1. Some problems are simply too complex to solve with any single approach. Why collaborate? Isolated interventions and single programmes will never be able to address complex social problems. To create lasting large-scale change we need multiple players, diverse perspectives and to work in unison.

2. http://www.ssireview.org/articles/entry/ collective_impact The Buzz In the winter 2011 issue of Stanford Social Innovation Review John Kania and Mark Kramer introduced the concept of “collective impact” by describing several examples of highly structured collaborative efforts that had achieved substantial impact on a large scale social problem. Stanford Social Innovation Review “Response to that article was overwhelming. Hundreds of organizations and individuals from every continent in the world, even including the White House, have reached out to describe their efforts to use collective impact and to ask for more guidance on how to implement these principles.”

3. Collective Impact: 5 conditions All of these initiatives shared five key conditions that needed to be in place to achieve collective impact

4. Collective Impact: 3 pre-conditions There are 3 pre-conditions that help galvanise collaborative efforts This is the most critical factor and requires a very special type of leader - passionate and committed but not focused on promoting their own view. This is challenging and a change for funders to consider they need to invest in infrastructure. Collaboration is typically time consuming and resource intensive. Research or evidence about an issue can galvanise the necessary sense of urgency.

5. Kaupapa Māori & Collective Impact An example of Collective Impact with the North Island Whānau Ora Commissioning Agency. Whanau Tahi – Data Analytics support. Whānau Direct – Commisioning Model for whānau engagement supoort. Planning, technology, data collection. Whanau Tahi – Data Analytics support. Whānau Direct – Commisioning Model for whānau engagement supoort. Planning, technology, data collection. People asked how well this North American model fits within a New Zealand context? How does it align with Kaupapa Māori? Consistent with Whakawhanaungatana and Kotahitanga, collective impact values relationships and working togejther in a united way. The term collective impact is used by the new North Island Whānau Ora Commissioning Agency, Te Pou Matakana.

6. Kaupapa Māori & Collective Impact

7. Research and Evaluation Evaluation can play a role in all of the five key conditions

8. Infographics are a great tool for keeping a common vision in focus. They were used by Comet to guide a common agenda for the Learning Auckland initiative.

9. http://shineporirua.org.nz http://www.learningauckland.org.nz http://www.communityresearch.org.nz http://grow.co.nz/collective-impact-2014 http://www.cometauckland.org.nz http://www.centreforsocialimpact.org.nz https://www.collectiveimpactforum.org Who is currently involved in collective impact? There were a number of examples of collective impact presented at the recent collective impact conference in Wellington The collective impact forum is a US website providing discussion and useful resources on collective impact

10. Collective impact in evaluation The collective impact forum recently published a guide to evaluating collective impact https://www.collectiveimpactforum.org/ https://www.collectiveimpactforum.org/ Criteria1: little effective or consistent communication 2345: consistent communication, keeping internal and external stakeholders informed and engaged Ratings Comments: The collective impact conditions can be a useful framework when evaluating collaborative initiatives. They provide a structure to: identify critical issues communicate results support self-assessment The 5 conditions were used for a self assessment tool in the Youth Mental Health evaluation.

11. Fad or future?  Grass tops It has been criticised as a movement where funders and providers decide on the agenda- rather than it being grass roots. It is important to bring the lived experience of those that are being ‘helped’ into the common agenda.  Hard to achieve Collective impact remains more of an aspiration than an accomplishment for most of us. The disparity between time required and patience available is one reason why collaboration for collective impact is so elusive.  Requires everyone within the complex system to change It requires funders to shift their perspective and fund in a different way. Funders want to invest in programs or approaches that can demonstrate effectiveness. Yet collaborative efforts make it hard for organisations to demonstrate their programmes unique influence.  Gaining critical mass Three years on the concept is still gaining momentum and we are starting to see the principles of collective action influencing public policy in the US, Canada and Australia and in New Zealand.  Provides structure and focus Unlike many collaborations, collective impact initiatives involve a centralized infrastructure, a dedicated staff, and a structured process. Practitioners undertaking collaboration have welcomed having a structure to guide collaborative efforts.  Recognises time and capacity The expectation that collaboration can occur without a supporting infrastructure is one of the most frequent reasons why it fails.