PROPERTY OF CSRNEWSSA CONFERENCE REPORT
Think THE GREAT FUNDERS' CONFERENCE 2020
Conference Reports & Presentation Localised Sustainable Goals
Fundraisers Focus Room Frank discussions South Africa's Burning Issues - what should we do?
Conference Report 03
09
CITIZEN...
FUNDRAISER
Looking at the Localised Sustainable Development Goals.
Candid conversation between the funder and the fundraiser looking for solutions.
03 - 06
15 TWO TYPES Where do we begin with penetrating the two responsibilities that look at us daily.
The Citizen's Agenda South African businesses got together to relook the form of sustainable development goals that are designed to suit the South African market - under the banner - The localised Sustainable Goals.
09 - 12
19 BURNING... The truth behind what is destroying the hopes and dreams of development in South Africa.
2019, The Great Funders' Conference Report
Drilling Down - Funder/Fundraiser Non profits and corporates have candidate discussions about matters that hinder funding and funding opportunities and for corporates listened to NGOs and this is what was discussed.
15 - 17
Two Types of Responsibility How do we distinguish between the broader responsibility and narrower responsibilities? When the word responsibility is used in CSR, what does that mean and how does it differ from CSI?
CONFERENCE MAGAZINE / REPORT 2019
#02
Now, Remember
Conference Magazine
#03
On 17 September 2019, just under 100 development practitioners, academics, and captains of industry met in Johannesburg South Africa in a bid to charter a new course for CSI in South Africa. One of the aims was to develop South Africa’s very first CSI development agenda, under the banner ‘The Localised Sustainable Goals’. The Localised Sustainable Goals are a narrowing down of the United Nations’ Sustainable Development Goals (SDGs), which establish the standards for governments to achieve a better and more sustainable future for all.
They address the global challenges the world faces, including poverty, inequality, climate change, environmental degradation, prosperity, and peace and justice. In South Africa, the SDGs are far from being achieved. As an industry, CSI plays a critical role and can do a great deal to see these goals realised. The problem, for many, is that while the goals are noble, attainable and crucial for a just and sustainable future, they are broad. It falls to specific industries to translate these goals into manageable, do-able chunks that all can understand and contribute to.
CONFERENCE MAGAZINE / REPORT 2019
The Localised For the CSI sector, this means re -interpreting them as the Localised Sustainable Goals. On 17 September 2019, NGOs and funders met to dialogue around this concept. The challenges are huge, but when they are formulated as specific goals, they have the power to unite efforts and raise the standard of the development work conducted by corporates and their NGO partners. It was agreed at this forum that the name of our CSI industry -specific Localised Sustainable Goals is The Citizen’s Agenda. The Citizens’ Agenda At this stage, The Citizen’s Agenda is broad. It encompasses both a mindset or a heart attitude, and a set of specific goals to which corporates engaged in CSI may subscribe – and may help determine, since the field is still open for discussion. Charlene Lackay, group CSI Manager for Momentum Metropolitan Group, points to the fact that for corporates, CSI needs to start with their own employees: ‘I’ve had in mind something akin to the Citizens’ Agenda for a while. Some corporates have 30 000 plus employees. All of them are citizens.
CONFERENCE MAGAZINE / REPORT 2019
They come from their homes, wherever that may be, by whatever means of transport they have and there are certain things that frustrate and challenge them as individuals. They are challenged by the insecurity they feel in their homes, by unemployment within the family, by failing education standards for their children, by lack of time to do the things they need to do. We need to ask ourselves what we are doing to enable them to become active citizens – to fully claim their space as citizens.’ The Citizen’s Agenda is premised on the idea that employees and their families are our first responsibility when it comes to social investment.
CONTENT
CSRNEWSSA PHOTOGRAPHY
CSRNEWSSA Team
Sustainable Goals #04
Citizen's Agenda Interdependent goals
A united industry
A second point of departure is that the goals of the Citizens Agenda need to be formulated in a way that recognises their interdependence. Currently, 80% of funders channel their funding into education, leaving connected sectors high and dry.
In addition, the reality underlying all corporate CSI efforts is that there is a massive disconnect between the many programmes attempting to tackle South Africa’s pressing issues. We lack a common, properly formulated goal, broken down into areas of endeavor and geographical locations; as a result, we get duplications, failures born of ignorance, and programmes aiming for almost opposite ends.
Education cannot be separated from nutrition, transport, family wellness, unemployment or environmental concerns, all of which impact upon a sense of wellbeing and an ability to learn.
'I have had in mind the citizen's Agenda' CONFERENCE MAGAZINE / REPORT 2019
As CSI practitioners we need to see ourselves as one, united industry, with a common ethos and goal, in which each of us plays a part. In this way we might focus on job creation where it is needed, transport where it is needed, physical and mental health, parenting skills, technology education, food gardens, cooperatives, skills development, arts and culture, solar power provision and a whole host of other human needs in ways that are coordinated and interconnected.
CONTENT
Christie Baker PHOTOGRAPHY
CSRNEWSSA Iphone
Ultimately, with the Citizen Agenda in mind, we need to be able and willing to openly and honestly collaborate with partners and funders in order to bridge the gaps in the SDGs in order to generate positive change in our communities.
#05
The Agenda's focus Benefits of collaboration With collaboration, properly coordinated, we would stand a higher chance of reaching our common goals. A basis of good collaboration is for each party to know their strengths and limitations. Instead of working in silos, clusters of corporates could unite under a few clearly defined goals, each one fulfilling specific tasks for a defined period, then regrouping under new goals as things change. This takes close collaboration with other role players. It means coming out of our silos and allowing our work to be enriched by connecting with others.Collaborations need not be restrictive. They can be fluid networks that we step into and out of so that someone else in the network can pick up where we left off. Success often follows when we know when to step forward and when to step back. These are things we can only do if we are working with a ‘network’ or collaborative mindset.
#06
'To develop a goal you have to have the end in sight'
Panelists The conference panelist's included Charlene Lackay, Dr Shungu Gwarinda, Mari Booysen and
National Lotteries Commission The commissioner of the National Lotteries Commission - Ms Charlotte, Thabang Mampane.
CONFERENCE MAGAZINE / REPORT 2019
Measuring our success How would projects conducted under The Citizens’ Agenda be monitored and measured? In this regard the newly formed CSI Council will be helpful. The CSI Council has committed itself to the initiative and will be calling for collaboration to discuss this and other aspects over the next six months. Look out for our notifications. A broad and human approach CSI does critical work, often with generous budgets, but has the potential to be so much more than it is.
As industry practitioners, we need to look at ourselves as individuals and as contributors to a much larger picture; we do not work for a corporate only, but are uniquely tied into the realities we see a round us, and called to make a difference.
We need to break free of our rigid boundaries and get in touch with the real world as it unfolds in front of us. Our plans need to leave room for the unexpected, so that we are able to respond swiftly, vigorously and collaboratively when crises hit.
This is not ‘just a job’. Do we understand the pressures our employees face daily? Are we in touch with the communities in which they live? When violence sweeps through our streets, or when crime shatters a neighbourhood, what is our response as CSI managers?
The Great Funders’ Conference revealed many gaps in how CSI is currently undertaken.
We manage huge funds and have the power to do so much.
In the coming months, we hope to dialogue further on how we may deepen our support for employees and their communities, broaden our reach, and collaborate with one another to boost the effectiveness of what we do – all under the umbrella of The Citizen’s Agenda.
CONVERSATION With collaboration, properly coordinated, we would stand a higher chance of reaching our common goals
THINGIE MAGAZINE / ISSUE 1 - 2017
#09
Disrupt, Engage and Discipline Your Thinking
#08
CONFERENCE MAGAZINE / REPORT 2019
The future depends on what you do today.
#09
CONFERENCE MAGAZINE / REPORT 2019
Drilling Down Funder / Fundraiser By trying to unravel some of the narratives about fundraising and replace it with fresh thinking, we need to figure out ways together that we could potentially move into a more productive relationship dynamic between the fundraiser and the funder.
From both the fundraisers’ and funders’ perspective, it is clear that both communication and listening are crucial, as both sides can admit that they do not have all the answers to the challenges that both NPOs and funders face.
We also need to realize what part we have to play in that. Every person in the conversation room is a human being, and all humans want the respect to be heard without judgment being passed.
These conversations are necessary, and there are not nearly enough of them. It is also an excellent opportunity for non -profits to speak up and for corporates to do more listening than speaking.
DR WHITTAKER 'From both the fundraisers' and funders' persepective, it is clear that both communication and listening are crucial...'
DIANNE RICHARDS For me as a funder, it’s very important to ask myself what I could do differently.
CONFERENCE MAGAZINE / REPORT 2019
#10
Fundraiser's Room #11
Corporates are often criticized that there is a power-play relationship with their partnerships. More corporates are becoming aware of that, and are focused on taming it down so that there can be more equal partnerships. There are many complicated relationship dynamics between funders and fundraisers in terms of the roles that are played in both pre-investment and post -investment.
Dianne Richards, manager for Monitoring and Evaluation for the Old Mutual Foundation, says, “For me as a funder, it’s very important to ask myself what I could do differently. It is important that you start with yourself. One of the challenges that we’ve had with a particular project, which was a co-funded project with several other funders, is that we were brought in as the last funder. We rushed it through the process to the point that we did not get to spend enough time with the community.
'Corporates are often criticised that there is a power-play relationship with their partnerships. M ore corporates are becoming aware of that, and are focused on taming it down so that there can be more equal partnerships.'
CONFERENCE MAGAZINE / REPORT 2019
As a funder, it’s very important to spend time with the community, understand them, and explain to them what you’re bringing to the party.” Communicating abilities, inabilities, and setting realistic deadlines, therefore, becomes crucial in terms of managing expectations for all parties involved. On the other hand, there are positive experiences that depend on the roles that are played between the funder and fundraisers. In some projects, it is agreed by both the funder and fundraisers that they feel ecouraged when they see something having unintended positive consequences that have a broader impact on communities.
Part of what happens in a space involving effective communication is when non-profits collaborate. Because again, the challenge that funders have is that there are so many non-profits that need funding, that they end up competing against one another. So when NPOs come together as a united front and look to be funded together, it makes the application process for a funder a little bit easier in terms of motivating the required funding to trustees. From a Corporate’s perspective, it is crucial that NPOs speak openly and honestly regarding their needs. In the end, however, the struggle is real when it comes to fundraising, and it’s a long journey that never ends.
Fundraisers need to do what they can to share communication within their team and make sure everyone is on board for the purpose of a common goal. In terms of building relationships that are fund-driven, Susan Daly, the Fundraising Manager for Kids Haven, says, “Don’t put all your eggs in one basket. You cannot rely on relationships because people change.” We’ve heard from some people that the 90-day and 150-day payment terms can completely destabilize a non-profit. So NPOs need to have a diverse funding stream, which means hard work. Why should someone give you money?
SUSAN DALY "You cannot rely on relationships because people change.”
CONFERENCE MAGAZINE / REPORT 2019
#12
Funding You have to work for it, so its important for fundraisers to know that they must work hard, and obtain funding from anywhere they can. Because human activity and movement is unpredictable, fundraisers cannot rely on one or two sources only, and the funding sources need to, therefore, be broad. A common thread throughout the discussions was that both communication and relationships matter a lot.
One needs to ensure that relationships are treated with care, and you have to be very careful that you have more than one linking relationship in order to ensure successful funding. The concept of bringing people into a room to ask them to help you to think differently, or to ask for open and honest advice, is invaluable. These constructive conversations that point out shortfalls and strengths lead to relationships, and only when you can be open to that, you can develop sufficient trust, and this will ultimately lead to funding.
Attentive Delegates PHOTOGRAPHY CONTENT
STORY CSRNEWSSA One needs to ensure that relationships are treated with care, and you have to be very careful that you have more than one linking relationship in order to ensure successful funding.
Great dreams do happen CONFERENCE MAGAZINE / REPORT 2019
#13
V I E W 2020 T H R OUGH THE F U N D E R'S VISION
Socially Responsible #15
The theme of the conversations revolved around two responsibilities: the narrow responsibility of CSI work that is linked with the broader responsibility of the history of our country. How do we distinguish between the broader responsibility and narrower responsibilities? When the word responsibility is used in CSR, what does that mean and how does it differ from CSI, which is a narrower intervention?
CONFERENCE MAGAZINE / REPORT 2019
The point of the matter is that businesses, in the broader sense of CSR, are to conduct their business ethically. Also, that talks to how they treat their employees, how they manufacture their products or deliver their services, and to how they invest their money for an excellent return. When we talk about CSI, we talk People, Planet, and Profit, which is much broader. While the People aspect is part of CSI, it refers more to the communities in which it operates, the extent to which they are integrated, and the extent to which they are empowered. In South Africa, however, the two terms are used interchangeably, and they seem to mean the same. Sarah Hugow, manager for R&D and M&E for the National Lotteries Commission, says, “There is also the notion of the good corporate citizen. And I think we have a problem with corporate citizenship, not only in South Africa but globally.” It is interesting to see how throughout the last couple of decades, those conversations have started to shift. Businesses are now thinking more about the triple bottom line and the broader impact that they are having on society. So although we have the BEE codes, we still have a problem because wealth accumulation is becoming more concentrated in the hands of fewer people. You have to ask yourself if corporate citizens see this happening, and what are they doing about it. We need to start addressing this increasing gap between the rich and the poor.
CONFERENCE MAGAZINE / REPORT 2019
Yes I did 'I left my job to find my work', What did you do?
And while there are philanthropists who do give back, it is unfortunately not enough. There has to be a fair amount of introspection about how we address this issue. Change has to, therefore, start with personal responsibility. One looming and terrifying issue is climate breakdown.
If we do not sort out our environment, then all our conversations become irrelevant. One of the first things we can do around that issue is to address our lifestyle changes by trying to reduce our carbon footprint as an individual. By creating a personal awareness, our mindset then shifts to resonate with the saying, “I left my job to find my work”.
#16
Causes and consequences of lack of funding in South Africa
Pervading Challenges CONFERENCE MAGAZINE PHOTOGRAPHY CONTENT
CHRISTIE BAKER
In Setlogane Manchidi’s book “Corporate Social Investment,” there is a section in the book where he grapples with the balance between the enormity of the problems that the world and country face and the inevitable decision to narrow the focus and target the interventions.
#17
Personal responsibility is about finding your purpose and being able to get up in the morning and know that what you are doing aligns with your values, and you can make a difference in peoples’ lives. It is also about the power of data, and if you can harness that information and use it to tell a story, and then get partnerships enthusiastic about seeing how decisions that are based on data can make a difference, it can then help to push an agenda forward. In Setlogane Manchidi’s book “Corporate Social Investment,” there is a section in the book where he grapples with the balance between the enormity of the problems that the world and country face and the inevitable decision to narrow the focus and target the interventions. The process of realizing that you can make the most significant impact by being targeted is by asking, “Why?”.
Manchidi says, “At a corporate level, one reason is compliance and the extent to which compliance becomes the main driver of what you do. When it’s a compliance thing, it asks very little about what difference have you made.” The key is that we must live within society rather than off society, in that we are part of society not apart from society. That the sustainability and long-term success of our business are dependent on the long-term sustainability and success of the communities in which we operate. Therefore, our actions become the right thing to do for the right reasons.“Why does it matter how much we do if what we do is not what matters most?” We need to combine that which matters most and that which makes you come alive. It is very easy to be in pursuit of money. While money can buy you a watch, it cannot buy you time.
CONFERENCE MAGAZINE / REPORT 2019
#18
CONFERENCE MAGAZINE / REPORT 2019
THE FOUNDATION
CONFERENCE MAGAZINE / REPORT 2019
#19
DESIGN BY CSRNEWSSA CONFERENCE REPORT
Think THE GREAT FUNDERS' CONFERENCE 2020 BEHIND THE FUNDER'S VISION
EDITOR IN CHIEF
CONTENT
Simphiwe Mtetwa
Christie Baker
EDITOR
GRAPHIC DESIGN
Jane Mqamelo
Simphiwe Mtetwa