At this stage, AGMARDT is not open to receiving Common Ground funding applications. The three pilot projects recently launched were proactively pitched to AGMARDT and evaluated under a trial system – with the focus on learning how different types of collaborations form and how AGMARDT can best fund or support these and future projects. So watch this space. We are also very interested to learn about emerging collaborative projects across the sector. If you are part of a project that aligns with The Common Ground mission, tell us about it via the feedback form below.

We recap sector feedback to The Common Ground launch in this report, but here’s the short version:

• Our key constraints resonated – that the sector is challenged by a lack of trust, patch protection, limited aspirational thinking and a focus behind the farm gate.
• People generally agreed with the principles that should underpin a future-fit industry good system – like intergenerational decision making, prioritising collective investments alongside individual industry interests, focussing more on market signals, value chain integration and avoiding duplication.
• Some thought the theoretical model of the Common Ground we proposed was impractical and could create another layer in an already crowded leadership ecosystem.
• Some called for local and international examples of what good collaborations looks like, and the different ways groups can come together to make collective impact.
• This gave rise to the Common Ground Collaboration Kit – an ongoing collection of blueprints, case studies and tools to help you kickstart collaboration – and the launch of our three pilots.

In the Common Ground launch report we proposed a theoretical model of a Common Ground entity that could accelerate collaboration across the sector. The intent of this model was to stimulate discussion and debate. Listening to feedback, we heard that some thought this model was impractical and could create another layer in an already crowded leadership ecosystem. We are now focussing on funding and supporting a diverse range of pilots as they are, where they are - bringing the broader collaborative concept to life, without the emphasis on building a new structure. We think this more agile, flexible approach is a good evolution for The Common Ground and reflects the wide, considered feedback we received from across the sector. You can read more about the response to the proposed model in this report.

The drive to co-operate can be strong in the food & fibre sector – with many attempts finding success (like the M Bovis or Covid 19 responses). That said, other collaborative efforts have struggled (like He Waka Eke Noa). In times of crisis or when presented with a common enemy, the industry good sector has shown it can put its differences aside and collaborate for impact. But it’s not good enough to only come together in a crisis. We need to combine this same spirit with good design, building trust over time so we can proactively address longer-term strategic opportunities, as well as the complex, slower burning problems that will drive future crises. In the case of He Waka Eke Noa, the sector was aiming to organise around one of the most complex and polarising issues on the table. The collaboration failed because this issue was beyond our current ‘trust ceiling’ to solve together. Developing the level of trust to collectively address issues of this scale will take more than one generation of leader to build, but we can start now and within a collaborative framework set-up for the long-term. You can read more about these underlying constraints in our launch report.  The Common Ground is our attempt to create a space for those curious across the sector to learn about and practice collaboration.

No. In many cases collective activity at lower levels of the Collaboration Spectrum (like opening up regular communication channels between organisations or co-operating intermittently on discrete projects) works just fine. Larger, sector-wide challenges and high-value opportunities (like energy, rural wellbeing, zero carbon production systems, sustainable oceans, protection of Taonga (IP/ mātauranga), water quality & quantity, diversification, future workforce & agri-education, soil health and adapting to climate volatility) are too big for individual organisations working together at the margins to solve. Addressing these opportunities and issues requires organisations to progress up the Collaboration Spectrum and increase the number of collaborations. To help food & fibre organisations think about these strategic opportunities, we compiled a set of examples of alternative industry good models and collaborative projects in the Collaboration Kit.