Collaboration is at the heart of systems change. Bringing together actors with similar aims has the potential to spark new ideas, generate innovative approaches to shared challenges, and encourage the adoption of collaborative strategies to drive systemic change.
Funders are essential in supporting these efforts. Our support can help shift resources and power dynamics, while also signalling our commitment to working in new, inclusive ways.
In 2023, responding to partner feedback, we established two collaboration groups of PRF’s employment grant partners – one for partners focused on jobs for people in contact with the justice system, and one for partners focused on supporting people through self-employment and entrepreneurship.
There are many ways to support collaboration, and as collaborative work is inherently complex, deeply relational, and demands long-term commitment, how this support is commissioned, designed and practiced makes a significant difference.
In this case, we provided our partners with donations to cover their participation in the groups and any collective activities, engaged a facilitator via a grant (Collaboration for Impact), contracted a learning and evaluation partner (Day 4 Projects) and then, at least initially, got out of the way.
This is what we learned.
1. Build shared purpose from the start
Divergent and inconsistent views emerged about the purpose of the collaboration, and therefore the value of participating. For PRF, the purpose of the collaborations was to support learning across the sector. For CFI, the focus was about creating a space for groups to make informed choices about whether there was enough of a shared agenda to collaborate, and if so, how. Grantee partners’ views ranged from a focus on networking and learning to taking collective action toward systemic change. But as this was a funder-initiated collaboration, some partners felt there were unspoken outcomes that PRF expected but didn’t share. These differences underline the importance of creating shared understanding collectively from the outset.
Tip for funders
Engage the field early and often to understand the opportunities and what role a funder can play to co-create collaboration (which might include no funded response). Invite all partners to reflect on what they can meaningfully contribute to co-design, and what resources are required for them to do so.
2. Provide role clarity
While many partners welcomed the opportunity to work together, overwhelmingly they joined the collaboration groups because we invited them. And participated, at least partly, because of the perceived potential of future PRF funding. We hoped our absence from the groups would enable participants to engage in a more honest collaboration, but by PRF not providing enough context nor setting clear expectations, our partners felt they were failing us. Explicitly naming roles fosters clarity and shared understanding, and after this clarity was provided mid-way, each group was able to show up more fully in their roles, especially at the face-to-face workshop, where PRF staff participated as part of the system, not above or outside it.
Tip for funders
Funders must remain aware of their power and how it shapesperceptions and outcomes. As a part of the system, funders have a role(s) toplay in collaborative systems change beyond supplying resources.
3. Power dynamics are ever-present
A core principle of systems change is recognising and working with power dynamics—especially those that go unspoken. While PRF intended to create space for power to be shared and for CFI to take on the role of expert in design and facilitation for collaborative systems change, organisational constraints, expectations, and structural power still shaped the work, leading to limitations and some misunderstandings. It is these hot spots that provide opportunities for learning. CFI had to balance its role as a PRF funded partner with challenging our assumptions and providing frank advice about what was needed to create the right conditions for collaboration.
Even with the best intentions, when a funder starts a collaboration, their power shapes the process —but power can be surfaced, acknowledged, and thoughtfully navigated.
Tip for funders
All partners, including funders, need to commit to grow their systems leadership capabilities, including investing in the internal work—building the case for collaboration, creating shared understanding of the purpose and opportunity, investing realistically in resources and timelines, and creating space for reflection, experimentation, and trust.
True collaboration requires funders, facilitators, and grantees to invest in shared learning, mutual reflection, and transparent relationships. It requires attention to power dynamics within the collaboration of funders and partners as well as in the wider context. Our experience reinforces that funder-initiated efforts must be designed with—not just for—partners.
With thanks to CFI for partnering in the learning, contributing to this blog and shaping the tips for funders.
