The success of the Edusymphony model relies on all participants and partners first having a deep understanding of - and ability to operationalise - its four pillar principles. This will equip them to articulate a unified vision for change that has been developed through a process of dialogue and reciprocal learning with diverse voices and which creates a strong foundation for mutual understanding, collaboration and genuine partnership in the ongoing work of achieving individual and collective empowerment. 

These individual empowerment initiatives might look like high-quality educational support for young people, training on important life skills for families, access to holistic health and wellbeing education programs, or opportunities to contribute to social change innovation by drawing on lived expertise. 

In addition to empowering individuals through such programs and services, it is also important to think bigger picture and consider the collective empowerment of communities as a whole. 

This requires educational programs which build the capacity of communities, by nurturing leadership at the grassroots and fostering socio-economic development. 

There are many other actors that each have an important role to play in tackling entrenched marginalisation and disadvantage: businesses, not-for-profit organisations, government agencies, philanthropy, schools, researchers... and the wider community. 

In the Edusymphony model, collaboration begins with each actor building the skills to become more attuned and responsive to the needs of the communities they seek to serve.

Once each of these actors reconceptualises their role within a community-centred model, they each begin to build the organisational systems and processes they need to enter into meaningful and sustainable ways of collaborative practice, with communities still at the centre. 

They also build their skills to work in genuine partnership with their target communities, not just by trying to better "reach" these communities, but by continuing to build their organisational systems and processes for long-lasting relationships with them. 

It is only by breaking down these silos and establishing this network of strong, collaborative relationships, that an ecosystem for empowerment is created. This is the environment which is needed for sustainable change, transforming the short-term outcomes of individual projects delivered through short-term funding into long-term impact. 

Each actor in this network also plays a role in a joint process of knowledge generation, thus contributing to the knowledge base on individual and collective empowerment programs, practices and systems, which can then be used to build the capability of relevant social change systems. 

This might look like a program that builds the skills of individuals and organisations to bridge cultural divides and break down silos, by engaging in constructive dialogue and build the requisite knowledge and skills for effective collaboration and partnership. 

This could also look like a program that seeks to build inclusive systems for knowledge generation by embedding participatory research and participatory evaluation into program delivery and building connections between the research community and emerging social change leaders.