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MTNW route map

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.

[1 Research](/mtnw/process/research)

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

[2 Networking](/mtnw/process/net)

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.

[3 Vision… project ideas and programme](/mtnw/process/vision)

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 sheetto identify issues likely to arise.

[4 Interim structure: teamlet and network](/mtnw/process/interim)

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.

[5 Collaboration and funding: delivery workshop](/mtnw/process/collab)

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

[6 Project plans](/mtnw/process/projplan)

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.

[7 Sustainability - business plan](/mtnw/process/sust)

To follow.

mtnw/process/index.txt · Last modified: 2017/06/12 10:20 (external edit)