Cross-Sector Collaboration

We define cross-sector collaboration as representatives from more then one sector working together to achieve a ‘slightly' common goal (as opposed to working against each other or working alone). The term collaboration speaks to a relationship that is action oriented, or goal based, as opposed to engagement which speaks to building a relationship. Working towards a ‘slightly’ common goal doesn’t mean that organizations (or individuals for that matter) always agree with each other or are even totally aligned. More often then not the best collaborations happen between groups and people that don’t align or agree on very much. But to collaborate you must have one shared vision or goal that directs the group and brings people together.

Cross-sector collaboration is particularly useful when we are trying to solve ‘wicked problems’ like inclusive economic development, respecting and protecting human rights, managing climate change and building a low carbon economy and now getting through COVID-19. To achieve these goals in a mining context we need to work together. We need to leverage expertise, experience, resources, decision making power, and relationships.

At the same time, cross-sector collaboration is not a silver bullet. Cross-sector collaboration is not always efficient or fast, groups and people are not always ready or well placed to participate in cross sector collaboration. Sometimes the best path forward is to work within our sector (work with our peers) or within our organization (e.g. multi-stakeholder collaboration vs. cross-sector collaboration.) There are many ways we can work together and collaborate. Our members experience speak to those various ways.

Training and Workshops

The Devonshire Initiatives hosts workshops on Cross-Sector Collaboration that cover 4 Modules.

Module 1: The basics of cross-sector collaboration, including what it is, when it's relevant and when it's not.
Module 2: The core elements , including different models and structures.
Module 3: The logistics of managing and implementing cross-sector collaboration.
Module 4: Building the relationships required to support cross-sector collaboration.

Check out our events page for upcoming dates.

This case study focuses on the West Africa Governance & Economic Sustainability in Extractive Areas (WAGES) project in Ghana and specifically the collaboration it facilitated between World University Service of Canada (WUSC) and Golden Star Resources.

The WAGES project focuses on supporting inclusive sustainable economic development, poverty reduction, and accountable governance in three mining regions of Burkina Faso, Ghana and Guinea. The project aims to maximise the socio-economic benefits of extractive industry operations and expand the indirect and multiplier effects of resource extraction, with a particular focus on women and youth.

WAGES Case Study

This case study focuses on the Community Consultative Committee (CCC) put in place by Chirano Gold Mine Ltd. (CGML) in Ghana. The CCC was developed in 2004 to promote cooperation and understanding between CGML and its stakeholders; and to ensure that CGML lives up to its commitments to local communities and the country as a whole. The CCC’s activities are grouped into three focus areas: promoting sustainable development, supporting conflict resolution, and facilitating communication between CGML and the broader community.