From forming the collective value proposition (the value members get from working with a network that they wouldn’t get alone), to establishing the vision for change, to developing the strategy to get there, networks need a person or a team who can support and shepherd the high-level thinking that defines what the group is out to do and how they plan to do it. This often includes the network weaver and the convening facilitator, and may be aided by consultants. The thinking needs to begin with a process to define common ground that holds the group together, work that often begins in the Knit stage of development, which may take some time if the group begins with very different ideas. As the common ground comes into focus, making it clear what the group sees as its collective mission, this person or team can then step into defining the strategy in more detail.
To play or not to play: Because of their unique perch, funders tend to be able to take more of a field-level view than most organizations, which can be of great value in developing strategy at the cross-organizational scale of a network. But a little bit of funder input goes a long way: There is often deference to a funder’s views and yet it is critical that the network members achieve real alignment with one another. As a funder, you can be most helpful by contributing more information than opinion, something that becomes natural as you learn to adopt a network mindset.
“Funders need to allow networks themselves to set the agenda and strategy for their collective work, not impose their own goals on the process.” Doug Easterling, writing in Getting to Collective Impact
“Funders, whether they initiate the collaborative approach themselves or fund existing networks, can challenge Collective Impact networks to think bigger than they had originally anticipated.” Cathy Mann, writing in The Role of Philanthropy in Collective Impact