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.

http://www.ssireview.org/articles/entry/collective_impact

The BuzzIn 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.

“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.”

Collective Impact: 5 conditions

Common agenda

Backbone support

Shared measurement

Mutually reinforcing activities

Continuous communications

All participants have a shared

vision for changea common

understanding of the problem

approach to solving it through agree

actions

Need a separate organization(s) to

serve as the backbone for the

entire initiative & to coordinate

participating organisations and

agencies

Collecting data and measuring results

consistently ensures efforts

remain aligned & participants hold

each other to account

Participants activities must be

differentiated while still being

coordinated through a mutually reinforcing plan of

action

Consistent and open communications is

needed to build trust, assure mutual objectives, & create common motivation

All of these initiatives shared five key conditions that needed to be in place to achieve collective impact

Collective Impact: 3 pre-conditions

Urgency for

Change

Adequate Resources

Influential champion

There are 3 pre-conditions that help galvanise collaborative efforts

Commands respect

Can maintain activity over time

Willing to let participants find

their own solutions

Usually one anchor funder who can

support and mobilise resources

Need to pay for support

infrastructure and key skills

Is there a burning platform for

change? Are people clear that something

needs to happen

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.

Kaupapa Māori & Collective Impact

Te Pou Matakana

Whānau Ora Commissioning

Agency

MUMA

Waipareira Trust

Te Roopu Awhina

Whānau Ora

Provider

Whānau Ora

Provider

Whānau Ora

provider

Whanau Ora

Provider

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.

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.

KotahitangaWorking together in a united way towards

achieving the aims and objectives of the common goal

Common agenda

Backbone support

Shared measurement

Mutually reinforcing activities

Continuous communicationsWhakawhanaungatana

relationships are important & are recognised

Kaupapa Māori & Collective Impact

Research and Evaluation

Common agenda

Backbone support

Shared measurement

Mutually reinforcing activities

Continuous communications

Helping identify the problem and decide

on common outcomes:- needs

assessment, service mapping, community profiles, infographics

Ongoing support for

data collection,

analysis and reporting

Identifying meaningful measures,

collecting data and interpreting results

Supporting a plan of action throughbest practice

principles, theory of change, collecting

stories of lived experiences, RBA

Putting the data in front of

stakeholders regularly - are we

making a difference?, what have we learnt?

Evaluation can play a role in all of the five key conditions

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.

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

Collective impact in evaluation

The collective impact forum recently published a guide to evaluating collective impact https://www.collectiveimpactforum.org/

Criteria 1: little effective or consistent communication

2 3 4 5: 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.

Fad or future?

Grass topsIt 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 achieveCollective 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 massThree 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 focusUnlike 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 capacityThe expectation that collaboration can occur without a supporting infrastructure is one of the most frequent reasons why it fails.