Miles Dally | CEO | RCL FOODS | mail me |
If there is a silver lining in the dark cloud that is COVID-19, it’s the unity that has arisen amongst government, businesses, communities and individuals working towards the same goal of managing the crisis and supporting those most in need.
If we can sustain this collaborative spirit beyond the pandemic, we can collectively improve systems, achieve goals and ultimately create a more just and sustainable society.
Our experience of collaboration in the CSI space has taught us that this is achievable if approached in the right way.
Together we can achieve more
In measuring outcomes, collaborations that pool resources, ideas and capabilities result in higher quality delivery, more holistic solutions and better return on investment.
Through partnership, the we were able to provide over 8 million meals across South Africa in the 12 months to June 2020, of which 3.5 million were part of a dedicated #GiveItUp COVID-19 relief effort. To date, the #GiveItUp campaign has enabled over 5 million meals to reach vulnerable communities, including a million hot chicken meals prepared at soup kitchens nationwide in honour of Mandela Day.
Based on our learnings of ‘CSI unusual’, we have distilled key principles of collaboration that could help other businesses drive meaningful change in their sphere of influence.
Understanding government policy
There is a need to understand what government policy is and where opportunities exist for action.
In forming collaborations, take cognisance of existing policy frameworks and responses to avoid duplicating or compromising what is already being done. Business can play a key role in helping government deliver on its mandate through well-managed public-private partnerships.
Having a shared vision and staying focused
Individual agendas have the potential to create conflict in multi-stakeholder, public-private collaborations.
Finding a shared vision that resonates with all stakeholders is important to ensure a common guide for all strategies, enable teams to focus on what needs to be achieved, and mobilise added support. Make sure your vision is specific enough to result in clear and achievable goals.
Prioritising open communication to build trust between role-players
Building mutual trust takes time and perseverance, but it is vital for success. The key is to create space for open, two-way communication between all parties about their respective needs, expectations and capabilities. This will lead to better decision-making, with more sustainable results.
Placing empowerment of local communities front and centre
Whether you are the biggest employer in an area or just one of many involved stakeholders, empowerment of local communities must be the main objective.
Providing knowledge, skills and mentorship, rather than just donations, makes impoverished communities more likely to break the poverty cycle.
A former food garden beneficiary now manages a farmers’ association and negotiates deals with formal retailers.
Involving employees and suppliers as essential partners
Employees and suppliers can be powerful allies in helping execute collaborative campaigns, donating towards key projects and being ambassadors for initiatives.
In our case, our people are among the Foundation’s most passionate supporters, while many of our suppliers have partnered with us because it makes sense to do good together.
Don’t be a hero, be a catalyst for more
When facilitating a collaborative project, resist the urge to take the reins. Rather focus on modelling a joint decision-making process and catalysing relationship building. Ultimately, the only heroes should be the people whose lives will change for the better.
Moving beyond COVID-19, these six principles could provide a collaborative framework to deliver on pressing imperatives like job creation, land reform and waste-management. As the saying goes, ‘If you want to go far, go together’.