{"id":679,"date":"2018-04-24T12:25:27","date_gmt":"2018-04-24T12:25:27","guid":{"rendered":"https:\/\/idronline.org\/2020\/12\/23\/building-sustaining-alliances-networks\/"},"modified":"2025-11-26T09:47:54","modified_gmt":"2025-11-26T04:17:54","slug":"building-sustaining-alliances-networks","status":"publish","type":"post","link":"https:\/\/idronline.org\/kn-in\/building-sustaining-alliances-networks\/","title":{"rendered":"Building and sustaining alliances and networks"},"content":{"rendered":"

Alliance, networks and coalitions are terms used continuously today in the social sector, sometimes interchangeably. They illustrate coming together, partnerships and the collective voice of organisations and individuals.<\/p>

Alliances are seen to be most effective for advocacy, increasing reach, combining resources and skills, and creating more efficiency. They leverage the comparative advantage of each member, be it an individual or organisation, by bringing together multiple stakeholders, such as civil society, academics, professionals, donor agencies and governments, on the same platform to work towards a common purpose or goal.<\/p>

Examples of alliances and networks include Girls not Brides<\/a>, a global partnership to end child marriage; the White Ribbon Alliance for Safe Motherhood India<\/a>, an alliance for advocating safe motherhood which has been active since 1999; and Advocating Reproductive Choices (ARC), a coalition working for family planning and reproductive health in India.<\/p>

\"What<\/a><\/div>

However, while we often hear of alliances forming, few of them sustain; some even die. It makes one reflect on what makes these surviving alliances work. What are the key elements that have kept them alive and thriving for so many years?<\/p>

Having been associated with alliances and networks over the last 18 years in different capacities (as a member and reviewer), here’s what I have learned about what works and what doesn’t when it comes to keeping alliances afloat and effective.<\/p>

Related article: What makes for successful coalitions and collaborations?<\/strong><\/a><\/p>

Must-haves<\/h3>

1. Strong leadership and a secretariat <\/strong><\/p>

 <\/strong>Members are busy and don’t have enough time to be involved in the day-to-day operations of an alliance. That’s why there needs to be a committed secretariat that supports the implementation work of the alliance and plays a coordinating and leadership role.<\/p>

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When choosing a lead agency\/coordinator, ensure that they are not only credible, respected and trusted by each member of the alliance, but also come with the technical knowledge, experience and ability to be inclusive. There needs to be a governance structure in place, such as a governing board, executive committee or a steering committee. Experience shows that the absence of a strong leadership may lead to an unclear vision and subsequent collapse of the network.<\/p>

2. Common purpose, ownership and trust<\/strong><\/p>

 <\/strong>It is important for an alliance to have a common purpose or goal that brings its members together. There is a need for a realistic and clear vision, as well as goals and objectives that make the alliance stand out in the larger environment.<\/p>

It is equally critical to build consensus on the agenda. The agenda of an alliance should be independent and not donor-driven. To make it viable and sustainable, each member of the alliance should feel a sense of ownership about the purpose and what they are setting out to do. Members should also built trust among themselves. This develops over repeated cycles of collaboration.<\/p>

3. Regular planning and stock-taking<\/strong><\/p>

Alliances and networks are seen to be a good, credible mechanism for peer learning and accountability. It is therefore imperative that members meet regularly to take stock of the work they have done and plan for the road ahead.<\/p>

To be clear on what the alliance wants to achieve, there needs to be a strategic plan in place for three to five years. Continuous planning, stock-taking, joint learning and sharing responsibility are critical to ensuring sustainability. Staying in tune with the changing times, re-aligning and re-strategising help alliances stay relevant and effective.<\/p>

4. Diverse membership and regular engagement<\/strong><\/p>

Building and sustaining a diverse membership from the bottom-up at the district, state and national level is critical. There could be a national alliance and then decentralised alliances at the state or regional level with specific roles and responsibilities.<\/p>

There are two things to keep in mind when creating a network with diverse membership:<\/p>