If you want to go fast go alone

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

Cynefin (Kin-ev-in) Education and Training Collaboration Flexible interventions around emergent properties. Technical expertise insufficient. Cooperation Complex Complicated probe – sense – respond sense – analyse – respond Emergent Practice Good Practice Rules for intervention. Technical expertise valued. Disorder Chaotic Simple act – sense – respond sense – categorise – respond Novel Practice Best Practice Coordination Cynefin Framework by Snowden & Kurtx http: //www. youtube. com/watch? v=N 7 oz 366 X 0 -8 Standard operating procedures

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?

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

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

Australian CI initiatives are emerging – only a few documented case studies so far Shepparton Lighthouse Children’s Project Vic ** Logan Qld Children & the community consortium ** TL 3 + Sustainable Living + Communities 4 Children Tas Blue Mountains Stronger Family Alliance Children’s Ground & Desert Knowledge Education Benalla Vic (Tomorrow Today Foundation) Blue Sky Early Childhood (research project) Melton Vic 90 homes – 90 lives Sydney

Some of Go Goldfields Achievements to date: Increased reading levels up from 60% to 91% achieving Level 5 Library usage up by 7% Parents talking to and reading more to children 72% Decrease in unexplained school absences Years 5&6 6% decrease in developmental vulnerability of Prep children

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 codesign – i. e. all sectors and people with a lived experience Business Govt & Philanth ropy Citizens Non. Profits

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

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

Shared Measurement

Shared Measurement Percent of Children Assessed as Ready for School KRA-L Assessment, Cincinnati, All Entering Kindergartens 100% Target >85% by 2020 80% 60% 40% 53% 56% 2011 -12 44% 45% 48% 2005 -06 2006 -07 2007 -08 2008 -09 2009 -10 2010 -11 n=2810 n=2778 n=2769 n=2883 n=2814 n=2865 20% 0% Year

Mindsets needed to do this work… From TO 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 intolerance Taking 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 Willing to give up autonomy and share 20 self or organisation attribution

It’s about going slow to go fast Be clear about the dilemma to be resolved getting data, discovery and listening IS the work! . Transformation Transactions Relationships & trust building Listening & Discovery 21

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

For more information: www. collaborationforimpact. com. au Dawn & Kerry’s blogs: www. collectiveimpactaustralia. com. au; FSG www. fsg. org Tamarack Institute www. tamarackcommunity. ca/ Collective Impact Forum (US practice network) www. collectiveimpactforum. com Dawn O’Neil AM Dawn O’Neil & Associates Associate Centre for Social Impact dawn@dawnoneil. com. au 0419462218