potential benefits of working together.
- To move beyond short-term projects and create long-term systemic change, partnerships must be built on a foundation of commitment, shared ownership, and strategic alignment. True transformation requires long-term commitment from all stakeholdersânot just in terms of funding, but also in time, attention, and shared accountability.
Hi, one of the key elements in highly successful cross-sector collaboration is the impact that can be achieved when social entrepreneurs and social intrapreneurs connect.