Teamwork Makes the Dream Work: A Collaborative Infrastructure Design Blueprint
Written by Megan O’Roark
One of the core tenants of healthy collaborative work is effective decision-making: Who gets to decide how resources flow? Who sets policies and determines which causes deserve advocacy? Is the backbone organization responsible for making all decisions? How can you ensure representation for all voices in a manner that reflects the spirit of your collaborative entity or coalition?
So: What’s the singular way to correctly structure your organization’s decision-making processes? Well…there isn’t one. But fear not, dear reader, for options abound!
Unlike 501(c)(3) organizations — for which a clearly defined, legally binding governance structure exists — collaboratives, coalitions, and collective impact initiatives can exist absent of a required legal designation. Without pre-fab governance structures at their disposal, such entities must — and have the freedom to — craft their own unique infrastructure for effective decision-making functionality.
If you’ve read our previous blogs on Navigating the Long Game of Changing Systems Part I: The Early Years and Navigating the Long Game of Changing Systems Part 2: Testing, Learning, and Refining: Early-Middle Years, then you’ll know that the components of a solid foundation for forming a collaborative are:
intentional relationship building,
trust, and
a defined (and shared) vision.
To incorporate these components functionally, your collaborative should consider adopting and building a governance structure that best represents your organization’s purpose.
A good place to start is with a group of people from organizations that have a strong interest in the collaborative’s success. This group can serve as the foundation for your future governing body. Often called a Steering Committee or Guiding Team, the group can work alongside your backbone entity or represent members of the backbone organization(s). While they may not have the same legal responsibilities as a nonprofit board of directors, they should still play an active role in guiding the work. Steering Committee or Guiding Team members should also clearly understand the work, program, or intervention being carried out at the Working Group level.
Infrastructure Design Considerations
Decide who will be in your governing body.
The governing body of your collaborative should be reflective of the overall goals and system-level impact you aim to make in your community. Consider the following key questions as you consider your ideal governing body format:
Do you have clearly defined streams of work already happening in Working Groups or Action Teams?
Do you have chairs or co-chairs for these Working Groups?
Do you have a mix of sectors represented (e.g., nonprofits/community building organizations, government agencies, private companies)?
Do the individuals on this team have decision-making power at their own organizations?
Are they able to prioritize working on this collaborative alongside their existing work at their own organizations?
Determine the role of the governing body.
About which topics will the governing body be responsible for making decisions? (Ex.: budgeting, interventions, policy agendas, communication strategies, data dissemination formats, etc.)
How will your backbone representation show up as part of this governing body?
How will the decisions made by this governing body be shared and reported out to the rest of your collaborative?
Consider the meeting’s logistics.
Determine the frequency, length, and format of meetings.
Determine key agenda topics.
Establish group norms and shared commitments for how the group will agree to work together.
Establish decision-making processes for intragroup purposes.
Invest in relationship building.
Consider creating a dedicated space to share topical updates from the various parties operating within the group.
Any new, exciting, challenging, etc., goings-on to share?
This opportunity can help promote shared learning and healthy collaborative behavioral practices.
Engage intentional, casual, personal sharing.
Open with a question or an icebreaker. Yes, we know, we know, but intentionally sharing a personal detail in the room helps build consistent trust and human connection, grounding everyone in the room before diving into headier, harder conversations.
Consider familiarizing yourself with Brené Brown’s Marble Jar Theory. We highly recommend implementing this practice as part of your regular meeting structure.
At the end of the day, building a governance structure for use alongside your collaborative work is an investment in your collective future. While no single blueprint exists or works for every collaborative, the intentionality you bring to the process can shape how effectively it navigates challenges, adapts, and achieves systems-level change. Your governance structure isn’t meant to be rigid or permanent — what a gift! As your collaborative evolves, matures, and learns, so too can your governance approach.
And in the spirit of gifts, here’s an on-the-house resource to help you start designing your collaborative infrastructure blueprint today. Let us know what you think!
