...Puzzle to Powerhouse: The Path to Building a Coalition

It was just before COVID officially became a pandemic when Courtenay Cabot Venton and Toscane Clarey circled back to me with "next steps." They introduced me to Brendan Cullen , and we revisited ideas we had tossed around months earlier: how to channel more direct funding to local actors. Our mission was clear: we needed a solution that could (i) handle larger sums of money than our smaller local actors typically manage, (ii) take a multisectoral approach- the usual practice of focusing on just one issue or one community was too limiting - and (iii) pivot swiftly when the tides shifted, scaling rapidly when needed. Simple enough, right?

Well, we charged ahead, full of excitement. Nearly four years later, we’ve been herding ideas, building bonds, navigating chaos, scattering, and somehow gathering ourselves back up to form what are now four and a half (ask me for that story one day!) coalitions across five countries-four in Africa and one in Bangladesh. And while no one warned us...actually, that is not true; we were warned- we embraced those warnings. We let them fuel us as we faced the "in-betweens" of the ups and downs of coalition-building.

Today, I reflect on this journey because it marks a milestone. The flagship coalition i.e. the Uganda Local Coalition, has reached maturity. We just received incredible news: our first funding responder has stepped up to support this entity that, from the outside, might seem straightforward. After all, it is just about bringing several entities together, agreeing on a shared mission, setting clear roles, and getting to work, right? This funding is the result of their collective focus on clear goals, well-defined target populations, and the rapid establishment of governance, management, and oversight structures. Their commitment to dynamic accountability and their relentless pursuit of learning and innovation have been nothing short of remarkable. "Pride" seems too small a word for what we feel for them right now.

But Naomi Ayot , the remarkably tenacious coordinator of ULCA, and Susan Babirye , the fierce first chairperson before passing the mantle to Vincent earlier this year, will be the first to tell you that while the "ups" and "downs" of coalition-building are familiar territory, it is the "in-betweens" that are the real challenge. These are the unforeseen, unpredictable, often ridiculous, and downright exhausting moments that really test you. There is not enough space in this post to delve into all of them. But with all the coalitions convening for the first time in Nairobi in a few weeks, I am excited to reflect on it more with them, and then hopefully get something out to the world later on. And by the way, did they ever settle on the name for the meeting? Is it "Transboundary Coalition" or "Coalition of Coalitions?" Mahfuza Akter , our fierce leader in Bangladesh; Imogen Bryson , our globe-trotting knowledge harvester; and Arinolah Omollo , our firm, oracle-like guiding principal -these three are on the front lines every day, and need to enlighten me once and for all, on what is happening :) I guess if the idea is to build this out into a movement-CoC may just stick- but let me see... I hope the coalition members let them have their way for once on the name!

I am failing to keep this message short, so let me get to the point.

I want to shine a light on a few pivotal moments that have brought us to where we are today-the nuances or what I am calling the in-betweens" that, for me, matter most in this ongoing conversation about localization. We are all familiar with the highs-strength in numbers and the benefits that come with it. We are also well-acquainted with the lows- the painful, often time-consuming process of building and rebuilding trust. But it is the in-betweens that could ultimately determine the success or failure of a coalition.

Consider these few thoughts:

What happens when a minority within the coalition decides to dim their light-perhaps with the best intentions, but in doing so, drags down the collective? Should we be concerned? And more importantly, how do we even detect these subtle shifts?

What do we do when two essential members of the coalition are at odds, yet we need them to work together to maintain the coalition’s momentum?

What if the government unexpectedly clashes with one or more members of our coalition? Do we cut ties? Do we put everything on hold? Or do we stand united, creating a space where they can trust we are acting in the best interests of the whole-so long as the community’s needs are not compromised? And here’s the catch: who decides where that line is drawn, and how?

And then, who among us will have the courage to call out the uncomfortable truths about the very real people elements-the bullies, the stonewallers, the mood killers, the naysayers? etc Is there value in addressing behaviors and attitudes head-on to ensure our meetings are genuinely constructive? Or do we stick with the old advice to simply "tolerate" and move on?

What happens when due to no fault of anyone, circumstances are such that the funding is delayed? how do we keep the "spark" going, and how do we do this in a way that is mindful and respectful of the fact that the individual members also have their own priorities, which compete with the collective's priorities often. How can they remain true to the collective cause when they are hurting as individuals?

There is always a tension between being "small and mighty" versus "big and weak" across various aspects - whether it is funding levels, coalition size, or program activities. This tension alone could be the subject of an entire blog, as it is quite nuanced. Perhaps I’ will encourage the members to reflect on this in a podcast, as I am finding it hard to fully capture this complexity in words here-I maintain my excuse is that the English language I am trying to use here did come by boat!

So, I end by saying this to our torch bearers -an open love note to the ULCA...

As we continue to navigate the ups, downs, and all the in-betweens of coalition-building, it is clear that our greatest challenges often come from within; and because we have never feared them, we have conquered them everytime! Whether it is balancing the tension between being small and mighty or big and weak, managing individual priorities, or confronting uncomfortable truths, our ability to thrive as a coalition depends on how well we address these internal dynamics. As the African proverb reminds us, "When there is no enemy within, the enemies outside cannot hurt you." You are now in the driving seat, we The Share Trust and Warande Advisory Centre are now ready to sit in the co-pilot seat, soon to take the backseat and well within the timeframe we set out-well done. We too in our own coalition building process, as the two co-founders of this, as we welcomed new formidable partners and allies, and as we more importantly forged on with you, as you well know have experienced all these in equitable measure along the road, it is wonderful to journey with you in the candid way we have, and if we can maintain our unity, continue to foster trust, and openly face our internal challenges, we will be well-equipped to overcome whatever external forces come our way-and you all know they have come, still come and will continue to come! That, I believe, is the true strength of our coalitions.

Asante sana ULCA, you have made us proud-the KLCA (Kenya), the YT-LCA (Ethiopia), the NLCA (Nigeria) and the Sundarban LCA (Bangladesh) are encouraged by your journey thus far.