Networking
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This Guide was prepared by the Manager - Partnerships and Growth Step to provide Catalpians with a step-by-step guide to networking at Catalpa. The guide provides practical specifics to help you in networking.
2.1 Stakeholder identification
Stakeholders - identify and develop relationships with the key stakeholders for this priority project, both organisations and individuals. Contact them before the RFT is released as you won’t be able to contact them once it is released as they won't be allowed to talk to you.
Key stakeholders include:
Donor agency, where are the decisions made. Our biggest donor and thus target is DFAT. Staff at their posts across the Pacific, or in Canberra are good targets for networking.
Government agency - who will be responsible for implementing the project and/or contracting the project
Managing Contractor - who is the incumbent. In procurement in international development, an incumbent is the organisation who last supplied the contracted services for the project. These tend to be large, international managing contractors, such as DT Global, Abt Associates, Tetra Tech, and Palladium.
International and national Consultants with experience in the project (sector, country)
Other organisations with complementary skills or experience for potential partnerships
Government staff within the Ministry
2.2 Competitor Analysis
Competitor analysis - this will help identify Potential Partners (organisations)
Who is well placed to be either a partner or a competitor?
What are our strengths and weaknesses against the Request for Tender (RFT)/Investment Design Document (IDD/Project design)?
Based on this do we need a partner and if so, what skills do we need?
What are our strengths and weaknesses in comparison to competitors?
2.3 Develop Strong Relationships with client / donor and others
Before a tender is released, you can also identify and develop relationships with:
Client: Who is the Client? Usually a donor or a Managing Contractor whoever spends the money on the project but this can also be a government agency if it is a government contract
Donor: Who is the donor? Who gives the money?
Government Counterpart: Who is the government counterpart? What department(s) What is their role in decision making?
Local Partners: Who are the relevant local partners who could add value to our bid? What can they bring?
International partners: may or may not be required. Who are the relevant local partners who could add value to our bid? What can they bring?
Local and international consultants and staff? Who has been working in the sector or project before? Who is well regarded in the country? Sector?
Relationship building with clients / donors can only be done before the tender is released so early information is critical and it is better to develop relationships with all of them.
Information exchange
For good networking, you need to both collect useful information and also share useful information. Communication is a two-way street. Also, be aware of the need to succinctly communicate who Catalpa are and what we do best.
Elevator pitch: Catalpa is more than just a technology company: Catalpa is an international development organisation. We improve people’s lives. We just use technology as one way of doing it. So don’t talk about the technology, other than as a means to an end. Talk about what the use of the technology does eg. Liga Inan saves the lives of women and children through improving relationships between skilled healthcare workers and clients through the use of text messaging. The most important message is Catalpa saves lives. That’s the message we lead with.
Based on your research of the person / organisation you’re networking with, take relevant information with you about Catalpa and its programs, using the pre-existing information available here:
Organisational capacity sheets (there are general sheets and also thematic and/or country sheets)
Program Fact sheets.
You should research a networking contact and their organisation before meeting, and then ask questions to dig deeper to:
Upcoming projects, designs and tenders, including downstream work from managing contractors (MCs)
Current project information (MC, Team Leader (TL), downstream opportunities)
Potential partners and competitors
Skilled and experienced team members
Skilled and well-respected consultants
Government preferences
Background information including data/statistics
Organisations that are coming in country for visits
Real costs
What are they best at (could be useful to partner with them on)
More questions are listed at Annex Two.
Try to obtain early access to upcoming bid / project information: Try to access early information about the project as this could benefit Catalpa in designing an appropriate methodology and approach in a bid.
Learn as much about the project and sector as possible:
Project design or investment design document (IDD) - early access to this is critical
Current and potential team members (local and international)
Current and relevant sector information, particularly information that might not be well known
Who has been contracted to manage similar current and past projects and how they are seen in country by the donors
Who are the decision makers?
Who can influence the decision makers?
Who has access to information?
Who designed the project?
What are the key elements of the project?
What are the government priorities with the regard to the project?
What are key challenges the project may face?
What are the key strengths that the project should do more of?
What networks do we have that we can draw upon?
Demonstrate the value of Catalpa: Whenever possible, provide insights or offer help during your conversation, even if it doesn’t immediately lead to a business opportunity. Demonstrating your expertise and willingness to assist can leave a lasting positive impression.
After you’ve made a networking connection, ensure the following:
Make Notes: After meeting someone, jot down a few notes about your conversation. This will make personalised follow-ups easier.
Share the discussion with your colleagues at Catalpa
There are business development Slack channels dedicated to sharing networking contacts / ‘leads’, upcoming projects and other information. These channels are categorised by sector, e.g. #bd_education, #bd_health.
If you are not yet on these channels, start by sending your message directly to Karen or Ona.
Follow up and maintain the connection with the person you networked with:
Send Personalised Messages: Send a personalised email or LinkedIn message referencing your conversation. This helps to solidify the connection and opens the door for future interactions.
Offer Value: If you come across an article, event, or opportunity relevant to someone you’ve met, share it with them. It’s a great way to stay in touch and show that you’re thinking of them.
Suggestions for follow up: Offer them a demonstration of a product or to forward a copy of a capacity statement or a link to an independent review or blog
Regular Check-ins: Networking isn’t just about making initial contacts; it’s about building relationships. Periodically reach out to your connections with updates or just to say hello.
Be a Connector: Introduce your contacts to each other when you see a mutual benefit. Being a connector not only helps others but also strengthens your network.
Upload the details of the contact and the interactions in Coda: Here’s the link:
Write 1-2 sentences on your networking contact in the corresponding channel, and tag the BD team e.g. if your meeting was with a government official in health, post it in the #bd_health channel. For example “Hi , I met with John Doe yesterday from XYZ at the Global Edu Summit. XYZ is the NGO partner on the upcoming ABC education project in Timor. He’s interested in our approach to blended learning–where should we go from here?”