Introduction to the Hedland Collective Prepared for Hedland Economic and Resources forum | July, 2018

A New Way of Working The Hedland Collective

Traditional, programmatic approaches are not solving our most complex social problems Funders select individual grantees Organizations work separately and compete Isolated Impact Corporate and government sectors are often disconnected from foundations and non-profits Measurement and evaluation attempt to isolate a particular organization’s impact Large scale change is assumed to depend on scaling organizations Source: FSG SSIR Collective Impact Article, Winter 2011; FSG Interviews; FSG Interviews & Analysis © FSG | | 3

Collective Impact is a different approach – multiple players working together to solve complex issues Understand that social problems – and their solutions – arise from interaction of many organizations within a larger system Collective Impact Cross-sector alignment with government, nonprofit, philanthropic and corporate sectors as partners Organizations actively coordinating their action and sharing lessons learned Organizations working toward the same goal and tracking the same measures of progress Source: FSG SSIR Collective Impact Article, Winter 2011; FSG Interviews; FSG Interviews & Analysis © FSG | | 4

Collective Impact has five elements COMMON AGENDA Shared measurement Mutually Reinforcing activities Continuous communication Backbone SUPPORT Collective impact has five key elements: The first of these is a common agenda. Everyone participating in the collaboration shares a vision for change that includes a common understanding of the problem, and a joint approach to solving the problem through agreed-upon actions Next is shared measurement. All of the participants agree on how they will measure and report on progress, and the group identifies a short list of common indicators that they will reflect on, share publicly, and use to drive learning and improvement The third element is mutually reinforcing activities. Out of all of these elements, this one can be the most challenging to wrap your head around, but it’s basically the idea that different stakeholders, across multiple sectors, are coordinating activities to help meet the goals of the common agenda. This does not mean that everyone is doing exactly the same thing, but rather than each actor or organization takes on the activities to which they are most suited. Fourth, we talk about continuous communication. Everyone involved in the coalition engages in frequent, structured, open communication to build trust, ensure common objectives, and create both shared motivation and accountability Finally, backbone support. Here we’re talking about independent, dedicated staff – with funding! – who guide the initiative’s vision and strategy, support the aligned activities of partners, and establish shared measurement practices and systems. This person, or people, must be able to coordinate between all the different participating organizations, and community residents. © FSG | | 5

Collective Impact has five elements All participants have a common agenda for change including a shared understanding of the problem and a joint approach to solving it through agreed upon actions. Collecting data and measuring results consistently across all the participants ensures shared measurement for alignment and accountability. A plan of action that outlines and coordinates mutually reinforcing activities for each participant. Open and continuous communication is needed across the many players to build trust, assure mutual objectives, and create common motivation. A backbone organisation with staff and specific set of skills to serve the entire initiative and coordinate participating organisations and agencies. COMMON AGENDA Collective impact has five key elements: The first of these is a common agenda. Everyone participating in the collaboration shares a vision for change that includes a common understanding of the problem, and a joint approach to solving the problem through agreed-upon actions Next is shared measurement. All of the participants agree on how they will measure and report on progress, and the group identifies a short list of common indicators that they will reflect on, share publicly, and use to drive learning and improvement The third element is mutually reinforcing activities. Out of all of these elements, this one can be the most challenging to wrap your head around, but it’s basically the idea that different stakeholders, across multiple sectors, are coordinating activities to help meet the goals of the common agenda. This does not mean that everyone is doing exactly the same thing, but rather than each actor or organization takes on the activities to which they are most suited. Fourth, we talk about continuous communication. Everyone involved in the coalition engages in frequent, structured, open communication to build trust, ensure common objectives, and create both shared motivation and accountability Finally, backbone support. Here we’re talking about independent, dedicated staff – with funding! – who guide the initiative’s vision and strategy, support the aligned activities of partners, and establish shared measurement practices and systems. This person, or people, must be able to coordinate between all the different participating organizations, and community residents. © FSG | | 6

Collective Impact has four phases COMMON AGENDA Collective impact has five key elements: The first of these is a common agenda. Everyone participating in the collaboration shares a vision for change that includes a common understanding of the problem, and a joint approach to solving the problem through agreed-upon actions Next is shared measurement. All of the participants agree on how they will measure and report on progress, and the group identifies a short list of common indicators that they will reflect on, share publicly, and use to drive learning and improvement The third element is mutually reinforcing activities. Out of all of these elements, this one can be the most challenging to wrap your head around, but it’s basically the idea that different stakeholders, across multiple sectors, are coordinating activities to help meet the goals of the common agenda. This does not mean that everyone is doing exactly the same thing, but rather than each actor or organization takes on the activities to which they are most suited. Fourth, we talk about continuous communication. Everyone involved in the coalition engages in frequent, structured, open communication to build trust, ensure common objectives, and create both shared motivation and accountability Finally, backbone support. Here we’re talking about independent, dedicated staff – with funding! – who guide the initiative’s vision and strategy, support the aligned activities of partners, and establish shared measurement practices and systems. This person, or people, must be able to coordinate between all the different participating organizations, and community residents. © FSG | | 7

Caution: Collaboration is not linear While the table in the last slide is an extremely useful frame for describing the development of a Collective Impact initiative, it is important to recognise that collaboration is not a linear process. Over time, a successful collaboration will make progress through these four stages, but it is unlikely that the steps and milestones within each phase will follow each other in a plotable and predictable path towards maturity. Rather, within each phase and across the life cycle of the collaboration the work will be cyclical. COMMON AGENDA Collective impact has five key elements: The first of these is a common agenda. Everyone participating in the collaboration shares a vision for change that includes a common understanding of the problem, and a joint approach to solving the problem through agreed-upon actions Next is shared measurement. All of the participants agree on how they will measure and report on progress, and the group identifies a short list of common indicators that they will reflect on, share publicly, and use to drive learning and improvement The third element is mutually reinforcing activities. Out of all of these elements, this one can be the most challenging to wrap your head around, but it’s basically the idea that different stakeholders, across multiple sectors, are coordinating activities to help meet the goals of the common agenda. This does not mean that everyone is doing exactly the same thing, but rather than each actor or organization takes on the activities to which they are most suited. Fourth, we talk about continuous communication. Everyone involved in the coalition engages in frequent, structured, open communication to build trust, ensure common objectives, and create both shared motivation and accountability Finally, backbone support. Here we’re talking about independent, dedicated staff – with funding! – who guide the initiative’s vision and strategy, support the aligned activities of partners, and establish shared measurement practices and systems. This person, or people, must be able to coordinate between all the different participating organizations, and community residents. © FSG | | 8

Collective Impact in action looks like this Common agenda and shared metrics strategic guidance and support partner-driven action = community partner (e.g., nonprofit, funder, business, public agency, parent) Community partners working on strategies Steering committee Work group Chair Coordinator Guides strategy Supports aligned activities Establishes shared measurement Builds public will Advances policy Mobilizes resources Chair Chair Chair Work group Chair Chair Work group Chair Chair Work group * Adapted from Listening to the Stars: The Constellation Model of Collaborative Social Change, by Tonya Surman and Mark Surman, 2008.

Collective Impact in a shell Collective impact occurs when organizations from different sectors agree to solve a specific social problem using a common agenda, aligning their efforts, and using common measures of success.

A New Way of Working The Hedland Collective

Over the last year, community stakeholders have created the Hedland Collective Hedland Collective was organised in 2017 as a group of public, private, and not-for-profit organisations dedicated to improving outcomes and opportunities for the community of Hedland using a collective impact approach. There is a wealth of services and amenities in Hedland, and we believe that by improving coordination and alignment among existing efforts we can increase positive benefits for the community. Over the last nine months, the collaboration has engaged over 130 key stakeholders in the community to strengthen collective outcomes and community spirit in Hedland. The four key priorities, outlined below, were discussed and selected by community members, so that participants working toward the outcomes that the community cares about most, and with solutions that are community owned. Hedland Collaboration Structure Local Coordinator Working Groups Pathways to Opportunity Supportive Hedland Vibrant Hedland Resources sub-working group Steering Committee

Hedland Collective : : Common Agenda Our vision and guiding principles: Members of the Hedland Community have pathways to opportunity. The Hedland community is safe, welcoming, and vibrant. There is a sense of pride and respect for all members of the community and for the town’s diverse cultures and history. Hedland offers significant local employment and business opportunities that attract and retain community members.

Each of the four working groups has developed early priorities to guide the collaboration PATHWAYS TO OPPORTUNITY RESOURCES SUB-WORKING GROUP SUPPORTIVE HEDLAND VIBRANT HEDLAND Strengthen and align connections between education, training and local employment with forecasting, earlier engagement and a “one-stop-shop” Coordinate to align the trade career path among companies and education institutions Engage earlier with parents and children to share opportunities available in Port Hedland Establish and communicate clear local employment pathways to industry and industry-related employment opportunities Explore opportunities to increase local content through collaboration with other partners Improve coordination and reach of social investment, event sponsorship and volunteering Work together to address gaps and needs of social services Provide strategic input to the Town of Port Hedland’s Community Safety Action Group, and assist in strategy implementation Build social sector collaboration by strengthening networking and capacity building opportunities Share the positive narrative about living in Hedland Ensure there is a coordinated calendar of events and activities that support community vibrancy Celebrate the rich indigenous culture of the traditional owners of the land Example strategies

Hedland Collective : : Join our Journey