Starting A Non Profit Organization

Involved in Global Development


The challenge for many firms and people wanting to participate in development activities is within comprehending the intricacies of the tactic to secure involvement. Activities through agencies such as the Australian Agency for International Development (AusAID), the World Bank and the Asian Development Bank, are usually let through a public, competitive tendering process. Adding to this concern is the proven fact that in almost all cases, the operation is different for each agency.

Myth – that the development market is different.

Well needless to say it is, much like all industries – different clients, different products,
different channels to advertise, different cultures, different environments, different
risks etc.

What makes it the same is the need to ensure client needs are met, if not exceeded,
and that services are as desired/needed, not imposed.

So how would you get involved? Is it luck? It is skill? Is it people, products or services?

All and much more I am certain.

A key step often required is the need to demonstrate experience, understanding,
value, sustainability of strategies etc to those assessing a tender.

Reality Check – Successful tenders must be compliant to the requirements of the
request, must be price competitive, and require to find the balance between the
technical requirements of the response and the selling nature of the process.

One of the most basic facets of development initiatives is their capability to
produce sustainable outcomes into the communities within which the activities take
place. Consequently, gaining knowledge from past activities assists to shape design for
future initiatives. For firms or individuals seeking participation, understanding how
such learning could modify development approaches is a critical step in determining
the type and level of involvement to target.

Fact – gaining knowledge from past activities is constantly on the shape future interventions.

The Development Market Today

The following points are a few key observations about the directions [approaches]
being taken in the availability of development assistance. These directions have the
potential to impact on any strategy organisations and people might adopt to
enter, maintain, or enhance their involvement:

• Funds are being diverted from government aid agencies with other government
departments for sector-specific programs

• There is a continuing trend to devolve more making decisions towards the offshore
post of the donor country, out of the ‘central’ headquarters

• An increase in donor co-ordination and collaboration where, for example, the
USA [through USAID] and Australia [through AusAID] might align program
approaches to prevent duplication and other connected impediments, into a sector-
wide approach

• A trend seeing more assistance being aligned to foreign policy where, for
example, security and regional stability could influence aid disbursement

• Bilateral donors are opening their markets, enabling individuals and
organisations to compete for once closed opportunities

• There is an increasing trend for a proceed to larger activities, for example sector-wide
approaches, as opposed to specific project interventions

• Scale and global reach may very well be an important criteria in winning and
managing major programs

• Relationships and networks in country with donor representatives, recipient
governments, local organisations and development professionals are getting to be increasingly important.

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