Success Story Job Skills, Keswick

“We wanted to develop practice firms, as they we knew they were quite successful in Quebec.  We wanted one in York Region but no one would fund them. We did our research by visiting a few sites that had practice firms, and we then sent a letter to Service Canada explaining why we think there should have a practice firm in York.  We didn’t hear back for a year and a half.  Then a new manager came on at Service Canada and within a short period of time they wanted a practice firm in York region.  Because we had all the evidence, had created the model and were all ready to go we responded. A minister wanted to be involved in the opening of the practice firm, which was good PR for both the minister and the agency. The government also wanted program participants at the launch – so we brought in program participants.  It was a very successful launch and it good media coverage. The minister looked good, in positive light; and from that we got money for two more practice firms.”

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Food For Thought

Research on financial vibrancy shows that in financially vibrant organizations the understanding of who “everyone” was got much bigger.  Financially vibrant organizations think about planning not just with themselves (i.e., the standard group of inside players), but with a host of other players.  In other words, they are able to think in very broad terms about who their stakeholders are. 

One of the things this means is: if you work with the same stakeholders all the time, you likely have access to the usual pots of resources. It is only when you discover how to find common ground with new partners – i.e., new stakeholders – that you are likely to uncover unusual (and new) sources of revenue.

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