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These
pages - which are under development - will provide route maps
for:
- Development
activities during the development process
- Business
planning as part of this process
One
of the key components of the process is our planning
game which is used during step three below - developing
a vision. Each step below links to its own page, where you
will find relevant tools - for example workshop techniques
or checklists. More here on all
our tools.
You
can see the most recent version of the routemap that we are
working on here >
The development
process
The
route maps below show:
- The
issues to be tackled during the start up process (top diagram)
- Some
of the activities and tools which can be used at each stage
(bottom diagram)
See
below maps for further explanation. If
The
items below, which relate to the route maps, will be expanded
with links to longer articles and tools. The approach set
out here emphasises workshops and other interactions because
community technology initiatives depend upon the commitment
of volunteers, different interests within the community and
on partners.
A
business planning route map and other materials will provide
more detailed guidance preparing the plan and funding bids.
The
spark
How
an initiative starts will influence how it develops. For example:
- If
it is started through the enthusiasm of an individual or
group, he/she/they will have some initial vision of what
is to be achieved and a leadership style which will in part
determine who is involved and how.
- If
the initiative is a response to a funding opportunity, there
will be deadlines and guidelines to follow.
This
should include:
- An
assessment of the needs of the target audience/users
- An
audit of resources already available in the area
- Research
into similar initiatives elsewhere
Informal
contacts, meetings, demonstrations and presentations should
be used to find our who is who, what their interests are,
and what part they may play.
Early
in the initiative it is important to establish the 'why?'
What are the objectives, who will benefit? A most effective
way to achieve this is to run workshops:
- Assessing
strengths, weaknesses, opportunities and threats (SWOT)
- Developing
or examining project ideas and prioritising them (see the
projects game)
- Using
a planning sheet to identify
issues likely to arise.
Work
on the objectives, ideas and programme will show the need
to organise in two ways:
- Around
issues - community involvement, technology, business planning
etc
- Around
project ideas
One
way forward is to set up committees or working groups on issues:
a finance committee, tech committee, communications group
etc. If that is the only thing you do, there is a danger that
projects will not be driven forward.
A
more productive approach is likely to be to develop 'teamlets'
around each project, and ensure that there is a project driver
for each - someone who will commit to taking the project forward.
People can be members of more than one teamlet, so ensuring
good linkages.
Once
projects are identified and teamlets established it should
be possible to see what skills are required, what funding,
and what other issues emerge. These should be dealt with by
a core team working on the business plan.
One
way to deal with management and structure is to think of three
concentric rings:
- A
core team actively involved in driving the initiative forward
on all fronts, and taking prime responsibility.
- A
group of partners and associates who may be involved in
some activities, and want to make some contribution.
- A
much larger group who wish to be kept informed, but may
play a only occasionally, if at all.
One
of the early projects should be to get all key interests online.
The three levels of interest can communicate online using
mailing lists or forums, with different access privileges.
For example, the core and partner groups might have their
own lists with all requests to join subject to approval, and
the ability to discuss freely. The larger - outer circle -
might simply receive an email newsletter.
Projects
identified above are likely to require funding and support
from a number of different sources. In order to achieve this
it will be necessary to gain the commitment of a range of
different partners and agencies. One way to do this is to
run a 'deliver workshop' where those who can help are presented
with a range of projects and asked how they can assist, for
example:
- Funding
- Help
in kind
- Political
support
By
this stage it should be possible for project drivers and teamlets
to develop more detailed project plans which would form the
corfe of the business plan.
To
follow.
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