More than 100 experts across 5 working groups, representing the voices of thousands, collaborate through the Go Goldfields initiative. We bring people and organisations together to deliver meaningful, and positive change for our community.
The diagram above shows the governance structure and flow of communication across Go Goldfields. This demonstrates the many voices who inform the work at strategic, development and delivery levels.
COLLABORATIVE TABLE – Governance and Vision: This group addresses the overall Go Goldfields strategy. Holding the work against our community aspirations. Includes service providers, government agencies, peak body groups, research and tertiary organisations, community leaders and businesses. Innovating to achieve our vision for; ‘Our community aspiring, achieving to live a full life’.
BACKBONE ORGANISATION – Facilitation: This group services the entire initiative, mobilising diverse groups and cross-sectoral leadership. Integrating evaluation for reflection and learning.
REGIONAL LEADERS AND DIRECTORS – Advocacy: This group supports the alignment of the work across government departments and regional services.
IMPACT AREA GROUPS – Implementation: Continual process of planning and doing, grounded in evidence. Creative problem-solving. These groups focus on project implementation in the priority areas of Children & Families, Youth, Family Safety and Economic Participation.
REFERENCE GROUPS – Expertise: Grassroots and specialist feedback on community priorities. These are made up of community members and experts, which provide input to the decision making on specific areas of interest.
OUR FRAMEWORKS & APPROACH
Community connections and aspirations guide our approach to achieving long term change for children, youth and families. Our approach is influenced by; Collective Impact, the IAP2 Public Participation Spectrum for increasing levels of public impact, Harwood Institute Community Rhythms, a gender equity lens, and a primary prevention lens across all areas of work, amongst other frameworks and tools.
OUR THEORY OF CHANGE MODEL
We have developed our framework for long term change from a robust collaborative co-design process, including identification of high leverage and equity-focused strategies which we believe will achieve our desired outcomes. We are creating the conditionsfor change through developing a shared awareness and understanding of local issues, strengthening partnerships, involving the community in decision making, increasing services collaboration, and responsive advocacy and investment.
There are now many examples of collaborative activity and its resulting changes across the municipality that did not exist a few years ago. Examples include the integrated philosophy of the Goldfields Family Centre, community police collaboration, and a growing number of community members who are passionate and involved in all aspects of this work.
We have systems in place to reflect and measure the impact that informs the transformations that are needed. We continue to work together on challenging existing systems so that we can achieve our vision for our community aspiring, achieving to live a full life.
The work is broken into four areas being; Children and Families (through our Children and Families Partnership), Youth (through our YES Alliance), Economic Participation (through our Employment, Education and Training Action Group) and Family Safety (through our Family Violence Action Partnership). The fifth group is our Collaborative Table, who set the over-arching strategies and advocate for collaborative practice.
These priorities are assigned short and medium objectives by our various working groups. The working groups then set linked activities to achieve these objectives. All of this moves us closer to attaining the original community-driven aspirations that dive our work. Our aspirations inform our 12 month priorities. These priorities are assigned short and medium objectives by our various working groups. The working groups then set linked activities to achieve these objectives. All of this moves us closer to attaining the original community-driven aspirations that dive our work.
Read more about on our VISION & ASPIRATIONS and IMPACT AREA pages.
A Collective Impact is a collaborative approach premised on the notion that complex social problems cannot be overcome by working in isolation. By creating the elements that characterise collective impact including collective efficacy, long term population change can be achieved.
STRATEGIC LEARNING – RESEARCH AND EVALUATION
Research and Evaluation is a priority for the work of Go Goldfields. Through our partnership with the Murdoch Children’s Institute of Research, we have benefited from over $100,000 of investment in research and evaluation in the past year. We use data, indicators and a participatory evaluation process known as Most Significant Change to measure and refine our work. Visit our DATA & REPORTS page for more information.
GENDER EQUITY LENS
We advocate for the application of a gender equity lens across all aspects of the work of Go Goldfields. Decisions are made that take account of and are responsive to gender. It refers to our different socially-constructed roles, our behaviours, our activities, the way we relate, share resources, make decisions, plan for the future and participate in our community.Gender equality does not necessarily mean equal numbers of men and women, or boys and girls, in all activities. Nor does it mean treating men and women or boys and girls exactly the same. It is about recognising that men and women often have different needs and priorities, are faced with different constraints, have different aspirations and contribute to and participate within community in different ways.
Go Goldfields strategies prioritise a primary prevention approach. We aim to eliminate or reduce factors that contribute to poor health, vulnerability and isolation wherever possible.
HARWOOD INSTITUTE – COMMUNITY RHYTHMS
Harwood Institute’s work in communities reveals that there are stages of a community’s life and that each stage has deep implications for understanding your community and what it means for moving forward. The Harwood Stages of Community LifeTM emerges from over a decade of research and on-the-ground initiatives throughout the United States. The research shows that communities have rhythms to them that we must come to understand so that our approaches, programs and initiatives — and the building of public capital — work with those rhythms, take advantage of them, even accelerate them. Before these stages kick in, a community usually has been through a period of decline, lasting up to fifteen to twenty years. The Harwood Stages of Community Life is based on 5 stages, being; 1. The Waiting Place, 2. Impasse, 3. Catalytic, 4. Growth, and 5. Sustain & Renew.
IAP2 PUBLIC PARTICIPATION SPECTRUM
IAP2’s Public Participation Spectrum is designed to assist with the selection of the level of participation that defines the public’s role in any community engagement program. The Spectrum shows that differing levels of participation are legitimate depending on the goals, time frames, resources and levels of concern in the decision to be made. However, and most importantly, the Spectrum sets out the promise being made to the public at each participation level.
MOST SIGNIFICANT CHANGE
The Most Significant Change Technique (MSC) is a monitoring and evaluation method used for evaluating complex interventions. This method is based on a qualitative participant-driven approach, focusing on the human impact of interventions. In essence, MSC involves the generation of significant change stories by various stakeholders involved in the intervention. The more significant of these stories are then selected by the stakeholders and in-depth discussions of these stories take place. These discussions bring to the stakeholder’s attention to the impacts of the intervention that have the most significant effects on the lives of the beneficiaries and inform future shifts in our strategy.
Appreciative inquiry is a model that seeks to engage stakeholders in self-determined change. It is based on a perceived overuse of “problem-solving” hampered any kind of social improvement, and what was needed were new methods of inquiry that would help generate new ideas and models for how to organise.