These pages - which are under development - will provide route maps for:
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 route maps below show:\
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.
How an initiative starts will influence how it develops. For example:\
This should include:\
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:\
Work on the objectives, ideas and programme will show the need to organise in two ways:\
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:\
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:\
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.