Global development - so much more needed
Global Development - So Much More Needed meldunn.com.au
The tragic events resulting from the recent Tsunami on Boxing
Day 2004 serve to again highlight the fragile nature of many of
the world's communities. In each of these locations the key
tasks of treating the sick and injured, ensuring clean water was
available, or made available, providing food, accommodation and
so on was critically important as a first step on the way to
rebuilding these communities.
What further serves to highlight the magnitude of challenges
facing the world as a whole, is the fact that many other
activities along the development continuum continue to be in
operation, or needed. In many cases these are needed in the same
countries affected by this tragedy.
Adam Gilchrist of the Australian cricket team, during the
telecast of the Tsunami relief match, commented with interest
that within a very short period following the disaster, hundreds
of millions of dollars became available to support the needs of
the affected communities. Yet he commented further that 15,000
people each day die unnecessarily in Africa from disease. His
point was not to devalue the Tsunami relief contribution, but
rather to highlight the need for ongoing commitment from those
who are more fortunate in assisting those most in need.
So much more is needed.
As was seen in the early stages of the relief effort, the
citizens of the world are incredibly generous and compassionate
and recognise that we all can do something - the sum of all
parts can make a difference.
While each of us has different personal circumstances, which
define the type of support or involvement we can offer, there
are plenty of options. These options can be as simple as a
donation or sponsoring involvement, to volunteering
internationally or domestically, or making long-term career
decisions to be involved in development.
The Australian Government has shown a great lead through
activities such as the Australian Youth Ambassadors for
Development Program (AYAD) (www.ausaid.gov.au/youtham). The
program places young Australians on short- to medium-term
assignments through which they have the opportunity to employ
their skills, as well as develop a greater understanding of the
development needs of our neighbours.
Similarly, organisations such as Australian Volunteers
International (www.australianvolunteer.com) support the
recruitment, placement, preparation and management of volunteers
for the purpose of working towards the sustainable development
of communities. (It should be noted here that the Australian
government, through AusAID, is a major fund source for these
programs).
Of course, volunteering for either short- or long-term
assignments is not possible for everyone, which is fine. The
astounding statistics relating to the level of donation for the
Tsunami relief effort suggests that clearly there are many of us
who have done other things, in whatever way we could, to offer
support. Similarly, many of us sponsor children through
organisations such as Plan (www.plan.org.au) and World Vision
(www.worldvision.com.au).
All of this helps.
What about the link between the commercial aspects of the
development industry and the benefits it is meant to deliver?
So often in conversations I hear statements such as "consultants
are getting paid too much", "firms are making too much profit"
and so on.
Are these statements fair?
First of all I would think it a unique situation in any industry
if there were not a difference in earnings between certain
individuals and different organisations. So at some point in all
industries, "they are making too much" is going to be heard.
Just because it is said does not mean it is valid.
Secondly, there are a lot of high quality organisations (and
Australia has many) that continue to provide quality solutions
to contribute to sustainable development. While we would all
certainly hope that the need for development activities would
disappear, this is not likely in the near future. So for
organisations to continue to provide quality inputs, they also
need to be sustainable.
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 the 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 the
implementing organisation while putting more into the
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 the 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, the commitment to do more is alive and well. The
critical aspect that must be the focus of implementing
activities, is how to create maximum value, improved outcomes
and long-term, positive impact from involvement.
Some approaches that have the 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 the
education community. Australia is blessed with an incredible
pool of talent, and this is especially true in the higher
education and vocational education and training sectors.
However, the 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 the field to keep up to date with new
and relevant information. While as professionals we each should
accept the 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 the assessment criteria
presented in many tendering activities almost appear to preclude
newer professionals from being nominated. Presenting balanced
teams remains important, both for the benefit of the 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 the potential to create superior solutions. This
approach offers the 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 the occurrence of such tragedies as the 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 the path to sustainable community development.
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