Clearly, what is important is not that an organisation makes a margin on activities to ensure their own sustainability. What is important is value of involvement, and that value relates to outcomes and impact, not input.

Granted, an interesting debate question could be “at what point does margin go beyond organisational sustainability such that a reduction in margin could still ensure sustainability for implementing organisation while putting more into activity/project/community”? But let’s not forget that many of these organisations, and many individuals I have been fortunate enough to get to know, contribute far beyond technical involvement they are contracted to provide.

In a commercial environment, how can more be done?

Certainly in my experience of working with individuals and organisations, commitment to do more is alive and well. The critical aspect that must be focus of implementing activities, is how to create maximum value, improved outcomes and long-term, positive impact from involvement.

Some approaches that have potential to create improved outcomes that are worth considering include:

•Encouraging ongoing professional development within your organisation [or as an individual]. There are a number of quality programs at some Australian universities specifically targeting development. This professional learning can be equally valuable for field practitioners as well as for business development personnel. •Encouraging greater involvement from education community. Australia is blessed with an incredible pool of talent, and this is especially true in higher education and vocational education and training sectors. However, nature of many project activities, both in terms of timing and location, at times keep some ideal candidates from participating – this is a shame for all concerned. •Providing opportunities for teams in field to keep up to date with new and relevant information. While as professionals we each should accept responsibility to maintain currency, providing new (including case-study) information to field teams is important. A number of Australia’s quality managing contractors publish excellent newsletters. •Incorporating new blood into project teams. This is often challenging, as assessment criteria presented in many tendering activities almost appear to preclude newer professionals from being nominated. Presenting balanced teams remains important, both for benefit of activity itself, and for building a broader base of qualified and experienced personnel for future activities. •Looking for quality local solutions. While a project opportunity may be let by an international organisation, incorporating local individuals, institutions and/or organisations into project teams has potential to create superior solutions. This approach offers advantage of providing some economic value, as well as creating a strong platform for sustainability. And let’s not forget that many local organisations are quality project managers in their own right, so being a junior partner to them remains a very worthwhile consideration.

Needless to say, there is still much to be done; however, none of us can control occurrence of such tragedies as recent Tsunami. We can, however, continue our individual and collective commitment to contribute and participate at whatever level we are able. And we can ensure our approach to development activities seeks to demonstrate value and focus on outcomes and impact along path to sustainable community development.

globizdev.com

Mel Dunn is Managing Director of Global Business and Development Solutions (globizdev.com ), which works with individuals and organisations that are committed to business success and the success of others.

Opportunity/Approach/Success Factors

Opportunities for involvement exist across a whole spectrum of activities, from short-term review/assessment activities in Australia, to short-term offshore assignments for individuals or teams, to long-term offshore assignments for individuals or teams, to overall project management which might include technical inputs as well as sub-contracting of activities.

Organisations such as The Development Executive Group (http://www.developmentex.com) are a valuable resource for individuals and firms to identify opportunities, individuals and potential partners. This Group provides a range of free information and support services to individuals and companies, including project information updates, a weekly development newsletter and employment opportunities in development sector.

An immediate key success factor is consideration of which level of involvement for a particular opportunity is likely to deliver best result with minimum of risk – for organisation, client, stakeholders and recipients of support.

Many of larger activities, such as programs, facilities and sector-wide approaches, often have sub-components that will be let out – meaning overall project managing firm could be ineligible to perform services within a sub-component. The key principles to securing sub-component involvement is often identical to that required to secure overall project, as there will be a call for tender using same or very similar process to that used by funding agency.

Consequently, all levels of involvement in development arena are likely at some point to require interested organisations/individuals to participate in a competitive tendering round. This is often case regardless of size of resultant budget.

Reality Check - Tendering efficiency and effectiveness remains critical.

Tendering skills alone, while critical, are not sole success factor – in fact tendering well in absence of other key activities/initiatives may prove insufficient. Key considerations for success, in addition to compiling a winning tender include:

•Having winning product – team, approach, methodology, and response to requirements of a tender •Ensuring advance positioning – research, preparation, resources •Maintaining adequate promotion – often key here is relationships, and certainly past achievements •Being in right place – knowing clients and stakeholders and having an international presence •Offering right price – must be competitive and offering value for money.

The tender response is often most challenging aspect (apart from implementation of course), addressed by ensuring appropriate preparation and analysis is conducted in advance. The tendering timeframe usually falls within a 4 – 8 week period and generally responses would be required to address key criteria including team, approach and methodology, management, and price.

Reality Check - Preparation must commence prior to public call for tender if a realistic chance of success is to be expected.

These thoughts are by no means exhaustive, though they do cover some core principles relevant to successful business development and tendering approaches.

globizdev.com

Mel Dunn is Managing Director of Global Business and Development Solutions (globizdev.com ), which works with individuals and organisations that are committed to business success and the success of others.