Network and Partnership Development

At iLevitate Solutions, we recognize that many organizations face fragmented communication, siloed teams, and partnerships that underdeliver on their potential. Senior leaders often know they need stronger internal connections and external alliances but lack the time or framework to make it happen effectively.

We step in to guide organizations through the structured design of intentional networks and partnerships that align with strategic goals. Our role is to analyze the current landscape, clarify objectives, and co-create a blueprint for building internal networks, cross-functional teams, and external collaborations that are purpose-driven and outcomes-focused.

By applying proven strategies, we facilitate knowledge exchange, embed adaptive communication systems, and help leaders foster trust and shared purpose across teams and stakeholders. Throughout this process, we ensure the right connections are formed, responsibilities are clear, and mechanisms for learning and feedback are built in.

The result? Stronger cross-functional collaboration, accelerated decision-making, and high-impact outcomes that position your organization to not only meet but exceed its strategic goals. With iLevitate Solutions, your networks and partnerships become engines of innovation, agility, and long-term success.

The USAID Bureau for Policy, Planning, and Learning deployed monitoring, evaluation, and organizational learning advisors to 30 field offices worldwide. These advisors were tasked with implementing new program monitoring and evaluation (M&E) policies while embedding practices such as data analysis, critical thinking, problem-solving, collaboration, and strategic planning into routine operations.

However, working across diverse geographic and operational contexts posed a challenge: how could these dispersed advisors stay aligned, share learning, and amplify their collective impact on decision-making across the global network?

Leah Denise Wyatt of iLevitate Solutions was engaged to design a knowledge network that would bring these embedded advisors into intentional, structured collaboration. The aim was to create a network where advisors — operating as coaches, mentors, process facilitators, and change agents — could oscillate between the roles of expert (in M&E design) and learner (of localized operational contexts), and share knowledge to influence USAID’s evolving operational policies.

Leah developed a knowledge network model grounded in a shared theory of change: that influencing decision-making with evidence and program performance analysis could accelerate operational efficiency and program effectiveness.

Key design elements included:

• Establishing regular virtual convenings for advisors to exchange wins, losses, and on-the-ground insights.
• Facilitating collaborative development of feedback sessions for the contract management team, ensuring field learning was fed back into operational policy, job aids, checklists, and databases.
• Clarifying network roles and mapping which positions needed to be informed, consulted, responsible, or accountable in change processes.
• Creating intentional moments for in-person connection and social development to strengthen psychological safety and trust.
• Fostering a shared language and lexicon among advisors to smooth cross-functional collaboration.

Through expert facilitation, Leah ensured the network moved beyond a passive listserv: members actively contributed, shared contacts, co-developed tools, and engaged across hierarchies and political divides.

The knowledge network produced enduring organizational change and innovation:

• Advisors didn’t just receive information — they co-created tools, guidance, and solutions that shaped USAID’s M&E practices.
• The network became a trusted community of practice, where members reported feeling safe to speak up, offer insights, and challenge assumptions.
• Field insights directly influenced the Bureau’s evolving policies, creating a dynamic, responsive operational system.
• Most notably, the success of the network led USAID to explicitly fund dedicated knowledge network support in its follow-on contract, recognizing the value of structured peer collaboration in achieving long-lasting, high-impact outcomes.