Global development - so much more needed

Written by Mel Dunn

Continued from page 1

Clearly, what is important is not that an organisation makes a margin on activities to ensure their own sustainability. What is important is value ofrepparttar 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 forrepparttar 132151 implementing organisation while putting more intorepparttar 132152 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 beyondrepparttar 132153 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,repparttar 132154 commitment to do more is alive and well. The critical aspect that must berepparttar 132155 focus of implementing activities, is how to create maximum value, improved outcomes and long-term, positive impact from involvement.

Some approaches that haverepparttar 132156 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 fromrepparttar 132157 education community. Australia is blessed with an incredible pool of talent, and this is especially true inrepparttar 132158 higher education and vocational education and training sectors. However,repparttar 132159 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 inrepparttar 132160 field to keep up to date with new and relevant information. While as professionals we each should acceptrepparttar 132161 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, asrepparttar 132162 assessment criteria presented in many tendering activities almost appear to preclude newer professionals from being nominated. Presenting balanced teams remains important, both forrepparttar 132163 benefit ofrepparttar 132164 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 hasrepparttar 132165 potential to create superior solutions. This approach offersrepparttar 132166 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 controlrepparttar 132167 occurrence of such tragedies asrepparttar 132168 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 alongrepparttar 132169 path to sustainable community development.

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

Getting involved in global development

Written by Mel Dunn

Continued from page 1

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 ( 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 inrepparttar development sector.

An immediate key success factor isrepparttar 132150 consideration of which level of involvement for a particular opportunity is likely to deliverrepparttar 132151 best result withrepparttar 132152 minimum of risk – forrepparttar 132153 organisation,repparttar 132154 client,repparttar 132155 stakeholders andrepparttar 132156 recipients of support.

Many ofrepparttar 132157 larger activities, such as programs, facilities and sector-wide approaches, often have sub-components that will be let out – meaningrepparttar 132158 overall project managing firm could be ineligible to performrepparttar 132159 services within a sub-component. The key principles to securing sub-component involvement is often identical to that required to securerepparttar 132160 overall project, as there will be a call for tender usingrepparttar 132161 same or very similar process to that used byrepparttar 132162 funding agency.

Consequently, all levels of involvement inrepparttar 132163 development arena are likely at some point to require interested organisations/individuals to participate in a competitive tendering round. This is oftenrepparttar 132164 case regardless ofrepparttar 132165 size ofrepparttar 132166 resultant budget.

Reality Check - Tendering efficiency and effectiveness remains critical.

Tendering skills alone, while critical, are notrepparttar 132167 sole success factor – in fact tendering well inrepparttar 132168 absence of other key activities/initiatives may prove insufficient. Key considerations for success, in addition to compiling a winning tender include:

•Havingrepparttar 132169 winning product –repparttar 132170 team,repparttar 132171 approach,repparttar 132172 methodology, andrepparttar 132173 response torepparttar 132174 requirements of a tender •Ensuring advance positioning – research, preparation, resources •Maintaining adequate promotion – oftenrepparttar 132175 key here is relationships, and certainly past achievements •Being inrepparttar 132176 right place – knowingrepparttar 132177 clients and stakeholders and having an international presence •Offeringrepparttar 132178 right price – must be competitive and offering value for money.

The tender response is oftenrepparttar 132179 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 includingrepparttar 132180 team, approach and methodology, management, and price.

Reality Check - Preparation must commence prior torepparttar 132181 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.

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

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