Fourteen years of experience have brought me a number of realisations when working with clients in the third sector.
In development, the expectations are to build networks and to ‘cultivate’ the relationships. Then build a case for Support, aka business plan, for various programmatic areas stemming from the organisation’s theory of change.
It should be a straight forward mutually dependable action. You may have a highly skilled team, lots of contacts but outcomes are reliant on the exec team’s understanding of business development and willingness to incorporate in the day to day business outputs for it to succeed.
Grants and donors may be willing to support the cause however unless the programme teams have longer term plans and the exec team are open about discussing them with donors, there’s little scope for sustainable business.
Often, without integration, organisations suffer in the longer term.
In campaigning it is often hard to know how lobbying will affect policy. Excluding assumptions, teams know the topics and focus of the work, and may incorporate emerging trends an themes in the broader proposition. This is a inclusive way of indicating awareness of things businesses are talking about. This is paramount to bridging the slower pace of civil society to the faster paced corporate environment.
Organisational resilience can only successfully survive when the relationships, both internal and external, have a clear understanding on today’s expectations with an eye on spotting opportunities to lay the brick work for the future.