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

2. 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.

3. 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:

4. 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.

5. 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.

6. 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

7. 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)

8. 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.

9. 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

10. 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

11. 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.

12. 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.

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