1. July 2014 Mobilising your community Doug Taylor, CEO United Way Australia

2. OVERVIEW Who is United Way? Why mobilise? Who to mobilise? When to mobilise? How to mobilise? Action Plan! 2

3. WHY DOES UNITED WAY EXIST? We believe all individuals and families should have the opportunity to reach their full potential. And since everyone has a role to play in removing barriers and making this a reality, at United Way our mission is to mobilise individuals, business and government so that together we can help address society’s most pressing needs. As a not for profit organisation, our focus is on establishing education, income and health as the building blocks of a good life. Right now, our priority is READLEARNSUCCEED an early intervention program for disadvantaged communities that seeks to improve literacy, school retention and readiness for work. 3

4. Why mobilise? 4

5. Touchstone 1- Turning Outward 1.Turn Outward 2.Build deep, meaningful, ongoing relationships 3.Go beyond delivering services to mobilisation and true Impact strategies The Harwood Institute

6. Turn Outward: The Quiz 1.Complete the Turn Outward Quiz individually 2.Within your group, compare observations 3.Identify three benefits of turning outward 4.Identify three concerns

7. Putting the Community back into Collective Impact 1.Community Ownership But the success of collective impact depends on genuine ownership by the larger community, and that starts with placing value on both expert knowledge and public knowledge, which can come only from authentically engaging the community. 2. Strategies that fit the community It is important to not confuse a commitment to rigorous analysis with developing strategies that actually fit a local context. June 11, 2016 7

8. 3. A sustainable enabling environment To forge a sense of possibility and a pathway, it is critical to create the right enabling environment in a community. This means focusing on the underlying conditions in a community that allow change to occur— and for the community itself to change how it works together. 4. A focus on impact and belief Belief, after all, is that intangible factor that prompts and prods people to step forward and engage; makes people willing to join with others; and connects people’s self-interests with others’ and, at times, transcends them. June 11, 2016 8

9. 5. A story Another characteristic of collective impact is ongoing communications. But traditional aspects of communications strategies are not adequate for addressing the challenge that narratives play in a community. June 11, 2016 9

10. Touchstone 2: Build deep, meaningful, ongoing relationships Relationship management success is contingent on everyone in the organization, from the CEO to each and every staff and Board member and volunteer, buying into and supporting the effort. Requires shifting the organization’s mindset to center on relationships rather than transactions. Relationship management is a way of doing business across the organization that tailors the constituent experience in order to forge lasting relationships.

11. Who to mobilise? 11

12. The tip of the Iceburg 12 Who is below the line? NGO & Gov.

13. Brainstorming activity… June 11, 2016 13 …who in the community can we mobilise around our common agenda?

14. Community Asset Map… 14

15. 15 Improved lives Institutions Businesses Community GrpsNeighborhoods Faith community United Way Government IndividualsAgenciesUnionsAcademiaetc.Philanthropy C o m m u n i t y a s s e t s / p a r t n e r s / i n v e s t o r s Community Impact – framework for cross-sector engagement Community plan for action Targeted changes in community conditions

16. Scope and trends in business engagement So what is CSR? Individuals and companies often have own definition. Broadly speaking CSR is: “about how companies manage the business processes to produce an overall positive impact on society” (Mallen Baker) Key areas of CSR: Environment Marketplace Workplace Community-the focus of today 16

17. Corporate Social Responsibility: the wider agenda and direction The CSR Journey: Wayne Visser 17 Defensive CSR Charitable CSR Promotional CSR Strategic CSR Transformational CSR

18. 6 Strategic and focused- proactive not reactive, focus on issues that align to business and stakeholders Multiplying Impact- partnering with other business and government agents to have a bigger impact Global trends in corporate community involvement Integrated- Uses stakeholders to create a focused impact Leverage non financial resources more strategically – using a Corporate’s greatest asset- the skills and assets of their people Evidence base and measurement- ensuring that the work is founded on evidence and can be evaluated 18 June 11, 2016

19. 8 CREATING A WIN/WIN IN CORPORATE PARTNERSHIPS Strategic way to partner with companies based on research findings 19 June 11, 2016

20. Macquarie Business Park Community Partnership

21. 2 1.As a Partner to help lead the work in your business and the Macquarie Park community: - including access to ongoing volunteer and fundraising opportunities - CEO will be invited to become a member of the Steering Group 2. As a Supporter of this initiative: -This will include opportunities to attend CEO networking events -and annual opportunities for fundraising and volunteering How can Macquarie Park businesses support this?

22. When to mobilise? 22

23. Mobilising at different stages of the lifecycle Discovery Design Delivery June 11, 2016 23 Identify champions - leaders ‘Turn outwards’ Community Conversations Collective set the common agenda Public commitment Mobilise resources (GAV) Communicate common agenda Continue sharing info/feedback loops (M&E) Engage champions in decision- making and implementation Year 1 Year 2 Year 3

24. How to mobilise? 24

25. Case Study: Common Cause Community Consultation Methodology Target GroupsEngagement method Senior Cross Sector Leaders/Thought Leaders Forums Cross Sector practionersForums and survey HNW InvestorsForums Grass Roots NGOsForums Sydney representatives- Individuals facing social disadvantage Forums and survey Sydney representatives- Suburban householders Forums and survey Sydney representatives- CBD employees Forums and survey 25

26. Community Consultation and Engagement Focus areas: What makes Sydney a great place to live? What will make Sydney a better place? What are the key challenges facing our community? How can the identified social challenges be effectively addressed? 26

27. APPLYING THE PRINCIPLES IN YOUR COMMUNITY Level of ownership will determine the level of investment, Shared Value Be clear on what you need and why- technical or adaptive Approach to big and small businesses are different. Some degree of Shared Value will be useful for the business leader and their organisation You can do a lot without money, remember time, treasure and talent Growing interest from the Philanthropic Sector in funding strategies and not just programs Lead from behind: Co-brand or Shared Brand, Seeding Grants, Local Champions, let others take the credit. June 11, 2016 27

28. Engaging SMEs There are examples drawn from the Central Coast Portland, Ballarat and Penrith: Fundraising Events and Campaigns- Casino Night, Golf Day, PA event, Workplace Giving Experiential activities- Sleep out, Hamper collections, Local Eyes photographic exhibition Campaigns in the local media- special appeals Sponsoring Business Awards Partnering with local government, Chamber of Commerce, City Centre Association and Rotary, Lions Governed by business leaders- gets ‘skin in the game’ Focus on READ LEARN SUCCEED June 11, 2016 28

29. Activity… 1.Why do you need partners outside NGOs and Government? 2.What do you want from them and what can you give them? 3.Who will you target and why ? 4.How will you engage them? 5.When will you do this? June 11, 2016 29

30. Thank you. Questions, comments..