Resource Category:

Collective Impact

Collaboration for Impact Conference 2016 – speaker presentations

The 2016 Collaboration for Impact Conference was recently held in Melbourne. Featuring speakers Sharon Fraser, Go Goldfields; Kerry Graham, Collaboration for Impact; Lisa Ryan, Social Leadership Australia and many more, this event explored cross-sectoral collaborative work, mainstream response to collaborative challenges and several other schools of thought around collective impact. The full program as well as links to speaker presentations are available here.

Draw ‘How to make toast’: An Introduction to Systems Thinking and Wicked Problem Solving

DrawToast workshops, created by recognized global thought-leader, Tom Wujec, are a great way to get groups to think freshly about mental models. Tom studies collaborative creativity, wicked problem-solving and the impact of emerging technologies on how we design and make things. During a DrawToast workshop, each person has 3 minutes to sketch a diagram of how to make toast. When comparing diagrams, people are shocked at how diverse the diagrams are, revealing a wide range of models of what's important in making toast. It's a great launch pad for drawing out what's really important to the group which can result in combating those tricky problems with collaborative strategy. See a brief outline of DrawToast workshops here. Download the DrawToast Systems Thinking Guide here.  

Five Good Ideas about Collective Impact – Tamarack Institute

This article and video created by Liz Weaver, Vice-President, Tamarack - An Institute for Community Engagement, explores the five core conditions required for collective impact to successfully tackle complex problems:
  • Building a common agenda
  • Developing shared measurement
  • Engaging in mutually reinforcing activities
  • Focusing on continuous communications and
  • Being supported by a backbone infrastructure.

Collective Impact 101: The Definitive Guide

Struggling to come to grips with what collective impact is and isn’t? International experts Fay Hanleybrown and Jennifer Splansky Juster bust the myths and outline the lessons for philanthropy in this article. Article covers defining collective impact, misconceptions around collective impact, most important factors for collective impact success and lessons for philanthropy.

What is Collective Impact?

Collective Impact is a framework for facilitating and achieving large scale social change. It is a structured and disciplined approach to bringing cross-sector organisations together to focus on a common agenda that results in long-lasting change. Read more about the basics of Collective Impact and view some helpful videos on Collective Impact Australia.    

Collaboration for impact: The Collective Impact Framework

Collaboration for Impact is the Australian community of practice that helps communities work better together to tackle their toughest problems. Through research-informed, practice-based learning we work with people and organisations to increase their collaboration skills and ability to apply the collective impact framework to create large-scale social change. Collective Impact is a framework to tackle deeply entrenched and complex social problems. It is an innovative and structured approach to making collaboration work across government, business, philanthropy, non-profit organisations and citizens to achieve significant and lasting social change. View the website here. Read about The Collective Impact Framework here.

Channeling Change: Making Community Impact Work

Channeling_Change_PDF (Stanford Social Innovation Review 2012). This article looks at how organisations and communities, in diverse settings, are developing what is termed a ‘collective impact approach’. It is recommended reading and a useful  tool for  organisations that are considering working collaboratively to improve outcomes and achieve change. Initiatives should over time meet five criteria in order to be considered a collective impact:  
  1. A common agenda and agreed upon actions
  2. Shared measurement and shared accountability
  3. Mutually reinforcing activities through a joint plan
  4. Continuous communication and building trust
  5. Backbone support such as a key organisation.