Logan Together Framework for Action

January 2016

If you have any questions about this document, please contact Kellie Hinchy:

E: k.hinchy@griffith.edu.au P: 07 3382 1163

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Table of Contents

Introduction......................................................................................................................3Making change for all kids...........................................................................................................3Mobilising the Logan community................................................................................................3Co-design: a partnership between citizens, community organisations and government..............4

Ourframeworkforaction..................................................................................................5Immediate actions.......................................................................................................................5Action groups.............................................................................................................................5Project development process......................................................................................................5Clustering projects.....................................................................................................................6Citizen co-design and the role of citizen panels...........................................................................7Resourcing projects....................................................................................................................7Projects and governance.............................................................................................................8Role of Logan Together Industry Chapters...............................................................................10

Planningforresults.........................................................................................................12About Program Logic...............................................................................................................12Logan Together results framework..........................................................................................13About Results Based Accountability..........................................................................................14Using Program Logic and RBA together....................................................................................14How this work fits with finalising the Roadmap.........................................................................16Timeframes..............................................................................................................................16

Projectsandprojectclusters............................................................................................17

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Introduction TheLoganTogetherRoadmapwasdevelopedthroughwide-rangingcommunityandstakeholderdiscussionsandsetsoutacompellingproposalforhowwemight,together,delivergreatlifeopportunitiesforLogankids.About30strategiesforactionwereidentifiedintheRoadmapandwhatisalreadyclearisthatthesefundamentalconceptsenjoygreatsupport.

Toputthesestrategiesintoactionweneedtoidentify:

• howwewillorganiseourselvestodeliveronthese• thewaywewillscope,designandexecutethesestrategies• the“quickwins”anddirectactionsthatneedtooccur• howwearegoingtomeasurewhetherourstrategiesandactionsshiftthechildhood

developmentindicatorsforLogan.

Thepurposeofthisdocumentistoaddressthesequestions.

Making change for all kids Intakingaction,weneedtopitchourapproachattherightlevel–thepopulationlevel.WeneedtounderstandtheoverallcircumstancesofallchildreninLoganandscopeoutourproposalsforactionatascalethathasagenuinechanceofachievingtheresultsweareafter.

Todothiswearegoingtoborrowheavilyfromtwoimportantmethodologies:

• Results-basedaccountability(RBA),and• Programlogic

TheRBAmethodologyworksbyidentifyingandquantifyingtheresultswewanttoachieveandworkingbackwardstomakesurewhatwearedoingthroughourworkisgoingtoadduptotheresult.Italsohasclearmeasurementandaccountabilityfeaturesthatcontinuouslyinformdecisionsabouttheimpactofprojectsandactivities,andidentifieswhethertheyarehittingthemark.

TheProgramLogicmethodologycomplementstheRBAmethodologybydrivingstakeholderstobeclearaboutthetheoryofchangeandassumptionsthatsitbehindhowwedesignourwork.

Thesemethodologiesaredetailedfurtherlaterinthisdocument.

Mobilising the Logan community Oneofthemostimportantareasofactionwillbetoharnesstheenergyoflocalcommunitymemberstosupporttheirfamilymembers,neighboursandfellowcitizenstoachieveoursharedgoalsforourkids.Itisworthmakingthispointveryclearlyandstrongly.Wecanmountverywellorganisedprojectsinareaslikehealth,educationandsocialservices,butifwedon’tachieveagroundswellofinterestandownershipamongLoganfamilies,wewillmostlikelyfallshortofachievingouraims.Forthisreason,acampaigntomobiliseLoganfamilieswillbeoneofourmostimportantstrategicprojectstopursueaspartofourFrameworkforAction.

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Co-design: a partnership between citizens, community organisations and government AfoundationprincipleforLoganTogetheristhatwewillincludecitizensinthedesignandleadershipofallaspectsofourcampaign.Thatincludesparents,carers,childrenandcommunitymembers.WehavemadeafairstartingivingeffecttothatprinciplethroughthedevelopmentofourRoadmap,butthereismuchmoretodo.

OurFrameworkforActionsetsoutarangeofpracticalandconcretewaysLoganfamiliescouldhelpdesignprojects,participateinthegovernanceofourcampaignandgetinvolvedinmakingchangethroughvolunteering,advocacyandlocalaction.Weknowthatindividual’slevelofdesireoravailabilitytoparticipatewillvary,sowewillensurethereareoptionsforvaryinglevelsofparticipation.

Whereverwereferto‘co-design’or‘citizenco-design’,werefertothisvaluablepartnership.

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Our framework for action LoganTogetherwillputtheideasinourRoadmapintoactionviaacoordinatedseriesofActionGroupsthattakecarriageofanindividualprojectorclusterofprojects.SomeoftheseActionGroupswillalignneatlytotheagendaofoneLoganTogetherChapter.Othersarecrosscutting,relatingtomanyareasofwork,sowethinktherewillbetwokindsofprojectsandrelatedActionGroups:

Strategicprojects:big,complex,cross-sectoralprojectsthatrequireamulti-disciplinaryfocusandalotofleadership.TheActionGroupsfortheseprojectswillreceivedirectionstraightfromtheCrossSectorLeadershipTable,LoganTogether’smaincollaborationandleadershipgroup.

Chapter-basedprojects:projectsthatarelesscross-sectoralinnatureandfitmoreneatlyintooneparticularIndustryChapterwithintheLoganTogethercollaborationandgovernancearrangements.

AscheduleofproposedStrategicProjectsandChapter-basedprojectsisattheendofthisdocument.AdiagramofhowtheprojectsfitintotheLoganTogethergovernancearrangementscanbefoundonpage9.

Wearegoingtouseaconsistentprocessfordevelopingtheseprojects.Wewillalsoconductdetailedplanningacrossvariouschilddevelopmentlifestagesfrompre-conceptionthroughto8yearsoldtoalignallourprojectswithaclearProgramLogicandResultsBasedAccountabilityframework.Youwillfindmoredetailonthisisinthesectionsbelowandwe’llbeorganisingsomebriefingsandtrainingontheseframeworks.

Immediate actions Wethinkitisimportanttohavesomedisciplineinhowwescopeanddevelopourprojects.We’realsoworkingwithmanystakeholderswhoarealreadytakingactioninresponsetotheRoadmapandwedon’twanttoholdthatup.We’reencouragingLoganTogetherstakeholderstokeepprogressingimmediateactionsandexistingcollaborativeworkatthesametimeasweshapeupprojectplans.

Inourprojectplanning,we’llalsobeidentifyingimmediateactionsand“quickwins”.Wewillsoonstartsharingdetailsoftheexpandingcatalogueofgreatworkalreadygoingonsootherscanconnecttoitandsupportit.

Action groups Actiongroupswillconsistoftherightpeopletodesignandexecutetheprojectorclusterofprojectsthegroupisresponsiblefor.Itmaytakesometimetoworkoutwhotherightpeopleare.Togetsomethingsdone,theActionGroupmayhavetoengagenewandseniorpeoplewhomaynotyetknowtoomuchaboutLoganTogether.Thatwillbeoneofthechallengestoovercome.

ThefirstjobofeachActionGroupistostepthroughtheprojectdevelopmentprocessoutlinedbelow.ItwillguidetheActionGroupinscopingtheprojectandgettingtherightpeopleandresourcesinvolved.

Project development process ForbothourStrategicProjectsandChapter-basedProjects,wesuggestusingacommonandsimpleprojectdevelopmentapproach.We’llbegintousetheProgramLogicandRBAframeworksinthis

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work,sowe’llorganisebriefingsandtrainingforthoseinvolved.Thesuggestedprocesshasseveralsteps:

1. Shortscopingpaper:Partnersdevelopaninitialshortscopingdocumentforeachproject.Atemplateforthisisincludedattherearofthisdocument.Thiswillprovidesomedefinitionandsupportingdatatoinformfurtherprojectdesigndiscussions.Forthestrategicprojects,theLoganTogetherteamwillmostlikelymanagethisstep.Forchapter-basedprojects,aworkinggroupwillprogressit.

2. Initialprojectmeeting(s):Usingtheshortscopingpaperasaguide,aninitialmeeting(orsetofmeetings)oflikelyprojectpartnerswillbeconvened.Thismeetingwill:• reviewthescopeandpurposeoftheproject• Identifyimmediateactionsthatcanbetakenandorganisetogetonwiththose• identifyotherpartnersandstakeholderswhowouldneedtocontributetotheproject• agreethebestmethodofcitizenco-design• planadetailedprojectdesignmeeting(s)withallrelevantstakeholdersandusingthe

agreedcitizenco-designprocesses3. Projectdesignmeeting(s):Thesemeetingsaimtodeveloptheprojectconcepttoa10-15

pageprojectdesignbrief.Themeetingswill:• involveallrelevantstakeholders• usecitizenco-design• connectwiththebroaderResults-BasedAccountabilityandProgramLogicplanningwork

thatwillbegoingonatthesametimewithrespecttolifestages(moreonthisbelow).4. Projectdesignbrief:Followingtheprojectdesignmeetings,eachActionGroupwillbeasked

todraftaprojectdesignbriefwhichsetsoutkeyaspectssuchas:• howtheprojectcontributestoachievingLoganTogether’sgoalsandtheindividual

resultswearechasing• animplementationpathway• resourcingimplications• quickwins

5. Approvalstoproceed:TheprojectdesignbriefwouldbeconsideredandendorsedbytheLeadershipTableforbothstrategicandchapter-basedprojects

6. Projectdelivery:Projectswouldthenproceedtoimplementquickwinsandbefurtherdevelopedanddelivered,eachaccordingtoitsagreedimplementationpathway.

Forstrategicprojects,wewouldliketohavecompletedprojectdesignbriefsforconsiderationbytheLeadershipTableandotherstakeholdersbyearlyApril2016.

Itwouldbegoodforchapter-basedprojectstoproceedinthesametimeframe,butultimately,industrychapterswillestablishthetimeframesthatbestsuitchapter-basedprojects.

Clustering projects StakeholdershaveidentifiedthatmanyoftheprojectsthatappearedintheconsultationdraftoftheFoundationRoadmaparelinked,someverycloselyso.Forthisreason,LoganTogetherisproposingthat,whererelevant,ActionGroupsoverseeaclusterofsimilarprojectsandstructurethemintoanoverarchingproject/sub-projectstructure.Theprojectschedulesattheendofthisdocumentareset

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outinthisway.WethinktheserevisionsshouldbecarriedforwardintothefinalversionoftheFoundationRoadmap.

Citizen co-design and the role of citizen panels Citizenco-designandleadershipiscriticaltothesuccessofLoganTogether.Weneedthecampaigntobeacitizen’smovementandforthereallifeexperienceoflocalpeopletoguidehowthecampaignrollsout.Ideally,we’dliketoseeongoingdiscussionswithinformedgroupsofcitizenswhocanreallydigintotheissuesandgiveusdetailedguidanceonhowtoproceed.That’sthecoreofthe“citizenpanel”concept.

Inprojectdesignanddelivery,wethinkcitizenco-designandleadershipcantakeseveralforms:

CitizensasActionGroupmembers:CitizenscanbeactivemembersofActionGroupsandattendregularActionGroupmeetings

Usingexistingcitizengroups:Wecanpiggybackonexistingcitizengroups–suchasEldersgroupsorParentsandFriendscommittees-andhaveastructuredprocessforadelegationfromanActionGrouptoattendcitizengroupmeetingsandundertakeco-designworkthere.Thesediscussionsmaybeone-offorongoing.

Newcitizengroups:Wecanhelpconvenegroupco-designdiscussionsamongpeoplewithanaturalcommonaffiliation–suchasparentsatthesamekindyorschooloragroupoffostercarers.Thesediscussionsmaybeone-offorongoing.

Pop-upgroups:Wecanputonneighbourhoodeventstoinviteabroadrangeofcitizensintoaco-designdiscussion.

EachActionGroupwillneedtoexplorethebestmethodsfordrivingcitizenco-designrelevanttotheirproject.TheLoganTogetherteamwillprovidesomecoordinationandfacilitationacrossActionGroups.

Resourcing projects Mostprojectsrequireresourcinginboththedevelopmentandexecutionphases.Thiscanbein-kindintheformofpeoplespendingtimeandcontributingexistingresourcesoritmayrequirenewresourcing.

AnimportantprincipleforLoganTogetheristofirstexaminewhatwecanachievebycombiningourexistingresourcesinbetterways.Inexploringtheirprojects,ActionGroupsshouldthereforeexamineresourcingquestionsinroughlythefollowingorderforboththedevelopmentandprojectexecutionphases:

• Canweundertaketheprojectwithinourexistingresourcesorbyreconfiguringexistingresources?

• Iftheprojectrequiresnewresourcing,canwemakesavingsfromamongprojectpartnersinareasofcomparativelylowerpriority–orbycombiningourresourcesmoreeffectively-andapplythosesavingstothisproject?

• Ifweneednewandextraresourcingfortheproject,canweindicatethelong-termcost-benefitandassociatedsavingsoverthecycle?

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LoganTogetherdoesnothaveamagicfundingbucket,butLoganTogetherGovernmentandotherpartnersdoclearlyunderstandtheverysignificantcostsassociatedwithchildrennotachievingtheirpotential.Therefore,casesfornewinvestmentinprojectsthatwillhelpdeliverwhole-of-populationlevelchangeforourchildrencanbeconsideredontheirmerits.

Projects and governance ThediagramoverpageindicateshowtheprojectsandtheirActionGroupswillinteractwiththebroaderLoganTogethergovernancearrangements.Furtherexplanationofeachelementiscontainedbelow.Thepositioningoftheelementsonthepagearenotintendedtoconveyapowerhierarchy,simplyaninter-relationship.

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Role of Logan Together Industry Chapters LoganTogether’sIndustryChaptershaveanimportantroletoplayinbringingpeopletogethertofocusonoursharedgoals,toorganiseActionGroupsandexecutearangeofprojectsidentifiedintheRoadmap.AChapterwillprobablysupportanumberofActionGroups.Howeverasdiscussedabove,whereaprojectrelatestomultipledifferentareasofworkitwillbetreatedasaStrategicProjectandhaveadirectrelationshipwiththeCross-SectorLeadershipTeam.ChapterswillplayanimportantroleinorganisingpeopletoparticipateinStrategicProjectsandwillbeanimportantcommunicationandcoordinationchannelforkeepingChaptermembersuptodatewithprogress.

LoganTogetherispiggy-backingoradaptingexistingnetworkstructurestoserveasChaptersinmostinstances,andoftentheagendaoftheChapterwillhaveabroaderscopethanLoganTogether’sparticularfocusonunder8sandtheirfamilies.

Aswellasbeingforumsforpeopleandorganisationsinterestedinspecificareasofthecampaigntocometogethertoplanandtakeaction,Chapterswillalsoprovideaforumforregularexchangeofinformation,anddebateandcreativityabouttheLoganTogetheragenda.

IndustryChapterswillbetopicandprojectbased,andeveryonewhoisinterestedinthosetopicsandprojectsiswelcome.Wehopeothergreatideaswillariseaspartofthecollaborativediscussions,sotheagendawillgrowanddevelopovertime.

ThepaperonGovernanceArrangementshasmoredetailonChaptersandhowtheyrelatetootherstructures.

RoleofCrossSectorLeadershipTable

TheLeadershipTableisthemaincollaborationandgovernanceforumforLoganTogether.ItwillalsoplayaroleinprovidingdirectguidanceonthecrosscuttingStrategicProjectsidentifiedinthisFrameworkforAction,andwillbetheauthorisingbodyfortheStrategicProjects.

TheLeadershipTablewillworktocreatetherightenvironmentforallActionGroupstosucceedandwilladdressbarriersthatmaycomeupinworkingacrossthecommunitytogettheresultsweareafter.WethinktheLeadershipTablewillbeabletotacklethesignificantmajorityofissuesthatmightarise.ForthoseissuestheLeadershipTablecan’tsolve,therearetwostructuresplannedthatwillprovideamechanismforaddressingmoresystemicchallenges.TheyareaJointExecutivesGroupcomprisedofthemostseniorStateandFederalGovernmentofficialsandInter-DepartmentalCommitteesatboththoselevelsofGovernment.Thesearedetailedbelow.

RoleofStateandFederalGovernmentInter-DepartmentalCommittees

LoganTogether’sGovernmentpartnersareveryactiveinorganisingtosupportdeliveryoftheLoganTogetherRoadmap.Tothisend,inter-departmentalcommitteestructuresareformingatbothaStateandFederallevel,withsub-committeesundertakingspecificpiecesofworktoensureGovernmentisabletopartnerwellintheLoganTogethercampaignandtocoordinateGovernmenteffort.Thisistremendous.

TheseGovernmentcommitteesandsub-committeeswilllink,butareseparatetoLoganTogether’sActionGroups.Inmanyinstances,membersoftheGovernmentsub-committeeswillmostlikelyjoin

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LoganTogetherActionGroupsandcontributeasvaluedpartnersinthatcontext.However,assetoutabove,theActionGroupswillbethewayLoganTogetherwilldrivethecampaignforwardontheground.

AnotherroleoftheInter-DepartmentalCommitteesistoidentifyanysystemicissuesthatarisefromLoganTogether’sworkandmakeprogressinrespondingtothoseissues.Intheseinstances,committeemembersmaynotberegularmembersofActionGroups,butmightworkbehindthescenesandatacross-Governmentorganisationalleveltocreatetherightsolutions.LoganTogether’sCross-SectorLeadershipTablewouldbeoneofthechannelsviawhichsystemicissueswouldbeputontheagendafortheGovernments’Inter-DepartmentalCommittees.

JointExecutiveGroup

TheJointExecutiveGroupisproposedtoconsistofasmallnumberofthemostseniorlevelpublicservantsatbothStateandFederalGovernmentlevels–DirectorsGeneralandDepartmentalSecretaries.

TheGroupwillprovidetheCross-SectorLeadershipTableamechanismtoraiselonger-term,systemicorcross-FederationcoordinationissuesthatmightimpactonthesuccessofLoganTogetherontheground.TheGroupmaynotneedtomeetveryregularly–perhapsonceortwiceayear,butshouldprovideanopportunitytolookstrategicallyatwhole-of-Governmentfunding,regulation,forwardplanning,dataandinformation,anddirectservicedelivery.

TheJointExecutiveGroupwon’thaveadirectconnectiontoActionGroups.

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Planning for results WhilewearesettingupActionGroupstofocusonspecificprojectsandprojectclusters,wealsoneedtodosomemoredetailedhighlevelplanningtosetoutmorepreciselyhowourvariousprojectswilladduptoourBigResultsateachlifestage,andatthewhole-populationlevel.We’vealsogotsomefeedbackaboutotherBigResultspeoplewouldliketosee,sowe’lladdressthattoo.TheLoganTogetherteamproposestomakeuseoftwokeyanalyticaltoolstosupportprogramdesignandimplementationandaccountability:

• ProgramLogic(PL)• ResultsBasedAccountability(RBA)

WewillinviteinterestedpartiestoaseriesofworkshopstosetoutandagreethismoredetailedlevelofplanningduringFebruaryandMarch.

ThisplanningwilltakeplaceatthesametimeourActionGroupsareundertakingtheirprojectdesignandthetwoprocesseswillconnectastheymature.Whilethereismorethinkingtodo,wethinkthehighleveloutcomesandresultsarestartingtolooklikethetableoverpage.

About Program Logic ProgramLogic(PL)isapowerfulprojectplanningtoolthatincludesthefollowingnecessaryelements

• Thespecificnatureoftheproblemtobeaddressedandwhyitisimportanttobeattendedto

• Thespecificoutcomestobeachievedattheindividual,familyandcommunitylevelprojectlevel

• Thespecificindicatorsandtargetstobeusedtomeasurehowsuccessfultheprogramisinachievingthedesiredoutcomes

• Thetheoryofchangethatdrawsonrelevantevidencetospecifyparticularstrategiesandprogramstoachievethedesiredoutcomes.Inprinciple,thetheoryofchangeshoulddrawonevidenceoftheefficacyandefficiencyofearlierorexistingprograms,researchfindings,andaSWOTanalysis.InthecaseoftheLoganTogetherinitiative,theunderpinningtheoryofchangefocusesonthekeyriskandprotectivefactorsthatshapekeyoutcomesattheindividual,familyandcommunitylevelofinteresttotheLogancommunityandGovernment.(ThesearediscussedatlengthinVol.3oftheStateofLogan’sChildrenandYoungPeople,especiallychapter1).

• Thespecificstrategies,programs,projectsandactivitiesdesignedandimplementedtoachievethedesiredoutcomesandtargetsinlightofthetheoryofchange

• Thespecificoutputsandoutcomesattheindividual,familyandcommunitylevelthatresultfromthestrategies,programs,projectsandactivitiesimplementedbyGovernmentorNGOs

• Thespecificmeasurementpracticesandtoolsthatmeasureinputs,processes,outputsandoutcomes

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Logan Together results framework TheconsultationdraftoftheFoundationRoadmapmadeastartindefiningarangeofresultsthatarefundamentaltoraisinghealthykidsateachlifestage.Wewillnowtakethisfurther.Basedonfeedbackandfurtherresearchandconsideration,wehaveprovisionallyidentified15resultsacrossachild’slife-course.Eachoftheseresultswillbeilluminatedbyoneormoreindicatorsforwhichwecansetabaselineandtargets.Forsomewehavenodatayet,soit’saspirational.WewillthenuseProgramLogicandResults-basedAccountabilityprocessestodomoredetailedplanning,describemorepreciselythescaleatwhichourproposedstrategiesneedtooperate,andidentifyhowcollectivelythestrategieswillimpacttheresults.

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About Results Based Accountability RBAisanaccountabilityratherthanplanningframework.Itfocusesontwokindsofaccountabilities:

• PerformanceAccountabilityfocusesonhowwellanindividualagency;programorsystem

ofservicesachievesclientresultsoroutcomes.Performanceaccountabilityfocusesonthree

kindsofperformancemeasures:

o Howmuchdidwedo?(Whatwasthequantityoftheworkdone?)–Ameasureof

programoutputso Howwelldidwedoit?(Whatwasthequalityoftheworkdone?)–Ameasureof

programefficiencyo Isanyonebetteroff?Diditmakeadifference?(Whatwastheimpactoftheprogram

onclients?)–Ameasureofprogramefficacy.

• PopulationAccountabilityfocusesontheimpactofallrelevantprogramsintheaggregate

onpopulationoutcomes,eitherataspecificpopulationgrouplevel(forexample,aspecific

atriskpopulationgroup),orthepopulationasawhole.Ingeneral,implementingand

ensuringpopulationaccountabilityismuchmoredifficultthanensuringperformance

accountabilityfortworeasons:becauseitisverydifficulttomeasurepopulationoutcomes

accuratelyandonatimelybasisthatcapturethedirectandindirecteffectsofprogrammatic

interventions;andbecauseitisextremelydifficultandveryexpensivetocaptureallthekey

influencesonpopulationoutcomesinameasurementsystem.Thisdoesnotmeanthatwe

shouldnotbotherwithpopulationaccountability.Rather,itmeansthatwehavetobe

cognizantofthedifficultiesinvolved;measurewhen,whereandwhatwecan;makeuseof

existingdatasystems;modelrelationshipcautiously;andbecarefulintheinferencesand

attributionswemake.

Using Program Logic and RBA together Thediagramoverpagesetsoutsomestepsthatshowhowthesetwousefulframeworkscanbeused

together.

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How this work fits with finalising the Roadmap ManyoftheideasinthisFrameworkforActiondocumenthavecomefromfeedbackLoganTogether

receivedontheconsultationdraftoftheFoundationRoadmap.Weexpectthatmanyoftheseideas

willthereforebereflectedinthefinalversionoftheFoundationRoadmap.Thefinalversionofthe

FoundationRoadmapwillbereleasedinthenextmonthortwo,oncewehavereceivedaformal

responsefromourGovernmentpartnersandprocessedthe20orsosubmissionswereceivedfrom

communitypartners.

Timeframes Thenextfewmonthswillseethreemajorstrandsofworkprogressing:finalisingtheFoundation

Roadmap;doingmoredetailedplanningusingProgramLogicandResults-basedAccountability

approaches;anddesigningandthenexecutingprojectsviaActionGroups.Aroughtimetable

showinghowthesethreestrandsofworkwillprogressisbelow.Therewillbealotofinterchange

betweentheProgramLogic/RBAworkandtheProjectDesignwork.

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Projects and project clustersAfterclusteringtheideasintheLoganTogetherRoadmap,wehaveidentified9StrategicProjects

and12Chapter-basedprojects.Thesearesetoutbelow,positionedagainsttheearliestlifestageto

whichtheymostlyrelate.Remember,IndustryChapterswillmostlikelyhaveotherprojectsrelevant

tothejointinterestsofmembersthattheywillpursueinadditiontotheprojectslistedbelow.

TherelevantIndustryChapterisindicatedforChapter-basedprojects:HealthandWellbeing(H&W);

Education(Ed);ChildandFamily(C&F);DomesticandFamilyViolence(D&FV);HousingandHomelessness(H&H);

Employment,TrainingandEngagement(E,T&E)

Life stage Chapter based projects Strategic projects

Preconceptionandyoungpeople

Reducesmokingrates(H&W)

Educationandsupportforyoungpeoplepriortoparenting(E,T&E)• Expandparenting,fertility

andrelationshipsbasicsandlifeskillsinhighschool

• Createmoreoptions,mentoringandincentivestocompleteeducationandexperienceworkpriortoparenting

• Expandsocialandemotionalwellbeingprogrammingforyoungpeople

Intensivesupportforallyoungparentsunder19

ConceptiontoAge1

Social&emotionalwellbeingsupport(H&W)• Provideintensiveanti-

smoking,drinkinganddrugssupport,particularlyforMums

• Provideuniversalscreeningandeffectivesupportforpreandpostbirthsocialandemotionalwellbeingissues

Improveengagementwithmaternitycarebyincreasingbirthingchoices(H&W)

Communitychildandmaternalsupportcentres• Long-termrelationshipbased,continuityofcare• SEWBscreeningandsupport• Antenatalcare• Antenatal,childdevelopmentandparenting

education• Socialconnectionopportunities• Somecentresspecificallytailoredtodiverse

communities• Supportandintegrationwithuniversalandmore

intensivetargetedpost-birthhomevisitingservice

Age1toAge3

Socialconnectionandsupportedplaygroups• Boostsocialconnection,earlylearningand

communityparticipationthroughscalingupsupportedplaygroups,MumsandBubsgroupsandsimilar–responsivetoculturalneeds

Earlydetectionofvulnerabilities

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Life stage Chapter based projects Strategic projects

• Developandimplementastrategyforuniversalearlydetectionandsupportforhearing,vision,speechanddevelopmentalissues

Buildearlylanguage,socialandemotionalskills• Stageacommunity-widereading,language

andhomelearningprogram• RolloutAbecedarianapproachinkeysettings

Age3toAge5

Boostattendanceathighqualitykindyprogramsandcreatekindyalternativescateringfordiversity(Ed)

Improvekindy-schooltransitions(Ed)

Studentnutritionstrategy(alsorelevant5-8)

Age5toAge8

ResolveroleofplayintheP-2curriculum(Ed)

Boostearlyschoolassessmentandresponsivenesstosocial,emotionalandlanguageneeds(Education)

• Improveimplementationanduptakeofsocialandemotionallearningandresiliencetrainingaspartofthecurriculum

• targetedscreeningandrapidaccesstosupportsforchildrenwithdifferentlearningrequirementsorspecialneeds

Lifecourse

Scaleupandbetterintegratesupportforhouseholdstoachievefinancialstabilityandhaveeffectivepathwaysfromcrisissupportthroughtolongtermsustainability(C&F).

SupportthedevelopmentandimplementationoftheLoganDomesticViolenceActionPlan(D&FV)

DevelopaFamilyHousingStrategytoaddresstheshortandlongtermneedforaffordableappropriatefamilyhousing(H&H)

Developacomprehensivelocalemploymentstrategy,targetingfamiliesandjoblesshouseholds(E,T&E)

Communitymobilisationcampaign–parenting,childdevelopmentandlifeskills

• Developacity-wideparentingskills,childdevelopment,reproductivehealth,lifeskills,socialandemotionalwellbeingandresiliencecampaign

• Campaigntohavefourtiers:o Broadcommunityeducationand

awarenesso Mobilisation

§ Takingpersonalactioninyourfamily

§ Helpingothers/volunteering

o Grouplearning(parentingandlifeskills)andsocialconnections(egplaygroups)

o One-on-onecoaching• LoganFamiliesInformationportal+apps

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Life stage Chapter based projects Strategic projects

Enablingstrategies

0-8HealthServicedeliveryplan(H&W)

Furtherdevelopvolunteeringinfrastructuretosupportfamilies(C&F)

Serviceaccessandintegration• Integratedfamily-centredsupportsystem

o Developaspecialisedfamilyengagementteamtoengageintargetedstrategiesandsoftentryandsocialapproachesacrossthecommunity

o Createajoined-up,family-centredsupportsystemthatactsholistically

§ FamilyCoach/keyworker§ Single,long-termcase

planning§ LoganChildDevelopment

Passportconcept§ Commonassessmentand

referralprocesses• PhysicalHubs

o Createschool-based,integratedservicehubsprovidingaccesstouniversalservices

o Communitybasedintegratedservicehubs

o School-basedhealthandserviceclinicsforattendingstudents

• Outreach,openinghoursandserviceusagepatterns

• DigitalservicedeliveryDevelopacross-disciplineWorkforceDevelopmentplanforLoganchildandfamily-facingworkers,supporting:

• Childdevelopmentknowledge• Language,literacyandresiliencebuilding

skills• Socialandemotionalwellbeingsupportskills• Commonassessment,screeningandearly

detectionskills• AboriginalandTorresStraitIslandercultural

competence• Cross-culturalcompetence

Evolution of Collective Impact Design PrinciplesKania andKramer WeaverandCabaj Rubenstein&HoganManagerial Movementbuilding Movementbuilding

Continuouscommunication Authenticengagement Engagement&mobilisation

Commonagenda Sharedaspirations Sharedaspirations,outcomes

Sharedmeasurement Strategiclearning Measurement, evaluation,strategiclearning

Mutuallyreinforcingactivities Highleverageopportunities Highleveragestrategies

Backbone support Containerforchange Backbonesupport

Place-based

CollectivePartnerships

Co-design

Governance

Capability building

System-level re-engineering

Programlogic/rational planning