CHECKUP Leaders Forum Why Collaborate? What is Collective Impact & why is it relevant? 19 th September 2014 Dawn O’Neil AM Associate Centre for Social Impact and Managing Director Dawn O’Neil & Associates

If you want to go fast go alone. If you want to go far go together. African proverb

We live in an increasingly complex world

Too many organisations are working in isolation from each other… Traditional methods for solving social problems are not working… ‘wicked / complex problems require a VERY different response…

A wicked problem is a social or cultural problem, difficult… or impossible to solve 1.There is no definitive statement of the problem; in fact, there is broad disagreement on what ‘the problem’ is 2.There is incomplete or contradictory knowledge and many people and opinions involved; 3.Problems are interconnected with each other 4.There is a large economic burden; political ramifications and other resource constraints Horst Rittel and Melvin Webber 1973

Education and Training Complex probe – sense – respond Emergent Practice Complicated sense – analyse – respond Good Practice Coordination CollaborationCooperation Simple sense – categorise – respond Best Practice Chaotic act – sense – respond Novel Practice Cynefin (Kin-ev-in) Cynefin Framework by Snowden & Kurtx Rules for intervention. Technical expertise valued. Flexible interventions around emergent properties. Technical expertise insufficient. Standard operating procedures Disorder

Mapping the service pathways - not child's play Source: Blue Sky Research Project: Shifting Children’s Developmental Trajectories in: Place-based reform: shaping change, Centre for Community Child Health, The Royal Children’s Hospital Melbourne.

Untangling the web - Moving from silos to a system Source: Place-based reform: shaping change, Centre for Community Child Health, The Royal Children’s Hospital Melbourne.

What is Collective Impact?

1.Common agenda 2.Shared measurement 3.Mutually reinforcing activities 4.Continuous communication 5.Backbone Organisation Collective Impact Framework Mark Kramer & John Kania SSIR 2011

FSG.ORG 11 © 2012 FSG The Collective Impact approach has made measurable progress against many complex social issues Education Healthcare Economic Development Youth Development Homelessness Community Development * * * * * Indicates FSG Client

Australian CI initiatives are emerging – only a few documented case studies so far

Some of Go Goldfields Achievements to date:

Three Prerequisites 1. Urgency for change 2. Adequate resources 3. Influential Champion

This is cross-sector work so we need all parts of the system present in co- design – i.e. all sectors and people with a lived experience

What makes the difference between a good movie and a bad movie? “Getting everyone involved to make the same movie!” Francis Ford Coppola Building Common Agenda & Shared Measures

5 Goals 53 Indicators 300+ partners 1.Every Child prepared for school 2.Every Child supported in and out of school 3.Every Student succeeds academically 4.Every Student enrolls in College or career training 5.Every student graduates and enters a career 1.Every Child prepared for school 2.Every Child supported in and out of school 3.Every Student succeeds academically 4.Every Student enrolls in College or career training 5.Every student graduates and enters a career

Shared Measurement

Shared Measurement 53% 44% 45%48% 100% 80% 60% 40% 20% 0% Year % n=2810n=2778n=2769n=2883n=2814n= % Percent of Children Assessed as Ready for School KRA-L Assessment, Cincinnati, All Entering Kindergartens Target >85% by 2020

Mindsets needed to do this work… FromTO Believing that isolated impact alone can solve ‘wicked’ problems Accepting that we must work collectively to achieve impact Having difficulty grappling with complex issues – wanting simple + quick solutions Can weigh things up, hold lots of different views simultaneously and take a longer view Having views shaped by narrow concerns and short term gains Having an ability to consider all perspectives and long term outcomes Take a self interested perspective – always have a personal (or organisation centric) agenda Are committed to a broader community wide gain even if others get the credit Risk intoleranceTaking smart risks – managing risk Resistant to change – have difficulty being objective Capacity for change – always trying to understand the ‘other’ position Need to ‘own’, and control attribution to self or organisation Willing to give up autonomy and share attribution 20

It’s about going slow to go fast 21 Be clear about the dilemma to be resolved - getting data, discovery and listening IS the work! Trans- formation

A new wave… and a step change in how we work... … Questions?

For more information: Dawn & Kerry’s blogs: FSG Tamarack Institute Collective Impact Forum (US practice network) Dawn O’Neil AM Dawn O’Neil & Associates Associate Centre for Social Impact