1. strong field project [URL]| 1 strong field project model strategies outcomes DV Orgs & Leaders Intermediary Partners Technical Assistance Providers BSCF Funds SFP Advisory Group Leadership Development Targeted outreach/recruitment Selection criteria & application Approx. 40 participants Two 18-month program cycles Assessment & coaching Customized curricula and training Retreats & peer training Resources to support leaders’ participation Organizational Strength Grants Targeted outreach/recruitment Capacity & other assessments Selection criteria & RFP process Approx. 30 grants Convenings & TA coaches Overlap with LDP BSCF Staff & Consultants Research & Evaluation Measurable improvements in organizational strength Increases in individual skills in management and leadership Stronger DV networks and field capacity to network and collaborate to promote peer learning & share best practices New, diverse individual and organizational stakeholders engaged with DV orgs A critical mass of respected DV leaders recognizes the need and opportunity for change. There is a sufficient number of leaders and organizations with a baseline of capacity and readiness to make change. BSCF believes a leadership program can provide the structure and support to develop leaders that will catalyze change and advance the field. Technically and financially well-resourced organizations are needed to lead the field. Organizations are constantly operating in crisis mode. Few resources are available for leadership or management development. Staff turnover with limited succession planning and low salaries limit progress. Scarcity mindset can constrain collaboration and innovation. Network Building & Knowledge Sharing Shared between SFP partners Content coordination/integration CPEDV partnership Statewide & regional convenings Webinars Tracking of field capacity SFP website/extranet Technical assistance directory Creative and effective tools, practices, models, and collaborations (organizational and regional) to address DV Increased skills, knowledge & spaces to develop a coordinated & shared agenda to prevent/end DV Increased engagement by state and local leadership to shape and advance a coordinated DV policy advocacy agenda Stronger collaborative and individual leadership will improve the DV field’s impact. Individual DV leaders have limited time/ opportunities to step away from the fray, connect as a network, and innovate. In some regions, the system of DV services is fragmented and isolated. Different perspectives about how to prevent and end DV sometimes impede coordination and clear messaging. Some high-need, underserved populations are underrepresented in field leadership. assumptions Complementary Strategies CPEDV support Core Support Initiative Technical assistance (finance, IT, SR) to DV orgs w/ highest needs Focus on high-need, underserved Research & data on DV field Engagement of other funders California Partnership to End DV short-term 2010-12 + long-term 2014 + Values : Diversity, Collaboration, Innovation, Learning inputs Coordinating Committee & Work Groups A rich & relevant knowledge base useful to the DV field 2 3 4 5 6 7 8 1 Intermediate 2012-2014 + ultimate impact: a strengthened DV field, equipped with a critical mass of diverse leaders and organizations that have sufficient capacity and the right support, tools, skills and knowledge to lead forward a stronger movement to prevent and end DV ultimate impact: a strengthened DV field, equipped with a critical mass of diverse leaders and organizations that have sufficient capacity and the right support, tools, skills and knowledge to lead forward a stronger movement to prevent and end DV guiding values: diversity, collaboration, innovation, learning Strengthened statewide (CPEDV) & local coalitions to network, support, and sustain the DV field in CA 9 revised 11/29/11 Project-Level Coordination & Integration across SFP components