Paul Porteous Email:
[email protected] Web:
www.social-leadership.org Ph: 0407 400 837
Increasing Capacity
Not about solving problems but increasing our
problem-solving capacity
Cultural water flows
Our people say that the water is the blood flow of Mother Earth. Like loss of blood causing problems for the human body, our culture suffers in the same way without water.
Water entitlements that are legally and beneficially owned by the Indigenous Nations and are of a sufficient and adequate quantity and quality to improve the spiritual, cultural, environmental, social and economic conditions of those Indigenous Nations.
Australian attitudes to
(national/local) democracy
(IGPA 2014)
18-24 25-34 35-44 44-54 55-64 65+
Have little or no influence over NATIONAL decision- making (%)
83 84 91 88 84 84
Have little or no influence over LOCAL decision- making (%)
71 76 76 77 79 76
Federal police 71%
State police 67%
The High Court 61%
The ABC 52%
The Reserve Bank 49%
Charitable organisations 46%
Environment groups 42%
Your local council 38%
The Commonwealth Public
Service 38%
State Parliament 31%
Federal Parliament 30%
Business Groups 28%
Religious Organisations 26%
Trade Unions 25%
Political parties 18%
Trust
http://www.essentialvision.com.au/trust-in-institutions-10
4 October 2017
Q. How much trust do you have in the following institutions and organisations?
“There is a strong sense of disenchantment among NFPs about the overall quality of their engagement with government”
• relationship with government ‘unequal’
• imposing ‘top down’ solutions
• ‘over the top’ reporting requirements
• more akin to master-servant relationships
• significant compliance burden
• limits ability to innovate
NFP Partnerships
Productivity Commission Contribution of the NFP Sector, p.308-10
NFP Partnerships
88% of government agencies view their engagement with NFPs in the delivery of human services as a successful ‘partnership’
NFP Partnerships
… although some of the responses
as to the meaning of a partnership showed a lack of understanding of what comprises genuine
collaborative engagement
Community dynamics
Collaboration
1) Purpose, vision and agenda 2) Relationships based on trust 3) Communication
4) Capacity and capability building 5) Enquiry mindset
6) Focus on successes and assets 7) Monitoring and measurement
“Era of Market Triumphalism”
Without any real debate, we drifted from having a market economy to
being a market society
Sandel 2012
“We gradually got rid of all our advocacy policy
people and replaced them with grant writers and grant acquitters”
Transactional Collaboration
•Building a business
•Market competition
•Efficiency
•Influence - win
•Reactive partnerships
•Success = resources
•Building community
•Collaborative learning
•Competing values
•Discovery
•Proactive networking
•Success = evolution
Framing Challenges
What’s in it for me and
my organisation?
How does it build my community?
Community as focus
Trust - not pushing own
agenda
Purpose is learning
Not knowing is OK
Social policy discussions that impact locally
Evidence and Partnering is
Acknowledging difficult realities Resources
beyond funding
Cups of tea and coffee
