Notice: Use of undefined constant file_mime_type - assumed 'file_mime_type' in /home/vidyarat/public_html/carisnet.org/dbCarisnet/downloadfile.php on line 14
ࡱ > j l e f g h i 7 bjbjUU & 7| 7| l l l l l l l l u u u 8 v d v V H zy zy y y y y y y WV YV YV YV YV YV YV $ Y @[ x }V l y y y y y }V Ƃ l l y y V Ƃ Ƃ Ƃ y x l y l y WV Ƃ y WV Ƃ Ƃ 4 l l C y ny x
vP j u ~ : C V 0 V Q; : [ [ C Ƃ ~ l l l l
Information & Communication Technology for Development
ICT4D
Strategic Plan
2003-2005
July 1, 2003
Acknowledgments
This document was prepared by an army of ICT professionals and persons interested in the development of technology in Jamaica. The document grew out of the discussions, proposals and presentations made at the watershed ICT4D Conference held in January 2003 and hosted by the HEART Trust, Ministry of Commerce, Science & Technology of Jamaica and the International Institute for Communication & Development (IICD) of Holland. Acknowledgements must be given first to these 3 organisations for supporting the real need to take a serious look at ICT development in Jamaica and chart a way forward.
There was so much food for thought coming out of the Conference, that it was clearly necessary to continue the dialogue beyond the closing hour. The pre-conference discussions that had been taking place among a planning committee discussion platform hosted by IICD, were expanded and became stronger post-conference. Through this link the discussions began in earnest to formulate a document that contained and expressed all the important thoughts, plans and actions coming out of the conference that the group felt could and should be used to achieve the objective of ICT for development in Jamaica.
Among the most notable contributors to the process were, firstly, Mrs. Elizabeth Terry of the HEART Trust, who not only bore the labour of chairing the Conference, but immediately took on the task of moderating the e-discussions that followed with clarity and diplomacy. These e-discussions were vital in identifying and documenting various aspects of the project paper and stimulating further thoughts to improve the processes necessary in all sectors of ICT for development. Sometimes it was necessary to throw the occasional cat among the discussions pigeons so that mistakes of past IT activity that could remain hidden and still sabotage our progress, were unearthed, discussed and lessons learnt.
Recognizing the need for face-to-face meetings where the plan could be discussed more, Mrs. Terry also hosted several meetings where the plan was painstakingly developed by a smaller group. Among those participating most actively in the e-group and face-to-face discussions have been Valerie Gordon (JNSDP), Michelle Babollal (JCSEF), Mervin Jarman (Container Project), Marjorie McNab (Anamar Solutions), Sherice Williams (SkyBuilders), Moses Peart (UWI), Trevor Smith (InfoServ) and myself. Several overseas guests also lent their wisdom to the e-discussion process, notably Frank Odasz of Lone Eagles Consultancy, who had moderated the Conference itself, and Charles Nessonthe Berkman Centre Harvard Law School and Loeki Schaeffers of the International Institute of Communication & Development (IICD), representing one of the Conference and project sponsors.
The most important contributor to the process of creating the final document has been Everald Gowie (EduTech) whose active contribution before, during and since the Conference has been a powerful aid in creating a document that is a thorough and historic dissertation on IT and a simple statement of the Groups purpose and action. His definitions of our Mission and Philosophy, but especially his excellently explained PREAMBLE are a perfect statement of the thoughts and thinking of the ICT4D Group. Everald Gowie is to be highly congratulated for his work and guidance in the preparation of this document.
We acknowledge, most of all, the Jamaican people in whose interests we have united ourselves to serve, to empower and to teach the great benefits of Information and Communication Technology.
THANK YOU ALL.
Barbara Blake-Hannah
TechSchool JamaicaMay 7, 2003
Information & Communication Technology for Development
Table of Contents
About Us
Mission
Philosophy
Organization Membership
Products & Services
Contribution & Benefits
Accounting & Reporting
Preamble
Background
Approach and Methodology
Strategic Framework
Goal & Objectives
ICT Defined
ICT Criteria
Group Activities
Case Studies
Group Output
Expected Results
Programme of Work
Sustainability
Funding & Income
Organization
Constraints
Risk
Questions
Justification
Appendices
Log Frames
Membership
Contributions & Benefits
Estimates and Budgets
Economic Sectors
Conference Themes
Reality, Opportunities & Challenges
Timelines
Organisation Chart
About Us
ICT4D-Act is an open, Jamaican-based network organization established to define, promote and facilitate the use of information and communication technology in the development process. We believe that the secret to prosperity for all mankind lies in the effective use of information for learning and earning and that with reducing resources we must strive as a matter of policy to produce more with less if we are to achieve growth and competitiveness.
Mission
Our mission is to study, understand and share knowledge about the emerging technologies, their uses and applications, and to promote the development of models and how, by connecting these models in series of systems, we can create cultures of efficiencies that rapidly transform the way we do business and ultimately our way of life.
Philosophy
Our philosophy is to demonstrate new levels of democracy, open, void of prejudices, characterized by tolerance, the ability to learn, the propensity to share, the willingness to be fair and to distribute benefits in accordance with equity considerations and as a reward for contribution. Our approach is one based on partnership with existing entities, that takes full advantage of ICTs to develop the group and maintain its services. It operates along networking lines and principles, and therefore within a non-hierarchical structure and framework.
Organization Membership
Membership is an open invitation to all individuals and groups from Jamaica, the region and the rest of the world who have experience, knowledge or an interest in the application of ICT in the development process; those who wish to contribute, share, research, learn and/or effectively apply ICT to governance, education and training, community development, business and commerce and particularly within the context of the Jamaican socio-economic and cultural experience and for the benefit of society. Categories of membership are defined in Appendix II.
Products & Services
The products and services of the group will be contracted to members or non-members based on the ability to do the best job. They include publications, CDROM/DVD, seminars and workshops and consultations. The policies and procedures for the selection of providers and the rewards and benefits are to be set out in a document whose content is summarized below.
Contributions & Benefits
The selection of product and service providers will be done on an open and transparent basis, ensuring ample opportunity for qualified Jamaicans to tender and be selected. Payments and rewards will be provided in accordance with the required performance and quality standards and stated deliverables. Detailed policy guidelines, Appendix III, will be developed by the Executive and evaluated and accepted by the membership.
Accountability & Reporting
The members and the public will have access to information in real time related to organizational activities, issues, problems, progress, accounts and financial statements in an open transparent system that protects only the right of the individual or corporate information regarding contractors, suppliers and clients.
Revenue Model
Members will pay an annual fee of US$100 for which they will enjoy free information, internet and web services and tools, discounted workshops, seminars and conference fees and an opportunity to be a part of a team to develop and deliver information about ICT. Other revenue will come from the sale of goods and services and funding from sponsors, partners and other sources for special projects.
Preamble
Put very simply, information and communication technology is to the society what the machete is to the small farmer.
ICT is a tool.
In a technical sense, ICT is a system of interactive communication that combines computer technology with media and telecommunication technologies. ICT facilitates the creation, maintenance, storage and access to reservoirs of knowledge to and from anywhere at any time, provides instant response, feedback and multiple ways to process, present and distribute information.
How we use this technology and the intimacy we develop with knowledge art, science and technology, will determine whether we become the new wealthy of the world in the 21st Century. Is it the vehicle for making the quantum leap, defying all laws of economics to achieve unprecedented growth and development to become a first world state?
The entire system, political, social and economic, must develop a vision of the role of information and communication technology in the transformation of the Jamaican Society. That vision must be conceived not only in the context of the reality of Jamaica today but in the perception of the type of world we envision in the future. That world is at best unpredictable and uncertain. The only certainty is uncertainty. However, one thing is for sure - knowledge based skills will dominate a technology driven and dynamic environment ever changing and renewing itself, demanding the attributes of life-long learning skills in all our people.
The premium skill today therefore is the ability to learn. The system can optimize its returns by seeking to make everyone a successful learner, transforming every family, community, business and institution into learning organizations and productive units. The system must recognize that everyone can learn and, given the opportunity, will acquire knowledge, skills and know how in order to pay his/her way, develop an appreciation of beauty, acquire self-respect and respect for others. Ultimately he/she develops the values and attitudes that we can understand and trust.
It used to be that land represented wealth. It was material and solid, it represented power, and one either had it, or didnt. There was a clear distinction between those who possessed it and those who didnt. One could see it and touch it and feel it. One knew where this capital was located, it was permanent, immovable. One could leave it for years and return to find that its value had appreciated.
As the production process became more sophisticated, automated and computerized, the nature of wealth and capital underwent change. And, although the traditional investor still regards hard (fixed) assets as critical, investors in the fast moving and growing advanced sectors rely on radically different factors to back their investments. They rely on the collective innovative capacity and creativity of management and the workforce.
In the static sense of Knowledge is Power, it is knowledge that is capital. In the dynamic sense, it is the ability to expand, shape, interpret and creatively apply it to new situations adding new value that creates the capital of the future. As information becomes more accessible there is no problem to share it since creativity and the ability to take it and develop it further is the premier ingredient of competitiveness.
Jamaica: Our capital is in our heads! It is the quality of our thinking, creativity and expression.
We see the ground fertile for newness and for renaissance. It is fertile for new approaches, new processes, new content and for new experiences. It is fertile for boldness to create a new blend of technological inputs, based on knowledge, creative, imaginative and innovative thought, consisting of new methods and practices, and, new tools. It is fertile for a new human product.
And so we need to foster that intimacy with knowledge to begin a new cycle of intellectual development that will inform and transform young minds and thereby influence their intentions, raising the level of the conduct, altering their dreams and ethical aspirations. We need to develop new social, economic and business models that multiply time and the pace of development twenty times.
We can accomplish this by bridging the digital divide between the information haves and have nots, alternating the equation of power to facilitate, help and assist people to pursue their own dreams and aspirations within a context that is conducive.
The revolution with which we wish to associate therefore is not one of technology but one of ideas. The new world that awaits us is one in which knowledge and knowledge based skills will dominate the Learning Society of tomorrow. It is essential that we play our role in shaping that world and in doing so claim our part of it.
Background
To date there have been several attempts to articulate and implement a way forward for the effective use of information and associated technologies. The truth is that we are not a reading or writing society and our development to date has depended mainly on the comparative advantage Jamaica enjoys in natural resources, beauty and inexpensive labour. We are essentially a fun people and an island that has historically concentrated on primary production bauxite and agriculture with a tourism sector that has emphasized sun, sand and sea.
Instead of depending on comparative advantage to move the country forward, Jamaica over the past 30 years should have focused on the development of competitive advantage, high value added goods and services, through the creation of Business Models that combine the vast reservoir of knowledge, scholars and indigenous and culture based resources within a context of a consistent economic framework that encourages investment, growth and social stability.
Initially, some fifty years ago, it was IBM, followed by NCR now Illuminat, ICL now Fijutsi Caribbean and Burroughs later Digital, manufacturers of mainframe computers and providers of operating systems and other software who provided the training of systems engineers, programmers and technicians and introduced the use of computers in commerce and industry and later into the Banking and Insurance Sectors.
For twenty-five years (1975-2000) the Jamaica Computer Society carried the torch to develop the Professional and Technical Competencies related to the capture, storing, processing and reporting of business information and accounting. Major milestones included the alliance with the British Computer Society to introduce Professional Examination at the then College of Arts, Science and Technology, the regular and consistent annual Conference and the Monthly Magazine, Bits N Bytes. The JSCs efforts were further enhanced by the very innovative and world recognized Jamaica 2000 Programme by the JCS Education Foundation that installed over one hundred computer laboratories in Primary, Secondary and Tertiary Institutions and through its annual Educational Technology Exposition provided guidance for the use of technology in a range of circumstances.
Businesses and other organizations spent vast sums of money on hardware and software in their attempt to master and gain returns from their investment. Initially as each sought to develop their own tailor made systems they employed teams of technology savvy systems designers and programmers and created a pool of software developers. This represented a valuable resource indeed, and, a missed opportunity to create an information technology industry as locally written software gave way to the acquisition of imported packages that required customizers leading to the demise of a pool of three thousand experts over time.
As the emphasis on information technology as a serious resource and tool for education and national development evolved, traditional sources of national revenue declined. And, as the .coms became the leaders on the stock exchange globally, Government began to explore ITs possibilities and included IT in the Five Year Plan of 1995 as a Sector. Government proceeded to successfully liberalize the Telecommunication Sector, but, efforts to create a vibrant IT Sector remain elusive. Ironically, the first computer was installed on a sugar plantation, Monymusk!
In the meantime other studies have been conducted: They include:
Five Year Strategic Information Technology Plan issued 1998 and revised 2002.
The Way Forward produced in 2002 by the INTEC Project Unit.
Loan Agreement: Inter-American development bank based on The Way Forward
The Jamaica Tech Readiness Report: Data baselines - measurement of ICT progress.
Jamaicas e-Readiness Report: Infrastructure, Policies, Human Resources & Organizations.
It is against this background that the HEART Trust/NTA convened a Round Table of Stakeholders and Partners to revisit the ICT opportunity and develop a Strategic Plan to be presented for the use and application of ICT in National Development.
Approach & Methodology
ICT4D Group used an action oriented approach to develop its knowledge base about the subject matter it had chosen to address. It invited stakeholders and interested parties to a series of dialogues orchestrated to discuss the components and issues regarding Information and Communication Technologies and its potential as a tool for National Development.
The discussions led to the planning of the First ICT Conference for National Development in January 2003. Four Tracks were identified for focus at the conference.
Enablers & Catalysts: provide the ignition, energy and support for development.
Community Development: How organizations and villages apply ICT to business & life.
Business & Production: The opportunities for competitive advantage.
Education and Training: Emerging approaches to fast track learning experiences.
The Conference was supported by pre and post online dialogue to fashion a way forward and the outcome of both have influenced our approach and methodology.
Influence Make a Difference
The ICT4D is designed to make a difference through its contribution to the national ferment on The Way Forward. The product of our thoughts will be our position on ICT and will make its way to inform the Public Opinion, National Policy and contribute to Regional and International fora.
Research & Study
ICT4D gathers, stores and disseminates authentic data and information to enable users to construct their own knowledge, form their own opinions, develop their own perspectives and articulate their own views.
Self Development
ICT4D Members will improve and maintain their ability to address the subject on behalf of the Organization by earning certification through online study on selected aspects of the subject. This will afford members opportunities to conduct workshops and seminars for fees.
Sustainability
ICT4D will guarantee its independence of thought but inter-dependence of being by creating a viable organization whose quality of output and work is the guarantee for continued support by members, partners and sponsors who feel they must be a part of its success.
Application to Production
Our mission is to study, understand and share information about the emerging information and communication technology, its uses and applications, and to promote the development of models of how by connecting these models in series we can create cultures of efficiencies that rapidly transforms the way we do business and ultimately our way of life.
Nature of the Organization
ICT4D is designed to gain national and international respect and reputation. Its processes and procedures are geared to build and maintain its integrity through openness, dialogue, self-development, and effective building and sharing of knowledge while demonstrating its own commitment to the use and application of ICT.
Public Education
The Public Education component will ensure that we build a context of understanding and support for our position of the ICT. All aspects of the media will be coordinated to create the best outcomes locally and globally through printed publications, e-Books, websites, interviews, conferences, media on demand, television, cable and radio, tours and CDROMs.
Each component of the organizational development process, operations, activities and events will be managed using Log Frames, selected project/events management system. See Appendix I.
Strategic Framework
The Main Section or body of the document brings the aims, components, project selection criteria, processes and expected results into sync. It is divided into seven sub sections: Goal & Objectives, ICT Defined, ICT Criteria, Group Activity or Programme, Group Projects & Case Studies, Group Output - Products & Services, Expected Results
Goal & Objectives
The goal of the ICT4D Group is to provide, through a process of study, exploration, facilitation and partnership, opportunities for learning and application of ICTs that will lead to national development and ultimately transform our way of life. Our objectives are:
To promote, educate and lobby the public as well as specific target audiences such as community groups, NGOs, the education sector, private and public organizations with respect to the role of ICTs in national development and to influence, where necessary, policies to facilitate their effective application.
To provide relevant information, facilitation and support services to members as well as current and potential users of ICTs in development.
To enable continuing dialogue, networking, knowledge sharing and advocacy amongst key stakeholders, partners, interest groups and individuals.
To promote the development and use of local content and resources in media and knowledge-based products that meet internationally accepted standards.
To develop a sustainable model for the organizations continued growth and development.
ICT Defined
Information and Communication Technology is the convergence of three major technology groups. They are: computers to gather, store and analyze information, telecommunication infrastructure to transfer information, and media to present information. Together with the body of information and knowledge, designs and patents constitute ICT.
ICT Criteria
The ICT criteria establish guidelines for identifying cases, programmes or projects that may be categorized as ICT enabled activities. It answers the question To what extent does the activity use ICT within the broad categories and sub-categories Enabling & Support Systems, Information Management & Databases, Educational Technology, e-Commerce & Business, Production, Organization & Community Development and Media & Events.
Group Activity
The Group Activity is the annual programme of work. The Group promotes a Think Tank, creates and maintains information resources and databases, conducts seminars and workshops, maintains a Secretariat and e-Store to sell items and services, provides online office space for staff and members, builds the ICT4D online organization and carries out public education programmes.
Group Case Studies
These are funded Group Case Studies and ICT Stories conceived to gather data, information and illustrations and to produce, document, archive and publish articles, periodicals, books or other media to complement the groups goal and objectives. Cases studies include: e-Government, Information Resources, Education, Business, Networks, Manufacturing, Agriculture and Tourism.
Group Outputs
These are products and services to support its goal and objectives and to earn revenue in order to continue its work. They include Support, Information Warehousing, e-Learning, CDROMs and Books, News Letters and other publications, Models for Production, Collaboration and Media.
Expected Results
The real success indicator is the impact on national thinking. They are measures of the direct influence on policy and regulatory framework and incentives, ease of access to information, clarity in the application of ICT, growth in information based products and services, use of digital space, integration of collaboration tools and effective use of media for global reach.
STRATEGIC PLAN: FRAMEWORK!
Cover PagePreambleTable of ContentsBackgroundAbout Us: Mission, Philosophy, Organization & MembershipApproach & Methodology: Initiation Dialogue, Pre-Online Dialogue, Project-ICT Conference, Post Online Dialogue, Action PlanStrategic Plan Framework - where there is consistency & congruence among all the categories & components belowGoal & ObjectivesICTDefinedICTCriteriaGroupActivitiesCase StudiesGroupOutputsExpected Outcomesto impact Computer + TeleComm + Media use of maintain .selected topics publications impact on FacilitationOnline Support Help SystemsOnline Support Help ServicesThink Tanke-GovernmentCitizen ServicesSupport Advice/GuidancePolicy & RegulationsAccessDatabase Management SystemsInformation Warehouse Relational & Non Relational DatabasesYellow Pages + Project Registration
Libraries, ReferencesData, Statistics, Objects, Information Archiving & ManagementInformation Warehouse for ICT InformationEasy Access to InformationLearningInstructional Delivery & Management SystemsComputer Assisted, Media enhanced, and,Student Centred LearningWorkshops & SeminarsEducational Technology
The Jamaica ExperienceEducational Technology ModelsImproved Educational SystemCommerceBusiness Application Systemse-Commerce + Business ApplicationsSecretariat & e-Storee-Commerce, Customer and Employee Management SystemsBusiness ModelsInformation Based ProductsProductionDigital Work, Learning and Entertainment SpacesDigital BasedProductionDigital Competition
Content, Illustrations, Images, Graphics, MusicContent Development
Writing, Illustrations, Graphics, Music, VideoProductionModelsIncreased and Improved use of TechnologyNetworkingNetworking, Partnering & Collaboration Systemse-Mail, Internet, Intranet, Online Meeting & Conferences and Collaboration ActivityICT4D Organization OnlineAgriculture
Network Based Cooperation and Collaboration for ProductionNetworkModelsIntegration of a range of Cooperative and Collaborative ToolsGlobal ReachPresentation & Distribution SystemsMediaPrint, Websites, Radio, Cable, Television, Media on DemandPublic EducationTourism
Web Enabled Online & VirtualServices, Attractions & ExperiencesMediaModelsIncrease access to and use of Media for Global Reach and MarketingJustification and RiskQuestion! Why will we succeed where others failed!WORK PLANProgramme of Work
The Groups activity consists of seven components:
To assemble minds with the acumen and the efficacy to influence national policy.
To create information resources to enable easy access to ICT related information.
To plan, schedule and conduct Workshops & Seminars for members and the public.
To build and prepare the organization to carry out its work effectively.
To inform the process through a series of studies and impact how we do business.
To recruit, organize and engage members interactively to contribute to process.
To develop the organizations culture of integrity and expertise in the marketplace.
The Group will use the following instruments:
Think Tank
The Think Tank will present speakers with researched papers about the impact of the information industry on national economies and the social well being of people in a global context and address the challenges and/or the reasons for the success or failure. The process will link key experts in a ferment of thought, develop innovative ICT4D strategies, in order to lobby and influence policy, regulations, incentives and development processes.
Information Warehouse
The Information Warehouse will gather, classify, store, analyze information and create libraries, sources of information, and databases to enable easy access to information in all its forms: data, statistics, text, images, video and audio clips and maps related to ICT and its impact on development.
Workshops & Seminars
The ICT Academy, Workshops and Seminars, are designed to build the knowledge base of members and a critical mass of individuals and organizations across sectors and locations to create strong nodes of energy from which to extend the influence of the group. The programmes will be use a mix of modalities live, media and online learning systems.
Secretariat
The Secretariat is slim and lean and supported by Online Office space and an e-Store. Its role is to administer, account and report on the affairs of the Group, coordinate publications, schedule and execute its events with the assistance of service providers and through the Executive and Council develop and implement viable Revenue Models for the Organization.
Case Studies
The Case Studies will address The Jamaica Experiences in key economic sectors in the areas of e-Governance, Education, Business, Production, Community, Tourism and Music and Entertainment. The question of how Jamaica is doing in its effort to digitize its cultural and heritage resources in particular and preserve it for and share it with future generations must also be of concern.
Network Based Organization
The group will develop and expand as a network based organization by building a web based environment or intranet to serve its membership worldwide via the internet, share documents, and facilitate discussion groups drawn from the public, private, NGO sector and Civil Society around the key thematic areas. The full potential of the technology will be explored.
Public Education & Relations
The Public Education and Public Relations Programmes build the organizations presence. The main instrument will be the Annual Conference to focus on the themes: Enablers, Education, Community or Business selecting a different emphasis each year. The programmes are complemented by the Digital Competition and Festival, effective use of the Public Broadcasting Systems for interactive dialogue and live appearances in communities across the country.
Justification
The Human Quality: The global economic system has evolved through three major phases. The first, Agrarian Phase focused on the development of Agriculture and the Plantation System for the mass production of food. The second led by the Industrial Revolution saw the creation of factories for the programmed and systematic manufacture of items along production lines often under inhuman conditions and with inexpensive labour.
Todays revolution in information and communication technology is significantly different from the past and, unlike other systems, has the capacity to enable and elevate the human quality. Interestingly, technology often exhibits congruencies and consistencies with many aspects of our human-ness, as can be observed from one authors description of the Human Quality:
Human beings have the ability to reflect on their own thinking processes.
Human beings have the unique capacity to synopsize massive amounts of information.
Humans can store, organize and retrieve data in locations other than our bodies.
Humans see parts in relation to the whole and spot patterns, congruencies and inconsistencies.
Modern scientific thought thrives on the human capacity to engage in experimental inquiry
Human beings are social beings having a compulsive craving to engage with others.
Humans generate novel, original, clever, and ingenious products, solutions and techniques.
Human have the capacity to reflect on and learn from experiences.
Humans are self-actualising and self modifying, consciously and deliberately making choices.
Human beings can discern evil from good and develop a value system that can be trusted.
Within this context of opportunity to optimize the human potential, ICT can be applied to all the major human activities in the business of life and living.
The Enabling Source: ICT offers the greatest opportunities to provide enabling services that are vital to the effective functioning of society and is not an end in itself. Developing a knowledge-based society involves much more than the provision of jobs; it requires a paradigm shift within society of the way people learn and do business and communicate with each other.
The Community Concept: Community comes for communication. ICT allows us to redefine community beyond geography as people with common interests and who learn or earn together and facilitates the effective function of these communities by the provision of connectivity tools and systems. In this regard, teams of people with different inputs can work together from anywhere at anytime to produce goods and services.
The Learning Approach: For the first time Educational Technology provides a real alternative to traditional instructional delivery that can revolutionize the education system and address individual learner needs and requirements in accordance with place, pace, learning styles, context and experience. ICT will provide access to the most remote locations and facilitate support to students whatever their circumstance.
New Business Models: In addition to the above, when we consider business as service providers, communities or learning organizations, todays enterprise can access global markets through relatively inexpensive systems of information, communication and marketing and develop effective links, partnerships and collaboration between suppliers, customers, service providers and employees.
Therefore, any ICT4D Strategy Plan should take cognizance of the synergy that is required to achieve the goal of national development by focusing not solely on ICT as a production sector, but also as an enabler of socio-economic progress through every sector of the economy.
Sustainability
Enabler or Threat!
This is the statement on which the future of the organization turns. The way we proceed, our integrity and faithfulness to our philosophy, and the strength and breath of the Groups base will determine whether we meet our goal and objectives.
Funding
The Group will work towards attaining viability in two years. Support is already partly in place for the development of the organization and its outreach programmes. The Group must seek to establish funding streams to support its secretariat and develop its programmes. Some ideas include fees and/or revenues from:
Membership: Local & Overseas
Partnerships: Government, Funding Sources, Organizations and ICT4D
Sponsorships: Conferences & Digital Festival
Tuition: The ICT Academy - Workshops and Seminars
E-Stores: Publications and CDROM/DVD.
Organization:
This is a open, non-hierarchical, network based, organic learning system. It is lifelike and human, flexible and adaptive, communicative and responsive, constantly learning and changing to fit circumstances. It is broad and diverse. It stimulates, motivates and elevates others to new planes of thinking. It builds strong bonds, communities and models for better living.
Constraints
The Society seems to exhibit a lack of commitment to truly solve its problems through delayed gratification. It exhibits:
Limited leadership to stimulate, motivate and facilitate individuals or teams to produce.
Lack of clarity at the individual, community and national levels.
Weak processes to think through problems and formulate effective solutions.
Lack of support and/or funding for non-traditional approaches.
Weak context to support knowledge based programmes - little or no risk, little or no profit.
Fail consistently to choose the right man for the job knowledge sector not targeted.
Velocity the pace at which we do things means lost opportunities consistent pilots.
Risk:
The power and economic matrix of our society eliminates perceived threat in the egg. We laud perceived success and abandon apparent failure. We rarely join in the building, but take pride in the tearing down, and, when it suites us just on the bandwagon. We do not stick to it, no matter what, we are disingenuous to people of open and strong minds and defend our side to our own detriment. We listen, hear and respond based on the speakers position rather than the quality and depth of his thought, knowledge and expression. Treat to power is the enemy.
Power is the risk!
Question:
Can we succeed where others failed? Why?
The nature, strength and quality of the ship, crew and cargo respectively is equal to the challenge. President John F. Kennedy quoted a writer while still within the first hundred days of his Presidency: My ocean so vast and my ship so small. So it is now.
Appendices
Log Frames
Membership
Contributions & Benefits
Estimates and Budgets
Economic Sectors
Conference Themes
Reality, Opportunities & Challenges
Timelines
Organisation Chart
Appendix I: Log Frames
Each component of the organizational development process, operations, activities and events will be managed using Log Frames, selected project/events management system.
Introduction:
Logical Framework is a planning too for the more efficient and easy implementation of projects. It also allows for easy adjustments during the project life. Its use when applied to each aspect of the development process will enhance understanding and maintain the integrity of the process of development.
Stakeholder Analysis: Who are the individuals/institutions with a stake in the programme.
The purpose of doing stakeholder analysis is to ensure that all individuals, groups, institutions or firms that may have a relationship with the project, and are likely to be affected in one way or another (positively or negatively), are consulted for their input.
As the organizational development proceeds in the next six months in particular it is important to identify, document and assign the different roles and responsibilities of various individuals and groups. To that end it is important that a Participatory Planning Workshop is conducted at the beginning of the membership drive that involves representatives of all the main targeted stakeholders identified. During the dialogue, each stakeholder develops a responsibility to the goals and objectives so as to achieve the aspirations of the group and becomes part of the design for the development of the organization.
Problem Analysis: What problem is the project trying to solve?
Many projects are conceived as pet-projects by NGOs, or other agencies, which may not be priority problems for the community in question. The personal goals of a project manager, or the particular biases or mandates of a particular agency may be driving the project. Identifying the problem to be solved, and justifying that it is a legitimate problem is another critical component of doing an effective logical framework.
To do this properly the following steps should be taken:
Identify the major problem perceived.
Identify the target groups most affected by this problem.
Identify the perceived causes of these problems
Identify the effects on the community, individuals, economy, etc. as a result of those causes.
Intervention Logic: Why should there be an intervention in the problem perceived.
The rationale for intervening in a problem must be clear. The fact that there is a problem does not justify the need to intervene. Some problems can be resolved on their own, once given time, whilst others are totally out of the control of the organisation or individual leading the intervention.
The process of doing this will help determine whether the logic for intervening is justified. The following steps must be taken at this level to assist in the intervention logic.
Analysis of Objectives: Describe the situation if the problem has been remedied. In other words, describe what the project wants to achieve ultimately. Negative problems should be converted into positive achievements. During this process it will be realized that some objectives cannot be achieved by the project. These will have to be eliminated. This is all part of the analysis of objectives.
Analysis of Strategies: What strategies are required to achieve the desired objectives. Having decided what objectives are achievable, one needs to develop the criteria for choice of strategy. The criteria will involve issues like group skills used; process management systems; target stakeholders; product concept.
Verifiable Indicators: How can success of the project be measured?
What information is required to determine whether the project is meeting its objectives? This information should include the quantity, quality, target groups, time and place, and is usually found in statistical reports, project reports, surveys, etc. Surveys will need to include an initial base line survey conducted before the project commences, and followed by another either during or at the end of the project.
In some cases information is collected by other agencies. It is important to identify which agencies can provide information to be included in the list of verifiable indicators. Such indicators must be SMART. This is an acronym for Specific; Measurable; Available at acceptable cost; Relevant to the project concerns; and Time-bound or achievable within a specific time period.
Assumptions: What conditions may help or hinder the project?
It will become apparent during the project preparation phase, particularly whilst doing the analyses, that there are factors which could affect the effective implementation of the project, and which are outside of the control of the project or its implementers.
Appendix II: Membership
Membership is an open invitation to all individuals and groups from Jamaica, the region and the rest of the world who have experience, knowledge or an interest in the application of ICT in the development process; those who wish to contribute, share, research, learn and/or effectively apply ICT to governance, education and training, community development, business and commerce and particularly within the context of the Jamaican socio-economic and cultural experience and for the benefit of society.
Categories of membership are defined as:
A. Individuals:
Conveners
ICT Users
ICT Professionals
ICT Students
Guests Individuals wishing to be informed of the groups work.
B. Organizational:
Institution: Organizations with interest in our success.
Associate: Organizations with shared objectives.
Partner: Organizations that work in partnership with the group.
Enablers: Government, Funding Sources and other organizations.
Administration:
Executive: Elected to run the organization:
President e-Government & Services
Director - Information Resources
- Educational Technology
- Production & Manufacturing
- e-Commerce & Business
- Organization & Community Development
- Outreach & Public Relations
Council:
Wider body to ponder, create and take responsibility for positions related to economic sectors and groups. A Council member is assigned to each sub-sector identified below:
Services: Government, Financial, Tourism
Information Resources
Education & Training
Business & Commerce
Production
Agriculture
Manufacturing & Agro Processing
Visual Arts: Graphics, Animation & Video
Music
ICT Sector
Media & Entertainment
Secretariat:
Appendix III: Contributions & Benefits
The selection of product and service providers will be done on an open and transparent basis, ensuring ample opportunity for qualified Jamaicans to tender and be selected. Payments and rewards will be provided in accordance with the required performance and quality standards and stated deliverables.
Detailed policy guidelines will be developed by the Executive and evaluated and accepted by the membership.
Acquisition Policy
Specification & Definitions: Goods & Service
Processes: Tendering & Selection
Standards of Performance
Contracts, Terms of Reference & Rules of Engagement
Evaluation & Acceptance
Payments & Rewards
Appendix IV: ICT4D-Projections & Budgets US$
Unit CostCapital ExpenditureRecurrent ExpenditureDescriptions2003200420052003200420051. Organizational Developmenta. Press Conference
b. Partnering & Membership
c. Admin: Executive, Council
d. Think Tank Preparation
e. Meetings
Launch
Honoratia
12
200
1,000
1,500
500
1,000
2,400
2,000
30,0001,000
1,500
500
--
2,400
--
30,0001,000
1,500
500
--
2,400
--
30,000Support Systems10,000Total10,00038,40035,40035,4002. Database:Information Servicesa. DBMS Software Acquisition
b. Content Management Systems
c. Systems Development7,500
5,000
10,000
10,000
10,000Total22,50010,00010,0003. ICT Academy: Retoolinga. On-line Retooling
b. Workshops & Seminars
c. Standards & Curriculum Dev.
d. Software Development
25,000
50,0004,000
4,000
5,000
5,000
5,000
5,0006,000
6,000
6,000Total25,00050,00013,00015,00018,0004. Secretariat: a. Salaries
b. Stipend
c. Honoraria In-kind
12,000
27,60036,000
12,000
42,00060,000
12,000
42,000Sub Total 39.60090,000114,000a. Rent
b. Furniture
c. Equipment
5,000
5,000
5,000
5,000In-kind12,000
15,000
Sub Total10,00010,000--12,00015,000Hosting1,8001,8001,800Meetings
Travel
c. Advertising
d. Miscellaneous1,000
3,000
5,000
3,0001,000
5,000
5,000
4,0001,000
5,000
5,000
4,000Sub Total17,00020,00020,000Total10,00010,00053,400118,800145,8005. Case Studies: Specifications & Supervision6,0006,0006,000a. e-Government
b. Education & Training
c. e-Commerce & Businessd. Agriculture
e. Community Development
f. Tourism
g. Music & Entertainment2,000
2,000
2,000
2,000
2,000
2,000
2,0002,000
2,000
2,000
2,000
2,000
2,000
2,0002,000
2,000
2,000
2,000
2,000
2,000
2,00020,00020,00020,0006. Network Based OrganizationSoftware Acquisitiona. Internet Services
b. Intranet
c. Net Meetingd. Collaboration
e. Management Systems
3,000
3,000
3,000
1,200
3,000Total9,0004,2007. Outreach: a. Publications & Articles
b. Website/Content Development
c. Media Products
d. Public Meetings
e. Conference
f. Digital Festival
g. Tours4,500
6,000
10,000
7,500
7,000
15,0007,500
7,000
20,000
6,000
--
000
3,000
6,000
50,000
25,000
10,000
6,000
50,000
50,000
10,000Sub-total20,50029,50034,5009,00091,000116,000Grand Total72,000109,700124,500113,800290,200315,200Appendix IV: ICT4D-Projections & Budgets NOTES
Organizational Development:
The OD Activity consists of creating the initial and expanded membership of critical stakeholders, establishing the executive administration of 5-7 persons including the organizations President and a wider council of 15-20 persons to represent selected interest areas. The exercise that is renewable each year and consists of the following:
Press Conference to share the ACT4D success and challenges
Partnering & Membership . Initial and Annual Drive
Admin: Executive, Council election of officers honorarium only!
Think Tank Preparation of Annual Programme
Meetings ACT4D Strategy Development Meeting
Launch for year one only
Support System: A modest budget is provided for the initial Intranet System through which to build the Client Support System.
Database: Information System:
A capital sum of US$22,500 is projected to identify and acquisition Content management System to accommodate its database of titles, papers and references and publications and includes US$10,000 per annual for upgrades, maintenance and support.
DBMS Software Acquisition
Content Management System
System Development
ICT Academy: Retooling
The recurrent expenditure of US$13,000, 15,000 and 18,000, is meant to retool and update current ICT Thinking by members through seminars and workshop conducted by highly respected speakers and resource persons. The capital investment is to convert that knowledge into e-Learning products for schools, colleges, business and individuals.
On-line Retooling
Workshops & Seminars
Standards & Curriculum Development
Software Development e-Learning
Secretariat:
The Secretariat is subsidized in the first year and becomes fully by January 2004. A budget of US$83,400, 148,800 and 175,800 for the first three years with a modest capital expenditure of US$10,000 in year two and three.
Case Studies:
The Organisational Development Activity consists of creating the initial and expanded membership of critical stakeholders, establishing the executive administration of 5-7 persons including the organizations.
e-Government
Education & Training
e-Commerce & Business
Agriculture
Community Development
Tourism
Music & Entertainment
Network Based Organization:
The budget of US$9,000 and US$4,200 assume the Microsoft Server, Exchange Server, Net Meeting and Project Management suites will be adequate for the initial stages of this project and provide the following solutions.
Internet Services
Intranet
Net Meeting
Collaboration
Management Systems
Outreach:
The capital budgets for 2003, 2004, 2005: US$20,500, US$29,500, US$34,500, seek to build the information based by encouraging local publications, development of rich content and the creation of high quality media products.
Publications & Articles
Website & Content Development
Media Products
The recurrent budget of US$9,000 for the following items for 2003 provides for the preparatory work for implementation of the full programme in 2004 and 2005.
Public Meetings one public meeting per month to be carried by cable.
Conference . One per year international participation, selected theme from: Enablers, Education, Community and Business - income generating to support annual secretariat budget.
Digital Festival content, graphics, music and video with international flavour.
Tours . Island Caravan to capture and share information in deep rural Jamaica.
Appendix V: Economic Sectors
Services: Government, Financial Services, Funding Sources, Tourism
Information Resources
Education & Training
Business & Commerce
Production
Agriculture
Manufacturing & Agro Processing
Visual Arts: Graphics, Animation & Video
Music
Other
ICT Sector
Media & Entertainment
Appendix VI-A: Conference Themes: Enablers:ICTs in the Enabling ProcessProviding a Facilitative Environment: The ICT Conference promotes the creation of Leadership as enablers, facilitators, catalysts and supporters of peoples dreams and aspirations.GovernmentGovernment is about power rather than the enabling of people to pursue their hopes and aspirations through the provision of goods and services that they demand! ICT - enabler or threat?Sustainable Development - Catalyst LedCreating the infrastructure, environment and atmosphere for stimulation, enthusiasm, creativity, change and experimentation. Can ICT help in this process?
Policy & Legislation Development
Establishing an Agenda, a Policy Framework and Legislative Programme for Development Service, Copyright, Health, Education, Security and Justice.
The Challenges of eGovernmentIssues and challenges surrounding the implementation of e-services.
Creating a Culture of Efficiency & Integrity
Transforming of Government Agencies for the provision of Quality Customer Service: Development of New Systems in the Public Service that are user driven to reduce cost, improve efficiency, and make services available 24/7 from anywhere.
Protecting Intellectual Property on the Internet.
e-Learning: Retooling Civil ServiceRetraining public servant to deliver services via new systems and proceduresNew Global Economic Paradigms
Impact of International Policies & Agreements, including the WTOs Trade in Services. Papers will focus on implications with regard to: Movement of Labour and New Trade Arrangements.
Use of Media to Transform
Opportunity:
Information Dissemination
Education for All
Entertainment to Uplift
Appendix VI-B: Conference Themes: Education and TrainingCreating the Sovereign LearnerThe Early Childhood Experience:
Practical Applications in Infant & Basic Schools
The Primary Experience:A Student Centred Approach to Teaching Literacy and Numeracy through Technology:
The Secondary Experience 1:
Knowledge Synthesis: Higher Level Thinking, Virtual Research, Projects and Field Trips
The Special Experience:
The Disabled Communitys Response: Jamaica & Barbados
The Tertiary Experience:
Distance Teaching and Learning: The Challenges of Assessment and Accreditation; Local Experiences and Approaches
The Vocational Experience:
Instructional Technology Illustrated: Computer Controlled Simulations Case study: IICA Distance Agriculture Training Project,Utilizing Audio-Conferencing Technology: When e-Learning Works and Why!
Creating e-Learning Courseware
Practical Applications in Secondary Schools: Computer Assisted Drafting (CAD)Mathematics: Visual Connections for Abstract Concepts, Virtual Experimentation & Explorations
The Adult Education Experience:
Adult Education Through Distance Teaching and CAI: Transforming the Education System for the 21st C Making the necessary changes to the education system to meet the changing needs of 21st Century
The Jamaica Experience: Issues of the Retooling of EducatorsTransformation of Teachers Colleges and the formulation of Policies to enable the integration of Educational Technology in the Education System.
Development of the Caribbean Citizens Worker:Imperatives for the Digital EconomyEngaging Business Partners FOR EducationA Business Luncheon by special invitation with part-proceeds in aid of a specific project (To be identified). Objective: to gain commitment from Corporations to become partners for the use of ICT in education & training initiatives.
Changing the Way we Teach!
Administrative Education Software for the Primary Schools
Appendix VI-C: Conference Themes: Commerce & ProductionMorphing into the Digital EconomyICT Business and Investment OpportunitiesAn examination of investment trends and opportunities within the Caribbean and internationally.The Multi-media Industry Close-up: Local and Overseas Perspectives, Trends & OpportunitiesNew Businesses Facilitated by ICTOff-shore ICT Enabled Services - Real or Imagined Opportunities for Jamaica?New Intensive High-Tech Farms and Agro=ProcessingThe Way forward for the Jamaican Farmer Use of smart extension services, media driven learning systems, production, marketing and delivery.
Tourism I: BusinessApplication Systems to support the Business of Tourism. How ICTs are increasing efficiency and Customer Service Quality, for example, in the areas of Marketing, Trip Planning, Reservations, Reception, Accounting, Payment and Service.Entrepreneurs ForumFostering the Entrepreneurial Spirit: Supporting the development of small-medium start-ups.ICT Providing New Avenues for Healthcare.A presentation and demonstration of an innovative functioning Telemedicine projectTourism II: Visitor ExperienceResearching, Designing, Creating and Operating Culture Based Experiences: Activities, Attractions, Entertainment/Events/ToursICT Changing the Way we Work TogetherThis session will explore virtual offices and virtual working, showcasing facilities such as net-meetings and video and web-conferencing.Software Development in Jamaica: The Dos and Donts of a Successful SD Business.Financial Services: A Tool for Development
Financial Services and the impact of ICTs: Savings, Loans & Mortgages, Money Transfers, Bill Payments and Investments.
Looking at Vending from the ICT perspective! Transforming the Lives of Vendors and Small Merchants through the design of new purchasing, selling and delivery systems.ICT Facilitating Trade and e-Commerce
Appendix VI-D: Conference Themes: Community DevelopmentBridging the Digital DivideEnablers & Initial Intervention ApproachesDevelopment from the Bottom-up Government Approaches and InitiativesInformation in the Development ProcessResource Assessment as the basis for Dialogue, analysis and the creation of action plans in the community development process. Cases: Saint Elizabeth & ManchesterCommunity Engagement & LearningEngaging the Community in the use of ICT through the use of multi-media Having Fun and Learning!!Building Virtual Communities at No Cost!Marketing Jamaican VillagesDriving Community Economic Growth through e-Marketing and e-ServicesApplying ICTs to Agriculture:Design, production and marketingCottage Industries in the New Economy:Applying high technology and know how to the design, production and marketing of craft & agricultural products.JSNDP/SDC Workshop:Establishing and Maintaining a Community Tele-CentreAccess to Information, Experts & PartnersCommunity Access and Networking - critical to attaining and sustaining a better quality of Life! The Redundant Technology Initiative and its application to Jamaica. MediaFacilitating Community DevelopmentEnsuring community participation and contribution in all aspects of: Political, Social and Economical development of locally managed & self sustained Communities:Bridging the Digital DivideICT - Creating more Poverty or Wealth for Communities?Container Project: A multi-media learning space for marginalized urban and rural youth Making more with less!Communities in Local Governance
Appendix VII: Reality, Opportunities & Challenges
Need for Inclusive Collaborative Approach
Jamaica does not yet have, but needs to develop an inclusive collaborative management approach to ICT for development. Such an approach would seek to forge linkages and partnerships amongst key stakeholders and sectors for purposes of developing increased understanding of ICTs in national development, integrated and coordinated policies and projects, facilitating funding, promoting digital education and training, and encouraging media exposure for digital performing and visual arts, based on local heritage, culture and talents.
e-Governance must also include ways and means to encourage ordinary citizens to participate in the democratic process through ICT mechanisms such as electronic fora and bulletin boards, which enable participation in public discussions.
As another example, there is strong support amongst some stakeholders, for the view that the focused application of ICTs in areas of competitive advantage in Jamaica, would bring about tremendous benefits in innovation, efficiency, productivity and exports and serve to pilot the effective use of ICTs in other sectors. Suggested sectors for special attention include: Agriculture/ Agribusiness, Entertainment/Music, Tourism/Environment/Health and the ICT sector itself.
Motivation
The average Jamaican is not yet excited about the practical use and application of ICTs. People will not embrace computer technology on a widespread basis until they see how it is relevant to their daily lives. Computers are often seen as difficult to understand and use, expensive to acquire and maintain, and a potential open door for unwanted invasions of privacy. Children seem naturally to love computers, but they need to be allowed and encouraged to use computers in ways that are fun. Adults need to be shown practical uses and skills. The issue of motivation must also be tackled in the classroom, starting with the teachers. Public awareness and training programmes that seek to engage the talents and creativity of the ordinary man in the street should be undertaken.
Ubiquitous Access and Models of Development
General access by the majority of the population of Jamaica to ICTs is still limited. There is need to make the availability of ICTs pervasive and ubiquitous to limit the risk of amplifying social and economic division in the society. However, benefits are unlikely to be achieved if access is not accompanied by the required support structures and learning from local, regional and international best practices. The documentation of local ICT success stories and case-studies are critical in ensuring a full understanding of the key challenges to be encountered and the available options that can be applied to problem solving.
Trained Technical Resources & ICT Champions
There is a lack of trained technical resources at the community level, particularly in areas such as computer networking, web-page design and computer repairs and maintenance, as well as applications of ICT for development purposes eg. for livelihood opportunities, and non-technical skills such as project design, development and grant-writing. At the same time, there is a dearth of grass roots champions of ICT development in Jamaica, and a lack of support for the few who have emerged. ICT innovation in Jamaica needs more champions, at every level who understand and have demonstrated the enabling power of ICTs; more people who will step forward to lead initiatives in the field. Jamaica needs to identify such champions and then to support them. Additionally the harnessing of ICTs to improve the efficiency, quality and accessibility of the learning process is imperative for the achievement of the national development outcomes.
Open Source and other Innovations
Jamaica has not yet taken full advantage of the opportunities for developing ICT self-sufficiency and economic efficiency offered by the Open Source movement. Jamaica could learn about and benefit from open source resources instead of, or at least in addition to, proprietary software. The work of fledgling organizations such as JALUG (Jamaica Association of Linux User Groups) and models such as that used within the Ghana public sector, need to be closely examined and incorporated into the development of local implementation strategies.
The Need to Develop and Promote Local Content
ICT fosters the dissemination of information and knowledge by separating content from its physical location. If Jamaica, with all its rich cultural resources is to benefit from the emerging economic and social networks, increasing priority must be given to the development and dissemination of local and regional content such as media and knowledge products. The issue of the high cost of locally produced content needs to be addressed perhaps through the effective utilization of ICTs to reduce production costs.
ICT4D seeks, through the realization of its goals and objectives, its approach and methodology and the implementation of its work programme, to provide the means to address these challenges raised.
ICT4D: Strategic Plan 2003 PAGE 21
9 : ; R ] ^ l m ~ 7 X Z d ( 0 } s 4 O ! ! +# 4# ³
^J aJ 5B*CJ OJ QJ \ph B*OJ QJ ph 5B*OJ QJ \ph B*CJ OJ QJ ph B*CJ OJ QJ ^J aJ ph B*CJ OJ QJ ph B*CJ OJ QJ aJ ph B*CJ$ OJ QJ ph j B*Uph B*ph B*CJH OJ QJ ph 1 9 : < = C R \ ] ^ _ c # $d %d &d