strong field project model

1. strong field project model revised 9/21/11 guiding values: diversity, collaboration, innovation, learning outcomes assumptions inputs strategies Increases in individual skills in management and leadership • 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. 1 • 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 BSCF Funds Measurable improvements in organizational strength 2 short-term BSCF Staff & Consultants Stronger DV networks and field capacity to network and collaborate to promote peer learning & share best practices 3 • Project Intermediaries • Project Support • Grantmaking • Leadership Development • Evaluation • Organizational Strength Grants • Targeted outreach/recruitment • Capacity & other assessments • Selection criteria & RFP process • Approx. 30 grants • Convenings & TA coaches • Overlap with Leadership Development New, diverse individual and organizational stakeholders engaged with DV orgs 4 • 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. Creative and effective tools, practices, models, and collaborations (organizational and regional) to address DV DV Orgs & Leaders 5 intermediate CPEDV • Network Building & Knowledge Sharing • CPEDV partnership • Coordination of SFP components • Convenings (Regional Institutes) • Technical assistance • TA support and ongoing tracking of field capacity A rich & relevant knowledge base useful to the DV field 6 BSAV Advisory Group Increased opportunities to develop a shared & coordinated agendato prevent & end DV Coordinating Committee & Work Groups 7 • 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. Increased engagement by state and local leadership to shape and advance a coordinated DV policy advocacy agenda • Complementary BSAV 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 TA Providers 8 long-term Research & Evaluation Strengthened statewide (CPEDV) & local coalitions to network, support, and sustain the DV field in CA 9 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 Values: Diversity, Collaboration, Innovation, Learning