Across the first two articles in this series, we’ve explored a recurring tension in the community, voluntary and not-for-profit sector: organisations are increasingly expected to think strategically while operating within systems that continue to prioritise short-term delivery 

While there are no simple answers, there are interesting examples—both in Ireland and internationally—of organisations and governments experimenting with different ways of responding to these challenges. 

In Ireland, Mental Health Reform provides an example of organisations coming together around shared policy priorities, research and collective advocacy. The establishment of Cuan also reflects a policy recognition that responding to domestic, sexual and gender-based violence requires greater coordination across services and agencies. 

What is interesting about these examples is not that they provide a blueprint for the whole sector. They illustrate how different structures can create opportunities for organisations to work collectively on issues that extend beyond the remit of any one organisation. 

Looking Beyond Ireland: Are Others Asking the Same Questions? 

Looking beyond Ireland, there are a number of interesting examples of governments and communities experimenting with different ways of tackling complex social issues. None of them provide a blueprint and each reflects its own political, funding and cultural context. They do, however, illustrate that many countries are asking similar questions about collaboration, commissioning and system design. 

New Zealand’s Wellbeing Budget encouraged government departments to work towards shared wellbeing outcomes rather than solely agency-specific priorities. In Canada, the Tamarack Institute has supported communities to adopt Collective Impact approaches that bring charities, businesses and government around shared goals. In Australia, Logan Together has brought together more than 100 organisations to improve outcomes for children and families through long-term collaboration. 

These initiatives differ in purpose, scale and context, but they share one characteristic. 

Each reflects an understanding that many social challenges extend beyond the capacity of individual organisations or agencies acting alone.  Rather than offering a blueprint for Ireland, they illustrate how different countries are experimenting with new approaches to coordination and partnership around complex social challenges and long-term change. 

Other places are asking similar questions. They’re experimenting in different ways. The interesting question isn’t whether Ireland should necessarily follow them, it’s whether those examples encourage us to think differently about the opportunities and challenges within our own community, voluntary and not-for-profit sector.