I too second the loose structure, it makes sense and has worked very well in the past, even in terms of sustainability, the various associations have supported each other in the various tasks and I would suggest that if each of the groups provides their calender of activities and then these are harmonised within KICTANet, there will be sufficient support from all to keep KICKTANet sustainable; this will also reduce duplications of resources and certainly ensure each objective is met an an even "mightier" way than if each group went individually. -- Joseph Mucheru Chairman Telecommunications Service Providers Association of Kenya (TESPOK) 14th Floor, Bruce House - Standard Street P O Box 27589 -00506 Nairobi, KENYA Tel: +254-20-245036 Cell: +254-722522135 Http://www.tespok.co.ke On 2 Aug 2005, at 12:42, Warigia_Bowman@ksgphd.harvard.edu wrote:
I agree completely with Harry and Waudo
The looser the structure the better.
But, I hope other people participate in this discussion too, so that it is democratic.
Yours, warigia
I support Harry's view that the "loose" structure of KICTANET is the key to its success. Please keep it this way.
Waudo Siganga
Hello Colleagues,
Greetings from Dar es Salaam. Allow me to add my few cents to this discussion. Structured/Institutionalization is always good and the "right" way of doing things. But this brings on board all language that goes with any institution including overheads and bureaucracy and sometimes even personalization. KICTANet has done well so far with its fluid structure and probably that is what it's meant to be ...fluid. I would dare say
success of KICTANet today is because of its informal structure/ nature which provides a platform for all and sundry. It is through KICTANet
the industry coming together as one!
The moment you institutionalize it, then it could start looking like competition (for resources and attention) to some of the already existing NGOs, looses its subscriptions, looses its fluidity and... I know
volunteerism is not sustainable in the long run so probably we should be looking for a cross-breed structure that will maintain the fluidity and also bring in some form of order (for lack of a better word).
Harry
-----Original Message----- From: bounce-kiplist-cl-98713@lyris.idrc.ca [mailto:bounce-kiplist-cl-98713@lyris.idrc.ca] On Behalf Of warigia bowman Sent: 01 August 2005 16:52 To: KIPlist Subject: Re: [Kictanet] Desired Structure
Dear all
Florence and Waudo have given very helpful and thoughtful comments.
Perhaps we need to have a two hour meeting or even more than one meeting to discuss this. Perhaps people can bring or email concrete
At 11:02 AM 8/2/2005, Harry Hare wrote: that the that we saw that proposals, even 1/2
page brief written suggestions?
Issues I think people should worry about or reflect on include
a) long term sustainability b) cost and what sources of funding
proliferation of NGOs in Africa and whether they serve useful
are c) the purposes (.i.e
calcification of NGO sector) d) whether KICTAnet should be purpose
and what structure suits that goal best e) whether hierarchy really helps us
fulfil our goals or whether it just provides salaries and prestige f) whether having a paid secretariat diverts money from project based endeavors?
I see three possible models. I assume others have others in mind.
Model 1) Traditional NGO with hierarchichal structure and salaried
secretariat. Example, ATPS, Afri Afya etc. Model 2) Totally voluntary network with flat structure, no salaries and no formal hierarchy. Example Kictanet now. Model 3) Mix the above forms, have very small staff, perhaps one or two secretaries, but retain predominantly voluntary nature with minimal hierarchy and flat structure.
In my view, the current structure works nicely for now. However,
some things a staffer could do, like a chronology of events and organizing meetings. Other projects can be sorted out on a project basis. Perhaps others can propose other models? Also structures can be used for a few months (6) and then reevaluated for feasibility. M&E anyone?
I hope this is not presumptuous but is instead helpful.
Yours, Rigia
From: Lizette Kraft Reply-To: "KIPlist" To: "KIPlist" Subject: Re: [Kictanet] Desired Structure Date: Mon, 01 Aug 2005 16:25:17 +0300
Well Said Waudo. I think the motto sounds great and would be something we all can strive at.
Lizette
At / À 11:22 AM 7/30/2005, Waudo Siganga wrote / a écrit:
Thank you Florence. Please record me as supporting the Kictanet objectives and structure. Hope this will lead to the attainment of two objectives that bother me: (1) transparency in the individual and combined ICT advocacy processes by stakeholders (i.e I sometimes become aware of advocacy processes that are carrying out under a cloud of "siri kali". It is like some advocacy programmes almost qualify for "copyright" status). (2) Facilitation of Inclusivity. I have come across cases where some believe that they are "the correct ones" carrying out some form of advocacy and others who may be offering "competition" should be excluded, sometimes by simply being kept in the dark.
I have always maintained that running any association, grouping, or other advocacy structure is a very difficult job that requires personal sacrifice and any colleagues who offer their services should be recognized accordingly.
"Working together to achieve" much should be our motto.
Kind Regards Waudo Siganga Chairman Computer Society of Kenya
At 05:41 PM 7/29/2005, Florence Etta wrote:
Hi all, Hi all, At the KICTANET meeting held today it was agreed that we start a discussion in respect of the structure desired for KICTANet. This is to serve as a welcome to this discussion which will last as long as it is reasonably clear what might be done but not exceeding 2 weeks.
The question for today is this: Are the objectives stated below ok? Please suggest additions and or deletions.
KICTANET is a loose network of organisations involved with ICTs or share common/similar ICT goals in Kenya to work together to achieve the national aim of ICT enabled growth and development. Objectives of the Kenya ICT Action Network will be: · Engagement in mutually supportive activities for lasting change · Facilitation of effective dissemination of the ICT policy and implementation processes · Facilitation of effective implementation of the ICT
driven formal there are policy
Provision of access to varied and multiple resources/
skills
· Pooling of limited resources for the common goal and common good · Linking of organisations and networks working at the community level to those specialised and working in the broader political space
We hope that by forming this loose network, we shall avoid multiplicity and unhealthy competition or mutual suspicion while encouraging synergies for activities as well as initiatives by providing a platform for collaboration among organisations and networks interested in the fast developing ICT sector in Kenya. Cheers, FE
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