Collective Action, Cost-Sharing, Bigger Results: GBC Impact Initiatives

Action by individual businesses is an integral component of the global fight—including implementing strong workplace policies and programs and expanding them into the broader community. In addition to that, there are certain types of challenges that are best addressed by collective action.

Impact Initiatives are moving companies from unilateral to multilateral action—creating global work teams with a mix of cross-functional, public and private, global and local, all mobilized to make major headway on a common objective. The strategy increases coherence and further moves public health efforts out of the silos that hold back their full potential.

Impact Initiatives are currently underway in China, Kenya, Russia and the United States.

» GBC President and CEO John Tedstrom on the strategy behind Impact Initiatives

» Meet GBC Vice President for Partnerships and Impact Initiatives, Ilze Melngailis

Engineering an Impact Initiative

Coalition staff guide the development of the initiative, assembly of partners and execution, as well as ongoing monitoring and evaluation. The Coalition maintains dedicated personnel in each Impact Initiative region to provide localized technical guidance. Globally, the initiatives are managed by the vice president of Impact Initiatives in New York.

Impact Initiatives are generally organized along the following lines:

1. Idea development and incubation: Companies, partners or Coalition staff propose an Impact Initiative that meets three key criteria:
   
   1. Achieves one of GBC's five strategic priorities
      • Workplace policies
      • Supply chain
      • Media and public awareness
      • Sustainable funding sources
      • Health-care systems
   2. Has the potential for major impact through collective action.
   3. Will be sustainable and enduring.
2. Exploration: Coalition staff assess the needs, opportunities and potential partners associated with the proposed initiative.
3. Assembling an action team: Partners are assembled and work with the Coalition to define the scope of their participation.



4. Initial planning meeting: This meeting brings together key stakeholders, including leading member companies, government representatives and partners to identify roles and responsibilities.
5. Building out the action team: Following the initial planning meeting, action team stakeholders identify unmet needs and seek out select businesses and partners to fill critical financing and execution gaps.
6. Developing a business plan: The action team maps the final plan for the initiative.
7. Implementation: The final team of businesses and partners work collectively to bring the plan to fruition.
8. Monitoring and evaluation: Rigorous assessments track the initiative's progress and help stakeholders to identify additional needs and opportunities.
9. Sustainability: The initiative is ensured ongoing success through sustainable sources of funding and resources.
10. Knowledge development and communication: Throughout the life of the Impact Initiative, the Coalition and its partners will collect and communicate actionable knowledge and insights that can improve the effectiveness of the global fight. Messages about progress and impact will also be communicated to raise awareness of the role of business and the importance of partnerships.

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