1. “Social Impact Through Collaboration
Presented by
Dr. Ian O. Williamson
Helen Macpherson Smith Chair in
Leadership for Social Impact
Melbourne Business School

2. Asia Pacific Social Impact Leadership Centre
Created in 2008
Support by the philanthropic, government, for-profit, and not-for-profit sectors.
Helen Macpherson Smith Trust
Melbourne Business School
Private and company donations
Federal Government Funds

4. Social Impact Social impact:
The creation of a positive, lasting change in the well-being of a communities constituents.    

5. 2 Factors Needed for Social Impact
Innovation
Sustainability

6. Collaboration is the Key
How can we generate social impact?
Collaboration is the Key

7. The Advantage of Partnership
Innovation stems most often from knowledge combination and complementarity
Multiple stakeholders are needed for implementation and sustainability

8. Complementary Knowledge
For-Profit Organizations
Strengths
Financial Resources
Process and Platform Technology
Needs
Insight into community issues
Social Ventures
Strengths
Deep knowledge of community needs
Access to community members
Needs
Process, Platform and Resources for Scale
Government
Strengths
Scale and Financial Resources
Focus on Collective Well-being
Needs
Community access and implementation

9. Talent Pipeline Perspective on Social Impact
Identification/
Attraction
Development
Utilization
External Shocks  Pipeline Leakage
- Access to Healthcare Culture/Values
- Access to Education Demographic Trends
Failure to Develop A Resilient Talent Pipeline
Leads to Negative Organizational and Community Outcomes

10. Shell Social Issue Workforce Development Initative (WDI)
“Great Crew Change”
Decline in students pursuing technical careers
Underrepresentation of ethnic minorities
Workforce Development Initative (WDI)
Created through the alignment of our social and community investment activities with business needs to strengthen talent pipeline.
Key Partnerships
Teach for America
39 University MBA Programs
Hispanic Engineer National Achievement Awards Conference
Local K-12 School Districts

11. BHP Billiton Social Issue Impact Initiative Malaria
Aluminium smelter project just outside Maputo, Mozambique
Disease caused the deaths of five employees during the construction phase alone
Lead to an absentee rates of 7 per cent
Pull out or fight?
Initiative
Developed an anti-malaria headquarters
Partnered with the governments of Mozambique, South Africa and Swaziland and several international not-for-profit organizations
The project today spans three countries, covering 200,000 sq km and 4m people
Mozambique: A Very Public Private Initiative
Combating Malaria: FT Special Report
Source: Financial Times
Author: Tom Burgis
Associated Member Companies: (Click for profile)
BHP Billiton
Every morning between six and seven o'clock, Fatima Mugabe inspects the cubic net-and-wire contraption attached to the window of her mother's rudimentary house in southern Mozambique.
Most days, the device has served its purpose and snared one of the country's most prolific killers.
Ms Mugabe, 20, takes a glass jar and funnels in the captive mosquito. Once it has died, she deposits it in one of 31 marked vials to be preserved in alcohol until the entomologists make their next rounds.
It is a simple ritual but, repeated in village after village, province after province, it forms part of a campaign that has shown extraordinary success in combating the country's biggest single cause of mortality.
Using data from such mosquito traps, the doctors and analysts at the anti-malaria project's headquarters have orchestrated a multi-pronged assault on the disease. In the southern provinces it covers, this had reduced prevalence in children aged two to 15 from about 90 per cent to 2 per cent by the end of 2007.
The project today spans three countries, covering 200,000 sq km and 4m people. It began when BHP Billiton set about building a huge aluminium smelter just outside Maputo, the capital, in 1998.
The deaths of five labourers from malaria during the construction phase alone - as well as absentee rates of some 7 per cent - demonstrated an overwhelming business case for combating the disease, recalls Andre van der Bergh, the mining group's vice-president for asset protection.
It hampered education and drained resources in one of the world's poorest countries.
A small pilot initiative grew into a scheme now regarded as a model by many experts. The techniques it uses, such as distributing mosquito nets, spraying houses with insecticide and supplying drugs for treatment, are common to countless malaria-control projects. The difference, however, is its co-ordinated approach.
The scheme's laboratories breed mosquitoes from samples from villages. As particular batches begin to show resistance to one sort of insecticide, the sprayers - appointed only after consultation with local chiefs - alternate different chemicals, ensuring their continued efficacy.
Critical too is the mass of data that flows to headquarters for analysis from insect-traps, hospitals and rural nurses. As well as clinical results, the project uses economic indicators such as tourism rates to measure success.
That may explain how it has secured funding of $400m to date. Initially, the private sector picked up almost the entire bill, before multinational donors pitched in.
Yet this is no isolated project run by donors. The campaign is integral to the Lubombo Spatial Development Initiative (LSDI), launched in 1999 by the presidents of Mozambique, South Africa and Swaziland and designed to turn the contiguous parts of their countries into a globally competitive economic zone.
Rajendra Maharaj, head of the malaria department at the Medical Research Council in Durban, South Africa, which collates the LSDI's malaria data, says: "Prior to this model you would have different treatment regimes on each side of a river." The project, Dr Maharaj adds, has "become a blueprint for collaboration in Africa".
Malaria prevalence in South Africa's Kwa-Zulu Natal province and in Swaziland has fallen even lower than in Mozambique. Swaziland now aims to eliminate the disease altogether.
But as with many such schemes, the real test is yet to come. Over the next three years, the project will be transferred to the auspices of the three governments, and donors and the private sector will gradually reduce their contributions.

12. Partnership, Talent Pipelines and Social Impact
Cross-sector partnership can play a fundamental role in shaping the talent pipelines of communities
Talent management is a key driver of community well-being in an information-based economy
Effective talent pipelines = Social Impact
In a knowledge based economy you need two things:
Health
Education
Not-for-profit organizations play a critical role in shaping this outcomes in communities
For-profit organizations know very little about how to do this right
There is a lot for-profit organizations can learn here

13. Keys to Effective Partnership
Evolution of Identity
Recognition of Partnerships Opportunities
Interaction

14. Role of Asia Pacific Social Impact Leadership Centre
Create a space for innovation
Shape and deliver new practice
Research and disseminate

15. Graduate Certificate in Social Impact
4 course program
Designed for professionals across the corporate, philanthropic, government and not-for-profit sectors
Courses:
Social Impact: Entrepreneurs and Social Innovation
Corporate Responsibility and Accountability
Social Investment and Philanthropy
Leadership for Social Impact.
For more information visit:

16. Strategic Focus of Our Centre
Indigenous Businesses and Organisations
Capacity Development in Third Sector
Organizational Leader Development
Social Entrepreneurship
Pathways to Work

17. Thank You