Future Sustainability for the for Purpose Sector in the

Pilbara

Acknowledgment of Country

We acknowledge the traditional owners of this land and their continuing connection to land, sea and community. In the spirit of reconciliation we pay our respect to the Elders both past and present.

‘Marble Bar is best known as the stinking hot joint which is always seems to get a crack in the weather report!’(West Australian Newspaper, 20/4/16)

‘To journey through chaos, we must engage with one another as explorers and discoverers. I believe the passage is only possible if we can claim these roles. We need to realise that no single person or school of thought has the answer, because what is required is far beyond isolated answers. We need to realise that we must inquire together to find the new. We need to turn to one another as our best hope for inventing and discovering the worlds we are seeking’

-Margaret Wheatley

“Whoever invented the first wheel was smart. Whoever invented the

other three was a genius”

-Sid Caesar

10 Year Community Plan for the Pilbara NGO Sector

“The need for greater collaboration and collaborative solutions between NGO/CBOs, government departments and the community is cited by NGO/CBO personnel and stakeholders as one of the most important factors in ensuring a viable future for the NGO sector” (see Appendix iv.)””

‘I can’t save the world on my own…it will take at least three

of us’.(Bill Mollison, a founder of the

Permaculture Movement)

‘If you want to go faster, go alone. If you want to go further, go together.

(African Proverb)

Trust

Turf

LooseTight

Compete Co-exist Communicate Cooperate Coordinate Collaborate Integrate

Competition

for clients,

resources,

partners,

public

attention.

No

systematic

connection

Information

sharing

As needed,

often

informal,

interaction,

on discrete

activities or

projects.

Individuals/

Organisations

systematically

adjust and

align work with

each other for

greater

outcomes.

Longer term

interaction

based on

shared

mission,

goals; shared

decision-

makers and

resources.

Fully

integrated

programs,

planning,

funding.

The Collaboration Continuum

Key Factors for a Successful Collaboration

Mutual respect, trust and generosity. Shared vision.Transparency of agendas and

expectations.

‘Co-operation involves empathisngwith others, putting our egos in their proper place and feeling connectedness and responsibility to others… to be a good co-operator you have to avoid many of the deadly sins – like pride and greed’-Geoff Mulgan

Clear agreement by all collaborators of mission goals, values, role responsibilities, outcomes and measurement and evaluation tools and processes.

Concrete, attainable goals, objectives and strategies.

Agreement on the scale of collaborative activities.

A Common Agenda

What makes the difference between a good movie and a bad movie?

“Getting everyone involved to make the same movie!”

- Francis Ford Coppola

A Common Agenda

Three Critical Steps:

• Creating the boundaries (issue, root causes, geographic) of the system, opportunity issue to be addressed

• Community engagement

• Developing a strategic action framework to guide the activities of the initiative

Shared Measurement

• Identify key measures that capture critical outcomes.

• Establish systems for gathering and analyzing measures.

• Create opportunities for “making-sense” of changes in indicators.

Evaluation“the making of a judgementabout the value of something…the primary purpose of evaluation, in addition to gain insight into success, is to enable reflection and assist in the identification of future change”

Appreciation of each collaborators role and contribution.Clear, open, regular and accessible connection, communication and feedback between collaborators.

The Importance of Continuous Communication

• Creation of formal and informal measures for keeping people informed and on the same page

• Communication is open and reflects a diversity of styles

• Difficult issues are surfaced, discussed and addressed

Flexibility and time to enable collaboration efforts to reach its full potential.

Dedicated leadership and personnel with commitment to the collaboration, its operations and success.

Collaborators share the credit for project accomplishment.

Backbone Coordination

• Guide vision & strategy• Support aligned

activities• Establish shared

measurements,• evaluation• Build public goodwill• Mobilise resources

‘Like a manager at a construction site who attends to the whole building while carpenters, plumbers and electricians come and go, the support staff keep the collaborative process moving along, even as the participants may change.’

Jay ConnorCommunity Visions, Community

Solutions: Grantmaking for Comprehensive Impact

Lessons Learned about Backbones1. Their value is unmistakeable.

2. Backbones shares strengths in guiding vision and strategy and supporting aligned activities.

3. Backbone organizations shift focus over time.

4. Backbone organizations’ partners need ongoing assistance with data.

5. External communications, building public will, and advancing policy are common backbone challenges.

Source: Understanding the Value of Backbone Organizations in Collective Impact Initiatives

Collaborators share the credit.

‘There is no limit to the good you can do, if you don’t care who gets the credit for it’

-Elbert Hubbard

John Kania Mark Kramer

Winter, 2011

‘We believe that there is no other way society will achieve large-scale progress against the urgent and complex problems of our time, unless a collective impact approach becomes the accepted way of doing business.’(John Kania & Mark Kramer)

Three Pre Conditions• A sense of urgency and community dissatisfaction with

incremental, small scale and individual organisational change; and the belief that no single policy, government agency, organisation or program can solve the complex social problems and issues being faced in society today – they require a different way of thinking.

• There is a presence of community and system champions who have the capacity to see, understand and communicate the complex problem or issue from both the micro and macro perspectives and then galvanise the collective response.

• There is an intensive engagement of a wide variety of partners who are willing to leverage their collective resources to drive positive outcomes.

Tom Wolf

“Ten Places Where Collective Impact Gets it Wrong”

Vol 7, Issue 1, March, 2016

28 years ago….....

“NGO/CBO personnel also recognise the need for greater levels of community ownership, local decision making and place based solutions to local issues, rather than just service delivery. The general consensus is that current metro centric, top down processes towards development are not working and paternalistic attitudes by government and agencies towards the Pilbara are very damaging.”

“The very real need to place a greater focus on community building and strengthening, rather than just servicing communities was cited as the number one factor in ensuring a viable future for the NGO/CBO sector in the Pilbara “

“Meaningful and effective collaboration between the NGO/CBO sector, government and community is vital if this is to become a reality. Likewise a better understanding of the role of NGO/CBOs by community members is also important in achieving efficient service delivery and meaningful outcomes.”

‘Top down, outside in’Weaknesses, deficiencies, needs DisabilitiesConsumers/clients/customers/patients of servicesPrograms are the answer to community needsSilo provisionServicing of community Dependence on outside professionals

Traditional Community Development

‘Top down, outside in’

Weaknessesdeficiencies, needs

Disabilities

Consumers/clients/customers of services and programs

Silo provision

Servicing of community

Dependence on outside

professionals

Asset BasedCommunity Development

Traditional Community Development

‘Inside out’

Strengthsassets, opportunities

Abilities, capacities

Citizens/co-producers/co-owners of local initiatives

Collaboration, relationships, networkingStrengthening of community

Importance of community relationshipsLeadership by ‘stepping back’

‘Most communities can often be compared to a football game where 30,000 people who need the exercise, turn up to watch 36 players who don’t.’

(Peter Kenyon)

TO FOR

WITH OF / BY

Asset Based Community Driven (ABCD) Framework

•Shifting the development mindset from--needs and deficiencies to assets and capacities

-from consumer, customer and client to co-producer, co-owner and citizen

•Discovering, mapping, connecting and celebrating the diverse range of community assets, and

harnessing the connected assets for action that strengthens caring and inclusive communities.

Kaikoura (New Zealand)

Kaikoura (New Zealand)Population - 4000A traditional farming and fishing community

1987 - 3600 international visitors2002 - 350 000 international visitors2014 - 650,000 international visitorsTourism sector contributes $67 million to the local economy.

1/3 of the town’s full time jobs are in tourism, and another 1/3 rely on a proportion of the tourism income to make their job sustainable.

Comparison - Kaikoura 1987 – 2004

Accommodation Complexes

23 96 + 317%

Guest Beds 386 1860 + 382%

Coach Services 2 each week 112 weekly + 5,500%

Licensed Premises

4 43 + 975%

Restaurants / Cafés

10 35 + 250%

Tour Operators 5 58 + 1060%

Taxi Services 0 1 New Service

Building Permits Issued

41 221 + 439%

1987 2014 Variance %

Kaikoura Whale Watch Established in late 1980’s by five Maori families

desperate to create and build a future for their children.

A catalyst for social and economic renewal in a poor, neglected community.

Local Maori (over 90% unemployment rate) borrowed $100,000 to initiate –used their homes as collateral.

Only grant in their history - $5000 for a feasibility plan.

Kaikoura Whale WatchToday:

Biggest employer in Kaikoura with over 250 staff- 77 fulltime staff

Custom built marina and a fleet of 6 custombuilt boats

Annual turnover of NZ$10 million 100,000 customers per year Winner of-

- New Zealand Tourism Operator of the of Decade

- British Airlines Best Global Eco TourismAward

- International Virgin Responsible Tourism Award .

Kaikoura Whale Watch

Besides Whale Watch, the company has a wide range of businesses:

- biggest Day Tour company operating operating on the South Island - chain of 9 coffee shops throughout New Zealand - Clifford Bay Marine Farm- technology investments.

Kaikoura …first township in the world

to achieve full Green Globe

21 status

- a benchmarking and certification

programme for sustainable travel and

tourism

Economic diversification of the Pilbara economy

Community BankingJustice Reinvestment

"Everybody is too busy ticking theirown boxes, they don't coordinate."(NGO Personnel)“More conversation rather thanconsultation.” (Stakeholder)"No one is the expert but togetherwe know a lot." (NGO Personnel)“Here they come to save us again.”(Roebourne resident)

Na to rourou

Na taku rourou

Ka ora ai te iwi

With your food basket

And my food basket

The people will thrive

“If you have an apple and I have an apple and we exchange these apples then you and I will still each have one apple. But if you have an idea and I have an idea and we exchange these ideas, then each of us will have two ideas.”-George Bernard Shaw

Conversation

KEEP

# What currently

works and we must

keep?

Conversation

CHANGE/DROP

# What needs

modifying or getting

rid of?

Conversation

START

# What needs

starting?

Contact Details

Peter Kenyon

pk@bankofideas.com.auPH: 0417183719

Wolf’s Summary

1. Collective Impact does not address the essential requirement for meaningfully engaging those in the community most affected by the issues.2. A corollary of the above is that Collective Impact emerges from top-down 3. business consulting experience and is thus not a true community development model.3. Collective Impact does not include policy change and systems change as essential and intentional outcomes of the partnership’s work.4. Collective Impact as described in Kania and Kramer’s initial article is not based on professional and practitioner literature or the experience of the thousands of coalitions that preceded their 2011 article.5. Collective Impact misses the social justice core that exists in many coalitions.

6. Collective Impact mislabels their study of a few case examples as “research.”

7. Collective Impact assumes that most coalitions are capable of finding the funds to have a well- funded backbone organisation.

8. Collective Impact also misses a key role of the Backbone organisation – building leadership.

9. Community wide, multi-sectoral collaborates cannot be simplified into Collective Impact’s five required conditions.

10. The early available research on Collective Impact is calling into question the contribution that Collective Impact is making to coalition effectiveness.