Channeling Change: Making Collective Impact Work Building a Bigger Wave to end violence against women and children

Why Collective Impact? We want the impact of our individual efforts to add up to large social change. We want to end violence against women and children. To achieve the goal, we must come together and learn how to achieve collective impact… No single person, organization or community has the ‘right’ answer on how to end violence. We are the sum total of our beliefs and actions. Therefore, we must pool our efforts and align our best minds. Everyone has an important contribution to make – we are learning how to engage everyone. we are learning how to work with difference.

Stanford Social Innovation Review There is no other way society will achieve large-scale progress against urgent and complex problems, unless a collective impact approach becomes the accepted way of doing business. The content of this PowerPoint has been drawn from the Stanford Social Innovation Review: http://www.ssireview.org/blog/entry/channeling_change_making_collective_impact_work?cpgn=WP%20DL%20-%20Channeling%20Change

3 Preconditions for CI Influential champion*** Adequate financial resources Urgency for change The most critical factor by far is an influential champion (or small group of champions) who commands the respect necessary to bring CEO-level cross-sector leaders together and keep their active engagement. Dynamic leadership to catalyze and sustain. A very special type of leadership that is passionately focused on solving a problem but willing to let participants figuer out the answers for themselves rather than promoting a particular point of view.

Isolated Impact vs. Collective Impact Funders select individual grantees that offer the most promising solutions Funders and implementers understand solutions arise from the interaction of many organizations within a larger system NFP work separately and compete to produce the greatest independent impact Progress depends on working toward the same goal and measuring the same things Evaluation attempts to isolate a particular organization’s impact Large scale impact depends on increasing cross-sector alignment and learning among organizations Large scale change is assumed to depend on scaling a singe organization Corporate and government sectors are essential partners Corporate and government sectors are often disconnected from the efforts of foundations and nonprofits Organizations actively coordinate their action and share lessons learned These charts are taken from the Stanford article.

5 Conditions of Collective Impact Common Agenda All participants have a shared vision for change Shared Measurement Consistent across all participants to ensure alignment and accountability Mutually Reinforcing Activities Differentiated and coordinated through mutually reinforcing action Continuous Communication Consistent and open across the many players to build trust, assure mutual objectives create common motivation Backbone Support Creating and managing collective impact requires a separate organization with staff and skills New Imperative for provincial violence prevention STRATEGY Building a Bigger Wave communication tools – website, survey, newsletter We have already achieved some of the conditions for CI – what is needed is the provincial strategy that can identify the mutually reinforcing activities and the shared measures Building a Bigger Wave provincial network of VAWCCs

Phases of Collective Impact Phases of Collective Impact Components for Success PHASE 1 Initiate Action PHASE 2 Organize for Impact PHASE 3 Sustain action Governance and Infrastructure Identify champions and form cross-sector group Create infrastructure (backbone and processes) Facilitate and refine Strategic Planning Map the landscape and use data to make case Create common agenda (goals and strategy) Support implementation (alignment to strat) Community Involvement Facilitate community outreach Engage community and build public will Continuous engagement and conduct advocacy Evaluation and Improvement Analyze baseline data to identify key issues and gaps Establish share metrics Collect, track and report progress / learn and improve Phases of Collective Impact Components for Success PHASE 1 Initiate Action PHASE 2 Organize for Impact PHASE 3 Sustain action Governance and Infrastructure Identify champions and form cross-sector group Create infrastructure (backbone and processes) Facilitate and refine Strategic Planning Map the landscape and use data to make case Create common agenda (goals and strategy) Support implementation (alignment to goals and strategy ) Community Involvement Facilitate community outreach Engage community and build public will Continuous engagement and conduct advocacy Evaluation and Improvement Analyze baseline data to identify key issues and gaps Establish share metrics Collect, track and report progress / learn and improve BBW has initiated action and begun to organize for impact (red areas)

Working for Collective Impact One people – many voices Government Leadership VAW Community Leadership Political commitment to collective impact Bureaucratic commitment across ministries and portfolios Commitment to collective impact across sectors and geographies Provincial strategy to align investments under collective impact (Map landscape) Building relationships and trust to develop strategy in partnership with community leaders Building relationships and trust, developing capacity to work productively with difference and conflict both within the VAW sector and with government leaders Ministries integrate efforts and develop infrastructure to flow information and innovation up, down and across OPS to better inform policy and decision making Building a Bigger Wave provincial network develops broad engagement and infrastructure to facilitate continuous communication Existing resources reviewed and aligned in dialogue with community leaders Process of developing strategy and aligning resources is communicated throughout the network with opportunity for local and regional input Build on existing initiatives and (Transforming our Communities, DV / SVAP etc.) Collaborative efforts already underway (BBW, interministerial committees , funder groups etc.) Leadership is needed in government and in the VAW community.

Essential Intangibles Relationship and trust building among diverse stakeholders Leadership identification and development Creating of a culture of learning Positive approaches to conflict – dealing with difference

Building a Bigger Wave to end violence against women and children Common agenda PROVINCIAL Common agenda REGIONAL Common agenda LOCAL ISSUES We are working to develop the infrastructure that will allow discussions, expertise and new ideas to ripple out from VAW tables at local, regional and provincial levels. Common agenda LOCAL ISSUES Common agenda LOCAL ISSUES

Continuous Communication BBW Website with survey tool Newsletter Distribution list VAWCCs – tapping into existing infrastructure Continuous communication is one of the 5 conditions necessary for Collective Impact. BBW is working on this condition in these ways.

Building Relationships Meeting with senior bureaucrats and politicians to brief them on the BBW Network The Network provides the infrastructure that can make VAW expertise, experience and ideas more accessible There are many ways to support the Network and to tap into the wealth of resources in the VAW sector – if people know about it! BBW Advisory Team sees the building of relationships to being critical to advancing the potential for CI.

Building Relationships Join us for the next two day BBW forum for VAWCCs Oct 29 & 30, 2015 in Toronto. Contact us: info@buildingabiggerwave.org for more information. We are continuing to build relationships in the VAW sector – join us for the forum!