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Member You - Getting Involved in Global Development
Before you hit the back button thinking bartering went out of fashion when money came along. Think again. Bartering has not only thrived all this while, it has made a come back in the business world in a big way. If the International Reciprocal Trade Association is any indication, bartering today is a whopping six-billion-dollar business-to-business success story worldwide. And it is expected to grow by more than ten percent annually.Bartering down the agesDictionary defines bartering as the ‘exchange of goods and services without monetary transaction'. It is simply an exchange of goods between two parties, who need something from each other. This mutual give and take has been practiced since antiquity, but has had its share of problems too. Picture this, a fishmonger wanting a new fishing net goes to a net maker with a handsome catch of fish. But the net maker isn't interested in his
An immediate key success factor is the consideration of which level of involvement for a particular opportunity is likely to deliver the best result with the minimum of risk – for the organisation, the client, the stakeholders and the recipients of support.
Many of the larger activities, such as programs, facilities and sector-wide approaches, often have sub-components that will be let out – meaning the overall project managing firm could be ineligible to perform the services within a sub- component. The key principles to securing sub-component involvement is often identical to that required to secure the overall project, as there will be a call for tender using the same or very similar process to that used by the funding agency.
Consequently, all levels of involvement in the development arena are likely at some point to require interested organisations/individuals to participate in a competitive tendering round. Thi
Put T-shirts or polo-shirts in to Google and dozens of suppliers will be returned, but how do you decide who to buy from?Generally speaking, it’s best to stick to the products from tried and tested manufactures. Companies such as Hanes, Fruit of the Loom and Gildan are all proven distribution outlets and you can view their catalogues online.You don’t have to take the online route to managing your suppliers. But there’s no doubt that the convenience of being able to order when its convenient for you, day or night, can be very useful.Make sure that you’re working with an established wholesaler or distributor. There are plenty of web sites that offer cheap T-shirts but the absence of a telephone number, hastily written content and difficult to use web sites often say a great deal about the business behind the web site. You’ll need a service that meets your standards on a regular basis - not a on
The challenge for many firms and individuals wishing to participate in development activities is in understanding the intricacies of the process 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 challenge is the fact that in almost all cases, the process is different for each agency.
Myth – that the development industry is different.
Well of course it is, as are all industries – different clients, different products, different channels to market, 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 products and services are as desired/needed, not imposed.
So how do you get involved? Is it luck? It is skill? Is it people, products or services?
All and more I am sure.
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 need to find the balance between the technical requirements of the response and the selling nature of the process.
One of the most important aspects of development initiatives is their ability to produce sustainable outcomes into the communities within which the activities take place. Consequently, learning from past activities assists to shape the style of 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 – learning from past activities continues to shape future interventions.
The Development Market Today
The following points are some key observations about the directions [approaches] being taken in the provision of development assistance. These directions have the potential to impact on any strategy organisations and individuals might adopt to enter, maintain, or increase their involvement:
• Funds are being diverted from government aid agencies to other government departments for sector-specific programs
• There is a continuing trend to devolve more decision making to the offshore post of the donor country, away from 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 avoid duplication and other associated 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, allowing for individuals and organisations to compete for once closed opportunities
• There is an increasing trend for a move to larger activities, such as sector-wide approaches, as opposed to specific project interventions
• Scale and global reach is likely to 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 becoming increasingly important.
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 the development sector.
An immediate key success factor is the consideration of which level of involvement for a particular opportunity is likely to deliver the best result with the minimum of risk – for the organisation, the client, the stakeholders and the recipients of support.
Many of the larger activities, such as programs, facilities and sector-wide approaches, often have sub-components that will be let out – meaning the overall project managing firm could be ineligible to perform the services within a sub- component. The key principles to securing sub-component involvement is often identical to that required to secure the overall project, as there will be a call for tender using the same or very similar process to that used by the funding agency.
Consequently, all levels of involvement in the development arena are likely at some point to require interested organisations/individuals to participate in a competitive tendering round. This
Make-You-Happy Action Teams (MAT) plays a critical role in managing employee retention. This is Z-Theory management. To briefly sate, Z-Theory management means everyone that is effected by a decision for the company gets a “say” or a “vote” in the decision (tons more on Z-Theory Management in another article).This means employees are directly involved in decision making that affects them. When they make decisions that directly affect them, they stay around longer! Pretty simple.You’re going to want to form a MAT in a number of instances:* Whenever you’re working on one of those big issues that will get a better answer when you get the group of stakeholders involved.* When you have an issue that is causing conflict or problems in your business.* When to improve a situation or take advantage of an opportunity can better be answered by a group.* When the results will sig
So how do you get involved? Is it luck? It is skill? Is it people, products or services?
All and more I am sure.
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 need to find the balance between the technical requirements of the response and the selling nature of the process.
One of the most important aspects of development initiatives is their ability to produce sustainable outcomes into the communities within which the activities take place. Consequently, learning from past activities assists to shape the style of 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 – learning from past activities continues to shape future interventions.
The Development Market Today
The following points are some key observations about the directions [approaches] being taken in the provision of development assistance. These directions have the potential to impact on any strategy organisations and individuals might adopt to enter, maintain, or increase their involvement:
• Funds are being diverted from government aid agencies to other government departments for sector-specific programs
• There is a continuing trend to devolve more decision making to the offshore post of the donor country, away from 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 avoid duplication and other associated 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, allowing for individuals and organisations to compete for once closed opportunities
• There is an increasing trend for a move to larger activities, such as sector-wide approaches, as opposed to specific project interventions
• Scale and global reach is likely to 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 becoming increasingly important.
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 the development sector.
An immediate key success factor is the consideration of which level of involvement for a particular opportunity is likely to deliver the best result with the minimum of risk – for the organisation, the client, the stakeholders and the recipients of support.
Many of the larger activities, such as programs, facilities and sector-wide approaches, often have sub-components that will be let out – meaning the overall project managing firm could be ineligible to perform the services within a sub- component. The key principles to securing sub-component involvement is often identical to that required to secure the overall project, as there will be a call for tender using the same or very similar process to that used by the funding agency.
Consequently, all levels of involvement in the development arena are likely at some point to require interested organisations/individuals to participate in a competitive tendering round. Thi
How would your business operate if half your work force were out sick? Would your business continue to function if several of your top key employees died? How many employees are cross-trained in other positions?A recent study showed the threat that most preoccupies the world's business leaders is a global influenza pandemic. This is why you need to start asking these questions now so your business can be prepared for a possible bird flu pandemic. A bird flu pandemic will not discriminate. Everyone from the janitor to the CEO would be affected. Worst-case scenario could leave millions sick and any where from 5 million to 1.5 billion people dead around the world.The World Bank, which has estimated that a bird flu pandemic lasting a year, could cost the global economy up to $800 billion. The economic toll on the world economy will be catastrophic. There would be major economic losses due to worker abse
The following points are some key observations about the directions [approaches] being taken in the provision of development assistance. These directions have the potential to impact on any strategy organisations and individuals might adopt to enter, maintain, or increase their involvement:
• Funds are being diverted from government aid agencies to other government departments for sector-specific programs
• There is a continuing trend to devolve more decision making to the offshore post of the donor country, away from 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 avoid duplication and other associated 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, allowing for individuals and organisations to compete for once closed opportunities
• There is an increasing trend for a move to larger activities, such as sector-wide approaches, as opposed to specific project interventions
• Scale and global reach is likely to 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 becoming increasingly important.
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 the development sector.
An immediate key success factor is the consideration of which level of involvement for a particular opportunity is likely to deliver the best result with the minimum of risk – for the organisation, the client, the stakeholders and the recipients of support.
Many of the larger activities, such as programs, facilities and sector-wide approaches, often have sub-components that will be let out – meaning the overall project managing firm could be ineligible to perform the services within a sub- component. The key principles to securing sub-component involvement is often identical to that required to secure the overall project, as there will be a call for tender using the same or very similar process to that used by the funding agency.
Consequently, all levels of involvement in the development arena are likely at some point to require interested organisations/individuals to participate in a competitive tendering round. Thi
In our previous installment on medical billing and the electronic transmission of claims, we briefly touched on multiple batches and why they're required when billing. In this installment, we're going to cover the batch trailer record and the individual fields it contains.The batch trailer record is the YA0 record and comes at the very end of the batch for a provider, immediately after the last XA0 record for the last patient in that batch. If this record falls out of sequence, the whole claim file for that batch will be rejected. In some cases, the carrier will reject all batches in the file.YA0 field 1, positions 1 - 3, is the record type. This needs to be filled in with YA0 otherwise the batch file will be rejected by the carrier.YA0 field 2, positions 4 - 18, is the provider ID number. This must be the same provider ID number that is transmitted in the BA0 record in field number 2.
• There is an increasing trend for a move to larger activities, such as sector-wide approaches, as opposed to specific project interventions
• Scale and global reach is likely to 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 becoming increasingly important.
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 the development sector.
An immediate key success factor is the consideration of which level of involvement for a particular opportunity is likely to deliver the best result with the minimum of risk – for the organisation, the client, the stakeholders and the recipients of support.
Many of the larger activities, such as programs, facilities and sector-wide approaches, often have sub-components that will be let out – meaning the overall project managing firm could be ineligible to perform the services within a sub- component. The key principles to securing sub-component involvement is often identical to that required to secure the overall project, as there will be a call for tender using the same or very similar process to that used by the funding agency.
Consequently, all levels of involvement in the development arena are likely at some point to require interested organisations/individuals to participate in a competitive tendering round. Thi
Challenge for working professionals todayIf you are reading this, I expect you are a working professional.The world has changed and so is the professional field.Today, maybe you are also a doctor, accountant, lawyer or whatever title you may hold. That does not matter. My cousin is a doctor and now worries he may be cut off because the government is downsizing.Is professional destination a guarantee for success, money or fame?As mentioned in "Rich Dad Poor Dad", the industrial age has passed and the information age has come. What used to be a hidden know-how, can now be performed by a minor. Knowledge is so accessible in a few buttons, right from the internet.Knowledge used to be monopolized by a chosen few is now open to anyone. I watched an interview by BBC News last year. It was talking how the internet has changed the world…An example:A 15 year old kid
An immediate key success factor is the consideration of which level of involvement for a particular opportunity is likely to deliver the best result with the minimum of risk – for the organisation, the client, the stakeholders and the recipients of support.
Many of the larger activities, such as programs, facilities and sector-wide approaches, often have sub-components that will be let out – meaning the overall project managing firm could be ineligible to perform the services within a sub- component. The key principles to securing sub-component involvement is often identical to that required to secure the overall project, as there will be a call for tender using the same or very similar process to that used by the funding agency.
Consequently, all levels of involvement in the development arena are likely at some point to require interested organisations/individuals to participate in a competitive tendering round. This is often the case regardless of the size of the resultant budget.
Reality Check - Tendering efficiency and effectiveness remains critical.
Tendering skills alone, while critical, are not the sole success factor – in fact tendering well in the absence of other key activities/initiatives may prove insufficient. Key considerations for success, in addition to compiling a winning tender include:
• Having the winning product – the team, the approach, the methodology, and the response to the requirements of a tender
• Ensuring advance positioning – research, preparation, resources
• Maintaining adequate promotion – often the key here is relationships, and certainly past achievements
• Being in the right place – knowing the clients and stakeholders and having an international presence
• Offering the right price – must be competitive and offering value for money.
The tender response is often the 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 the team, approach and methodology, management, and price.
Reality Check - Preparation must commence prior to the 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.
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