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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…
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.
3 Preconditions for CI
1. Influential champion***
2. Adequate financial resources
3. Urgency for change
Isolated Impact vs. Collective Impact
Isolated Impact 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
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 ReinforcingActivities
Differentiated and coordinated through mutually reinforcing action
ContinuousCommunication
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
Building a Bigger Wave communication tools – website, survey, newsletter
Building a Bigger Wave provincial network of VAWCCs
Phases of Collective Impact
Components for Success
PHASE 1Initiate Action
PHASE 2Organize for Impact
PHASE 3Sustain 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 communityand build public will
Continuousengagement 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 1Initiate Action
PHASE 2Organize for Impact
PHASE 3Sustain 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 communityand build public will
Continuousengagement 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
Working for Collective ImpactOne 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.)
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 Waveto end violence against women and children
Common agendaPROVINCIAL
Common agenda
LOCAL ISSUES
Common agendaREGIONAL
Common agenda
LOCAL ISSUES
Common agenda
LOCAL ISSUES
Continuous Communication
• BBW Website with survey tool
• Newsletter
• Distribution list
• VAWCCs – tapping into existing infrastructure
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!
Building Relationships
Join us for the next two day BBW forum for VAWCCs Oct 29 & 30, 2015 in Toronto.
Contact us: [email protected] for more information.
