Você está colaborando com ONGs em projetos de impacto social. Como você pode gerenciar as expectativas de forma eficaz?

Before chalking out any CSR Project a Need based survey should be got conducted with the association of any professional body or NGO. Moreover, views of local people representatives, Block level Distt officials etc should also be taken in to consideration. There after the CSR project like Women Empowerment, Skill Development etc can be taken with an NGO of repute in that particular field. Further the project should have to be time bound and release of all the payment on achievement of milestone as indicated in working agreement.

Working with NGOs on social impact projects is about more than just ticking boxes – it's about building genuine partnerships. That means creating a space where everyone feels comfortable speaking their mind, truly listening to the NGO's experiences on the ground, and recognizing the invaluable insights they bring. When we check in regularly, share honest feedback, and work together to adjust our approach, we build trust and create meaningful change together. While cultivating a human-centered approach is essential, we can leverage various tools to measure the progress on collective goals.

Surface hopes and expectations. Often, the institution with more money, more authority and more power instigates the engagement. People will agree to participate - not because they are on board with that objective, but because they hope it will assist them in achieving their objectives. Taking time to understand this and checking whether there really is a joint will AND a joint benefit is essential.

When planning a CSR project with an NGO, start by choosing a social or environmental issue to focus on, like education or clean water. Set clear goals, such as improving school facilities or reducing plastic waste. Make sure these goals match your company's values and the NGO's mission. Set specific targets you can measure, like increasing school enrollment rates or recycling more plastic. Involve everyone involved to make sure everyone understands and supports the project.

While planning for CSR collaborations with NGO's, it is important to understand the NGO's perspective to align on synergies. Acknowledging the NGO's expertise and constraints. Being flexible and supportive, understanding that they may face challenges different from those in the corporate world. This helps greatly in goal setting without stepping on anyones value systems.

Open communication and transparency in setting expectations' and deliverables is the best way to foster trust. Keep faith in their abilities as subject matter experts, if you have partnered with an organization give them a free hand in ideating and implementing the right interventions. Too much of micro management can cause conflict.

I strongly feel making non profit a strategic partner is key in driving impact Having trust with nonprofits while selecting them, building that trust while investing makes lot of difference . Nonprofits are needs to be treated equal in making difference rather that grantee and grant makers Mentoring on routine basis to nonprofits makes program impact visible , long lasting and sustainable

Authenticity comes to the fore when I read this. A simple term that springs to mind is "come as you are". I have also learnt that open dialogue comes from accepting our differences and celebrating our uniqueness.

La comunicación es fundamental en el desarrollo de los proyectos, no solo al interior del grupo ejecutor, sino con la comunidad que es beneficiada por el proyecto, la cual debe ser clara, precisa, coherente y en los momentos claves del proyecto; el lenguaje de la comunicación debe ser asertivo y comprensible.

Co-Governance is key to partnership and development of a bond that adds value to both- the voluntary organization and the CSR/ESG team. With a working model of co-governance, the team can build an institutional framework for transparency, teamwork and co-ownership of the programme that have a common vision. Co-governance mechanism will help set up right expectations, informed challenges and mitigation mechanism, MEL system and impact communication.

You should have a clear result framework, KPI, and Workplan with annul financial and delivery targets agreed with all decision makers, implementers and MEAL team. If this is an undertaking through partnership or consortium approaches all the instruments mentioned above should be developed in a participatory way. Keep compliance and risk management as priorities.

Effective resource planning starts with clear communication and structured management. Begin by aligning goals with all stakeholders to ensure shared objectives. Develop a detailed project plan with specific roles, timelines, and resources required. Regularly review and adjust the plan to accommodate any changes or challenges. Maintain open channels of communication to manage expectations and address concerns promptly. Utilize tools like project management software to track progress and resource allocation. Ensure transparency in decision-making processes and budget usage. By setting realistic goals and fostering collaboration, you can effectively manage expectations and achieve successful outcomes.

So my first question is always "What's in your toolbox? - Cash: How much coin are we talking about? - Time: Are we looking at a sprint or a marathon? - People: Who's on deck, and what can they bring to the table? - Skills: What expertise have you got in-house, and where might you need to call in back-up? - Tech and Equipment: What's at your disposal? Once you know what you have available, figure out what you can realistically do with it. This isn't limiting your ambitions, but rather grounding them in reality. Also build in a buffer. If you believe a project will take a week, make a 10 day plan. Same with finance, if you think you need $10K, budget in for $12K just to be safe.

Monitoring is a crucial aspect of program implementation. On the onset of program, it is of immense importance to have a well defined Gantt Chart, Logical Framework Analysis (LFA) or Monitoring, Evaluation Analysis Plan (MEAL Plan) in place. These documents in pre-implementation stage should outline clearly Goals, Key Performance Indicators, Outputs, Outcomes and other data points related to reach, budget as well as means of verification. A set frequency (monthly/quarterly) should be agreed between parties to review the milestones, challenges and chalk out new strategies as per the developments. Additionally constant monitoring visits, interaction with on ground teams, beneficiaries and timely governance discussions are vital too!

Use (OVIs)Objectively Verifiable Indicators and (MoV) Means of Verification which you have agreed from the project design stage.

I have found that while we may have several monitoring tools, we do not necessarily have the opportunities to become learning organisations. Learning needs to be organic, and space needs to be provided for all to "learn from, learn with, learn to...". A growth mindset is integral to our success.

Set KPIs and expectations clearly from the very beginning. Monitor progress against each KPIs and make necessary course corrections to achieve those. Support, guide and mentor the team to achieve those KPIs and expectations.

Para supervisar el progreso de las alianzas una buena práctica es agendar reuniones bimensuales o mensuales para dar seguimiento a la alianza. Es fundamental que estas reuniones se respeten y que asistan los principales responsables de la alianza de cada parte involucrada. Esas reuniones deben estar guiadas por un reporte con los principales KPI y también por un levantamiento de los puntos conflictivos o que necesitan ser afinados.

First things first: Plan for curveballs. They're going to happen, whether you like it or not. Build some wiggle room into your timelines and budgets. It's not pessimism; it's smart planning. So when change does comes knocking, open the door and invite it in for coffee, being able to pivot quickly and gracefully is super important. When you need to make changes, overcommunicate. Keep everyone in the loop - your team, the NGO, stakeholders. No one likes surprises, especially when it comes to project shifts. Often, the best solutions come from the community you're serving. They've been dealing with these challenges long before you showed up. Tap into that local wisdom.

I have also learnt that story-telling is a key component of partnerships. The more we can share our experiences, the easier it is for us to work together, to understand each other, and to strive for meaningful change. We need to weave our stories of change together in order for us to achieve our shared goals.

At the root of all successful collaboration lies strong personal investment by different parties and stakeholders. Hence, I'd put that as the most important aspect over everything else that's mentioned here. Here are some important things I will add to this list: - Look out for strong buy-in for the cause or the program among the NGO leadership, they're in it fully with full understanding of the commitment they're making. - Find out a champion who takes interest in meeting the commitments and who could move things within the NGO if things don't go as planned. - Extend support and facilitate necessary help for the NGO frontline teams support. Summary: strong relationship is a must for any collaborative project to become successful.

Things i find helpful. Be transparent about your budget Be direct about the potential for additional funding or what that is defined by Start with trust If you need to do project based funding, try not to artificially keep admin costs down - often you are paying for the people Be upfront about your organization's goals and expectations Define reporting with the grantee...what works for both of you? Help them win...internally and externally

It's extremely important to have a common understanding of sustainability. Discussing in the planning stage, how the impact of the project will be maintained is crucial.