SHIFTING AWARENESS TO ACTION
Thought Leadership from Collaborate 1
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Collaborate A FORUM FOR GLOBAL LEADERS
CAFO Collaborate workshops initiate conversations about effective care for orphans and vulnerable children within developing local church and NGO networks around the world. These workshops generate ideas to: • creatively share information • involve more churches and individuals, • equip local churches for more effective care of vulnerable
CHILDREN IN THEIR COMMUNITIES. Due to COVID-19, Collaborate 2020 moved to a virtual format. In November 2020, over 50 global leaders from 30 nations brainstormed about Shifting from Awareness to Action in their cultural context. This publication is a summary of those discussions.
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SHIFTING AWARENESS TO ACTION We are living in an age of information overload. It seems like every date on the calendar is dedicated to a different cause, and while awareness is important, we know people who are simply given more information are unlikely to change their beliefs or behavior. Awareness without action does not lead to change. Without defining the actions one expects others to take, we are simply traveling a road without direction. In the process of developing a Theory of Change and Logic Model, networks define the actions that will lead to achieving their long-term outcomes. This process can feel tedious but is an integral part of defining the directional path of a healthy network.
COLLABORATE OUTCOMES Global leaders were divided by world region for the purpose of this discussion. Groups were tasked with discussing the Theory of Change and Logic Model. They determined the top 5 strategies to convince Key Stakeholders to develop a Theory of Change/Logic Model/Timeline.
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COMMON THOUGHTS WHEN SHIFTING FROM AWARENESS TO ACTION The five common elements for shifting from awareness to action in every culture are:
1. Share your vision, mission, and objectives in writing with key stakeholders consistently.
2. Involve the Board of Directors from the beginning and throughout the process.
3. Communicate the benefits to the board and the wider benefits to the community, the region, and the country.
4. Develop action points, quarterly goals and milestones to be celebrated. Assign each goal and deadline to a member of the team.
5. Keep the Board well informed for regular feedback and to evaluate achievement.
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REGIONAL STRATEGIES Asia, Europe, Middle East, and North America • Start by presenting the results and outcomes of completed projects to key stakeholders. • Help the Board to see the sustainability and long-term aim of projects. • Ensure cross-pollination of skills and inclusivity from multi-agency, crosssectional stakeholders. • Remember this process involves changing mindset and a paradigm shift for all stakeholders, including the Church. Not everyone will change and adapt at the same speed and to the same extent. There is the freedom to adapt at a pace that makes sense for each organization while continuing to move towards ultimate goals. •
Work smarter, not harder. Having defined goals and objectives will save time and duplication of processes when applying for funding, discerning ongoing opportunities that arise, leading the team, etc.
Latin America • Give all stakeholders a voice. • Continue raising awareness with key groups. • Help the Board to see that the return on investment is not going to look like most Boards would like to, but there will be measurable outcomes and returns. • Set short and long-term goals to measure achievements and know what the real return on investment is. • Connect to existing programs from external stakeholders and explore partnership.
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Eastern Africa • Move the Board to action through statistics and clear data. • Present clear and measurable statistics and outcomes to the Board. • Explain the active role of the Church to all stakeholders. • Focus on current programs to consider their effectiveness towards achieving your long-term outcomes and identify the actions required to get there.
Western Africa • Explain the essence of the change needed. • Discuss various approaches and outcomes with the Board of Directors. • Explain the benefits of engaging in the Theory of Change and the Logic Model to the Board. Share the return on investment. • Embrace the board as gatekeepers and evaluators of expected outcomes.
Southern Africa • Ensure that all stakeholders are involved. • Present clear action plans at each meeting. • Include outsiders to critique the networks’ objectives and action plans. • Help the board to see that the community will benefit in areas of church growth, orphan care, and education. • Provide support so families will take action.
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