Spw Rollout


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Spw Rollout

  1. 1. Sustainability Planning Workshop Crown Royale Hotel City of Balanga, Bataan October 15-17, 2007
  2. 2. Business Planning Theories and Concepts Marketing - vis-a-vis Product and Service Offerings
  3. 3. <ul><li>Telecenter projects reflect two important policy goals: </li></ul><ul><li>to increase universal access to telecommunications services </li></ul><ul><li>to provide an economic development opportunity to the communities and population they serve. </li></ul><ul><li>These are compatible but not identical objectives. ( David N. Townsend, et al ), </li></ul>Economic Demand Vs. Needs Analysis
  4. 4. <ul><li>Viewing telecenters as a public service leads to the concept of &quot; needs analysis “. The focus is on the services that will </li></ul><ul><li>bring basic communication capabilities to a community </li></ul><ul><li>allow citizens to participate in national society </li></ul><ul><li>facilitate access to essential information and emergency services </li></ul><ul><li>provide the means to connect with family and colleagues around the world. </li></ul>Needs Analysis
  5. 5. These &quot;needs&quot; have been traditionally identified as a primary motivation for extending telecommunications networks to unserved areas, even if the service must be subsidized for persons who cannot afford to pay the costs involved. Needs Analysis
  6. 6. Needs Analysis Community Needs Government provides Community Gets Public Service
  7. 7. <ul><li>The second perspective recognizes a potential business case opportunity in telecenters, by focusing on the notion of &quot;economic demand&quot; for communication services and related offerings. </li></ul><ul><li>&quot;Demand&quot; differs from &quot;need&quot; in the sense that demand measures the willingness and ability of the user market to pay for the services that they desire. </li></ul><ul><li>This willingness to pay may derive from a perceived need for an essential capability, or it may reflect new business or other money-earning opportunities enabled by the communications services. </li></ul>Economic Demand
  8. 8. <ul><li>The differences between needs and demand are important for planning and management of the telecenter operations, and also for the service agency’s policy priorities. </li></ul><ul><li>The mandate of service agencies, in the first instance, is to supply citizens' needs for information and communications services, and the funds from the agency is intended to support this objective. </li></ul>Economic Demand
  9. 9. However, if telecenters can offer services that customers are willing to pay to receive, and thereby generate profits for their owners and economic development within the community, they will be much more viable and self-sustaining operations. Economic Demand
  10. 10. Economic Demands Community Needs & Demands Community Pays Community Gets Business
  11. 11. <ul><li>As a business, the telecenter operator should respond to requests for service and will also actively investigate the market and promote its services to appeal to a broad user population. </li></ul><ul><li>The process of defining the right mix of services and engaging potential customers will determine the success of the telecenter. </li></ul><ul><li>The challenge for telecenter operators will be to extend their business beyond this basic market, both to become profitable for themselves, and also to enhance the economic impact of telecenters throughout the community. </li></ul>Telecenter Challenge
  12. 12. Telecenter Services
  13. 13. <ul><li>Basic Services </li></ul><ul><li>Value Added Services </li></ul>Telecenter Services There are two general types of services that can be provided by a telecenter:
  14. 14. Basic Services <ul><li>services that are delivered using a common network infrastructure and software platform </li></ul><ul><li>primary goal – to increase universal access to information and communication technologies </li></ul>
  15. 15. Basic Services <ul><li>meet the basic needs of the community and at the same time be a foundation for economic development. </li></ul><ul><li>should be provided by the telecenter at specific, affordable prices and should contribute to the overall revenues of the business, but may not in all cases be profitable by themselves. </li></ul>
  16. 16. <ul><li>Telephone </li></ul><ul><li>Facsimile </li></ul><ul><li>Printing, Photocopying, Desktop Publishing </li></ul><ul><li>Computer services </li></ul><ul><li>Electronic Mail </li></ul><ul><li>Internet Access </li></ul><ul><li>Voice Messaging </li></ul>Telecenter Basic Services
  17. 17. Value Added Services <ul><li>Telecenter value added services (TVAS) involve add-ons to the basic infrastructure and software platforms of the telecenter </li></ul><ul><li>typically require additional resources, both technical and human. </li></ul><ul><li>add value by providing specific information, capabilities, and support to users, with the aim to stimulate other economic (and social) benefits outside of the realm of pure communication. </li></ul>
  18. 18. <ul><li>Some value added services will be supported by government departments, such as education and health services, to further particular public service objectives. </li></ul><ul><li>Other value added services will be directly aimed at the private sector, to support business opportunities and economic development </li></ul>Value Added Services
  19. 19. <ul><ul><li>Tele-Health </li></ul></ul><ul><ul><li>Tele-Medicine </li></ul></ul><ul><ul><li>Tele-work </li></ul></ul><ul><ul><li>Tele-Education </li></ul></ul><ul><ul><li>E-Government </li></ul></ul><ul><ul><li>Electronic Post Office </li></ul></ul><ul><ul><li>Electronic Commerce </li></ul></ul>Value Added Services
  20. 20. Tele-Health <ul><li>“ ESSENTIAL DRUGS FOR ALL” (Malaysia) </li></ul><ul><li>The principle recognizes that access to some selected drugs is essential. </li></ul><ul><li>The &quot;essential drugs&quot; concept seeks to ensure that all people , wherever they may be are able to obtain or get the drugs they need; </li></ul><ul><ul><li>lowest possible price </li></ul></ul><ul><ul><li>that they are safe, effective, and of high quality </li></ul></ul><ul><ul><li>prescribed and used rationally. </li></ul></ul><ul><li>WHO came up with a Model List of Essential Drugs (300 drugs) </li></ul>
  21. 21. Tele-Health <ul><li>“ ACTION PROGRAMME ON ESSENTIAL DRUGS” </li></ul><ul><li>a project that supports the “Essential Drugs for All” concept. </li></ul><ul><li>established by WHO to ensure that the essential drug concept is properly understood and implemented. </li></ul><ul><li>Essential drugs are among the most cost-effective elements in modern healthcare. They are vital for preventing and treating disease. </li></ul>
  22. 22. <ul><li>Telemedicine can be defined as medical practice across distance via telecommunications and interactive video technology. </li></ul><ul><li>In a typical telemedicine scenario, two doctors are involved with the patient: a local attending doctor and a remote tele-doctor who is engaged to do one or more of a variety of services ( tele-consultation, tele-surgery using remote-controlled instruments, tele-diagnosis ) </li></ul>Tele-Medicine
  23. 23. Tele-Work <ul><li>Teleworking is working at a distance from the people who pay you, either at home, on the road or at a locally based centre. </li></ul><ul><li>Teleworkers use e-mail, phone and fax to keep in touch with their employers or customers. </li></ul><ul><li>Teleworking is part of a range of flexible work practices that are becoming widespread and also include flexi-time, part-time working, job sharing and career breaks. </li></ul>
  24. 24. Distance Education vs. Tele-Education <ul><li>Similarity: </li></ul><ul><ul><li>Teacher and learner are separated by space </li></ul></ul><ul><li>Differences: </li></ul><ul><ul><li>DE – learning at a different time; self-study method using the internet and a server </li></ul></ul><ul><ul><li>TE – learning at real-time; there is interaction between the learner(s) and the teacher. </li></ul></ul><ul><ul><li>Videoconferencing can be used in TE but not in DE. </li></ul></ul>
  25. 25. <ul><li>refers to government’s use of information technology to exchange information and services with citizens, businesses, and other arms of government. </li></ul><ul><li>e-Government may be applied by the legislature, judiciary, or administration, in order to improve internal efficiency, the delivery of public services, or processes of democratic governance. </li></ul>E-Government (Electronic govt; e-gov; digital govt; online govt)
  26. 26. <ul><li>The primary delivery models are Government-to-Citizen or Government-to-Customer (G2C), Government-to-Business (G2B) and Government-to-Government (G2G) & Government-to-Employees (G2E). </li></ul><ul><li>The most important anticipated benefits of e-government include improved efficiency, convenience, and better accessibility of public services. </li></ul>E-Government (Electronic govt; e-gov; digital govt; online govt)
  27. 27. <ul><li>Electronic delivery of bills </li></ul><ul><li>epost.ca is an example of electronic post. </li></ul><ul><ul><li>When you add a mailer (companies and organizations that send you mail) into your epost, you are choosing to receive your existing paper mail in an electronic form </li></ul></ul><ul><ul><li>With epost you can add, view, pay and manage your bills and financial documents through epost.ca or your online banking web site for free. </li></ul></ul>Electronic Post
  28. 28. <ul><li>Electronic commerce , commonly known as e-commerce or eCommerce , consists of the buying and selling of products or services over electronic systems such as the Internet and other computer networks. </li></ul><ul><li>The amount of trade conducted electronically has grown dramatically since the wide introduction of the Internet. </li></ul>Electronic Commerce
  29. 29. <ul><li>A wide variety of commerce is conducted in this way, </li></ul><ul><ul><li>electronic funds transfer </li></ul></ul><ul><ul><li>supply chain management </li></ul></ul><ul><ul><li>internet marketing </li></ul></ul><ul><ul><li>online transaction processing </li></ul></ul><ul><ul><li>electronic data interchange </li></ul></ul><ul><ul><li>automated inventory management systems </li></ul></ul><ul><ul><li>automated data collection systems </li></ul></ul>Electronic Commerce
  30. 30. <ul><li>A wide variety of commerce is conducted in this way, </li></ul><ul><ul><li>electronic funds transfer </li></ul></ul><ul><ul><li>supply chain management </li></ul></ul><ul><ul><li>internet marketing </li></ul></ul><ul><ul><li>online transaction processing </li></ul></ul><ul><ul><li>electronic data interchange </li></ul></ul><ul><ul><li>automated inventory management systems </li></ul></ul><ul><ul><li>automated data collection systems </li></ul></ul>Electronic Commerce
  31. 31. <ul><li>Web content development is the process of researching, writing, gathering, organizing, and editing information for publication on web sites. </li></ul><ul><li>Web site content may consist of prose, graphics, pictures, recordings, movies or other media assets that could be distributed by a hypertext transfer protocol server and viewed by a web browser. </li></ul>Web Content Development
  32. 32. Telecenter Services. . . <ul><li>The extent of potential demand for these types of services is fundamental in determining what type of telecenter model to implement in different locations and conditions. </li></ul><ul><li>Demand for services is the primary driver for telecenter implementation and should be considered one of the most important variables in determining the feasibility of a telecenter project. </li></ul>
  33. 33. Marketing Strategies Introducing your products
  34. 34. 3 Types of Marketing Campaign
  35. 35. <ul><li>Press release to local media </li></ul><ul><li>Presentations to community organization </li></ul><ul><li>Flyers and brochures </li></ul><ul><li>Open days </li></ul><ul><li>Induction programs </li></ul><ul><li>Creation of websites to provide basic information about the product/services and regular updates about its progress </li></ul><ul><li>Newsletters published and distributed electronically </li></ul>Approaches…
  36. 36. <ul><li>awareness campaign involving community leaders and other opinion-shapers and creating focal points and champions within the local communities. </li></ul><ul><li>creation of a core group of ICT users with the idea that this group would then interest others in the use of ICT or act as information brokers for those with no capacity to access the ICT services on their own. </li></ul>
  37. 37. Staffing
  38. 38. How you staff your telecenter is heavily influenced by your local environment and specific circumstances. <ul><li>Questions you need to ask when it comes to staffing </li></ul><ul><li>Why do we need staff and for which specific tasks? </li></ul><ul><li>Is there another way to accomplish any of these tasks? </li></ul><ul><li>What roles do staff play in relation to other human resources? </li></ul>Staffing
  39. 39. <ul><li>You need to take a holistic approach and consider all types of human resources. </li></ul><ul><li>While it is important to consider and value appropriate skills, it is equally important to consider the right aptitude and a solid understanding of telecenter principles, commitment and goals. </li></ul><ul><li>Though you might hire them because of their skills, your workers will nevertheless act as “social workers”. </li></ul>Staffing
  40. 40. <ul><li>The staff should think of their role a s facilitators rather than simply as employee s. </li></ul><ul><li>Though inevitably they end up with plenty to do, staff members should not focus on doing things, but rather on facilitating others to do things. </li></ul><ul><li>In other words, volunteer coordination should be part of every staff member’s job. </li></ul>Staffing
  41. 41. <ul><li>Positions in a telecenter: </li></ul><ul><li>Manager </li></ul><ul><li>Facilitator </li></ul><ul><li>Coordinator </li></ul><ul><li>Technical Maintenance </li></ul>Staffing
  42. 42. • Technical skills – Ability to use computers – basic word processing, spreadsheet, organisation and management of files and information, safety procedures such as how to switch on and off correctly, do backups – Ability to use email and the Internet – for communications and for searching out information and saving it – Maintenance – first line computer maintenance, installing programmes, using anti-virus, keeping the radio equipment clean and in good order. Skills required in a telecenter
  43. 43. Organizational skills – Management – how to keep everything going, plan activities, pay bills, do the accounts, organize meetings, make sure agreed work methods are followed, supporting volunteers, preparing reports • Creative skills – Ability to teach computer courses, train volunteers – Creativity and journalism – web production, producing a local newspaper, willingness to experiment with new ideas. Skills required in a telecenter
  44. 44. • Communication and animation skills – Mobilization – working with the community to ensure full involvement, liaison with community resource people and informants, maintaining contacts with local authorities and organizations, looking for support and sponsorships, ways of bringing in more clients for paid services, fundraising – Communicating with community members about the center’s activities Skills required in a telecenter
  45. 45. <ul><li>PAID STAFF </li></ul><ul><li>Dedicated, paid staff will be of enormous advantage to your telecenter. </li></ul><ul><li>However, paid workers can also complicate the overall human resource strategy because their payment has have the potential of undermining or even discouraging other types of involvement, especially unpaid work and volunteerism. </li></ul><ul><li>Because of this, paid staff should never be relied on exclusively to answer your human resource demands. They are never a solution on their own. </li></ul>Categories of Telecenter Workers
  46. 46. <ul><li>The major areas of paid staff responsibilities are: </li></ul><ul><li>Administration </li></ul><ul><li>Technical maintenance </li></ul><ul><li>Programming </li></ul><ul><li>Coordination </li></ul><ul><li>In many cases all these responsibilities are more or less rolled into one post. </li></ul><ul><li>Perhaps the most strategic task that needs to be incorporated into any position is that of volunteer coordination. </li></ul>
  47. 47. <ul><li>Casual Staff </li></ul><ul><li>Casual staff are somewhere in-between paid staff and unpaid volunteers </li></ul><ul><li>Your ability to pay casual staff may vary from one season to another; it may also depend on your funding and the projects that you undertake </li></ul><ul><li>Casual staff often exist in a grey area – between the telecenter’s need for people to run the daily activities of the center and the lack of funds available for a full-time, paid staff or team </li></ul><ul><li>It is also importatnt that neither core staff nor casual workers intentionally or inadvertently limit opportunities for volunteers and the involvement of the community </li></ul>
  48. 48. <ul><li>Volunteers </li></ul><ul><li>If volunteers are part of your overall strategy, your staff should focus on </li></ul><ul><ul><li>identifying the skills and interest of potential volunteers </li></ul></ul><ul><ul><li>facilitating their training and work contributions </li></ul></ul><ul><ul><li>maintaining systems </li></ul></ul><ul><li>For many people in the community, telecenter may represent a unique opportunity to do something. </li></ul>
  49. 49. <ul><li>Volunteerism is a special consideration for any type of community undertaking. Telecenter’s success can be measured by the degree of community involvement in your centre. </li></ul><ul><li>Volunteerism is about building relationships with people and therefore with the community rather than having people to work for free. </li></ul><ul><li>Volunteers can feed into all areas of telecenter – from answering phones to running programmes, from technical maintenance to fundraising. </li></ul>
  50. 50. <ul><li>Running a telecenter with volunteers requires investmen t: to train people, to supervise them, to be patient while they learn and make mistakes; even to watch them walk away. </li></ul><ul><li>However, volunteers can create a resource multiplier-effect along the lines of ‘train-the-trainer’: invest in five volunteers, training and supporting their interests, and see a return of perhaps three dedicated workers as well as a stronger link with your local community. </li></ul>
  51. 51. <ul><li>Planning for volunteers’ involvement needs to be flexible: sometimes they will be there intensively, but at other times volunteers won’t be there at all. You have to be ready for it. You need to adapt your human resource plan according to the abilities and availability of your volunteers and the needs of your telecenter. </li></ul><ul><li>Avoid allowing false hopes to build amongst volunteers or casual staff that their involvement will at some point lead to a job. </li></ul>
  52. 52. It is important to make sure that the roles, rights and responsibilities of all your human resources are clearly understood and accepted. and last . . .
  53. 53. Salamat po!!!