How donors must engage NGOs for better social results

In India's complex ecosystem of social change, the relationship between those who provide funds and those who dedicate their lives to work on the ground deserves far more attention. It is a relationship that at its best can contribute to real change, but can also be stifling. My reflections are rooted in our learnings (and some mistakes) at the foundation I am part of. We currently support over 1,400 NGOs across the country, from new entities to well-established institutions. We receive over 300 formal grant requests every month. These numbers provide a large bed of experience to identify good practices and missteps. This is an unsolicited note to fellow donors—philanthropic foundations, corporate social responsibility spenders and individuals—on how we can try to fulfil our roles better.

- ANURAG BEHAR

That role extends beyond approving financial grants. The core of it is to ensure that the process of getting such a grant is a minimal burden for organizations that already confront enormous challenges every day. I will not dwell on the question of what causes should be funded, but on the often overlooked matter of how we fund them.

Consider the daily reality faced by the leadership of a typical nonprofit. Leaders are asked to solve deep-rooted social problems while ensuring they can meet next month's payroll. In this gruelling context, time and focused mental energy are scarcer than money. The most significant practical support we can offer them is not just funding, but swift and clear decisions. Protracted uncertainty is a luxury they cannot afford, as it forces them into a state of suspended animation that hampers operations and creates immense strain.