open-file3731.doc




DRAFT FOR DISCUSSION




                       GSM 4 Africa
                     Final Report – Mar...
open-file3731.doc



                                                               Contents
-----------------------------...
open-file3731.doc

We identified approximately 75 relevant projects, organisations or ideas, out of which we finally
selec...
open-file3731.doc

The major objective to help a small number of organisations to scale-up and become more
sustainable has...
open-file3731.doc
6.Donors are beginning to focus more at evaluation stage on the future commercial sustainability
of orga...
open-file3731.doc
3.1 Participation in Conferences
•Satellife Health Net Conference – This conference which was intended t...
open-file3731.doc
   •Take advantage of Steven Timms’ offer to host a meeting to test out the concept with a
   group of s...
open-file3731.doc
•Evaluating   the organisation leader more carefully (key – if the leader is not right forget the rest)
...
open-file3731.doc

Appendix 1. - Progress against Objectives
Phase           Output                                       ...
open-file3731.doc

Appendix 2.1 - On-Cue’s Compliance Service
Overview
Dr. David Green's Compliance Service uses the Short...
open-file3731.doc
“On-Cue has benefited greatly from this service. We have a clearer understanding of our business which
h...
open-file3731.doc
Having looked at real marketplace needs and how well each was being fulfilled we helped them
develop the...
open-file3731.doc
Appendix 2.3 - OKN Mobile
Overview
OKN Mobile is currently a donor-funded pilot introducing transformati...
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  1. 1. open-file3731.doc DRAFT FOR DISCUSSION GSM 4 Africa Final Report – March 2004 Prepared by: Jonathan O’Brien (ADP) Input and Review by:Ann Longley (OneWorld) Ewan McPhie (Bridges) Nigel Scott (Gamos) Page 1 of 13 09/06/2010
  2. 2. open-file3731.doc Contents ------------------------------------------------------------------------------------------------------- GSM 4 Africa Project......................................................................................................................2 1. Project Summary..........................................................................................................................2 What we did.................................................................................................................................3 Overall Benefits of project...........................................................................................................4 2. Lessons learned............................................................................................................................4 3. Next Steps, recommendations and opportunities ........................................................................5 3.1 Participation in Conferences .................................................................................................6 3.2 Networking and Information Exchange.................................................................................6 3.3 Continuingation of the “quick hit” consultancy model?........................................................7 Appendix 1. - Progress against Objectives.....................................................................................9 Appendix 2.1 - On-Cue’s Compliance Service..............................................................................10 Overview................................................................................................................................10 Issues......................................................................................................................................10 What we did...........................................................................................................................10 Benefits..................................................................................................................................10 Appendix 2.2 - Healthnet Uganda/Satellife...................................................................................11 Overview................................................................................................................................11 Issues......................................................................................................................................11 What we did...........................................................................................................................11 Benefits..................................................................................................................................12 Feedback comments from UCHN..........................................................................................12 Appendix 2.3 - OKN Mobile.........................................................................................................13 Overview................................................................................................................................13 Issues......................................................................................................................................13 What we did...........................................................................................................................13 Benefits..................................................................................................................................13 Feedback comments from OKN Mobile/Oneworld...............................................................13 ------------------------------------------------------------------------------------------------------- GSM 4 Africa Project 1. Project Summary The GSM 4 Africa project began in November 2003 with the aim “To identify and mobilise a few key opportunities for large-scale roll out of GSM for Development in Africa…The key objective [was] to attempt to mobilise selected opportunities as far as possible during the project, within the parameters of funding, time, relevant contacts etc.” To focus our work, we developed a contextual document (GSM 4 Africa – Context.doc) which outlines both development and GSM industry needs, and assesses the African industry context. We identified opportunities amongst a range of stakeholders to strengthen the role of the ICT private sector. We also analysed emerging best practice in ICT projects, based on recent experience and research, and set out our criteria for selecting organisations we would work with. Page 2 of 13 09/06/2010
  3. 3. open-file3731.doc We identified approximately 75 relevant projects, organisations or ideas, out of which we finally selected 5 we felt were worth seriously pursuing, due to fit with criteria, as well as their response to working with us*: •On Cue‘s Compliance Service, S.Africa •Uganda Chartered Health Net/Satellife, Uganda •OKN Mobile, Kenya •Drum Net, Kenya (timing did not work; held discussion on potential partnering with OKN Mobile) •Manobi, Senegal (timing did not work) * Orgs . worked with . in bold. All projects, idea and contacts are in a simple database GSM 4 Africa – Database.xls It is worth noting that it was difficult to find local private sector organisations to work with which are using GSM for development, as they generally have a ‘low profile’/not widely documented on the Internet. In addition, initial progress was slower than expected due to lack of response from potential opportunities and the discovery that many organisations were already being funded by either IDRC/DFID1. What we did Approx. 35% of our time was spent understanding the market, finding organisations and documenting their issues, contacting organisations to see if we could work with them, and writing the final recommendations and report: A high level scoping study on networking and mobilising private sector resources and improving access to information has been completed (GSM 4 Africa – Networks and Information Exchange.doc). Summary conclusions and recommendations are set out in Section 3 of this document. In terms of raising awareness: •The Satellife conference to raise awareness of GSM for development in the health sector has been postponed until the Uganda pilot has been satisfactorily completed. •We have instead pursued other options with AITEC to raise awareness of our work and input ideas for discussion/testing at their ACT conference in Mauritius (Sept). The scoping for this is ongoing, but the agenda includes topics on networking and improving information access. •We will seek to raise awareness through news articles eg. AITEC Newsletter and via various websites eg. Bridges, Gamos, OneWorld, DFID, IDRC, and others The remaining approx. 65% of the time we spent either on-site (35%) or conducting follow-up work for selected organisations. This work was aimed at filling major skill-gaps in each organisation: •Developing the organisation vision and overall business plan •Developing/coaching on financial modelling and running financial scenarios •Identifying practical implementation issues and solutions •Developing basic marketing tactics and lists of potential clients, and developing sales messages and materials •Reviewing updates to documents and mentoring •Helping organisations make contacts with potential sponsors or partners. Details of what we did for each organisation we worked with are included in Appendix 2. 1 This in itself points to a problem or at least an inadequacy in the current ICT4D system. Do the major funders have any sort of database of projects that they are involved with that can be searched by category or technology? This needs to be addressed, but perhaps not by this project. Page 3 of 13 09/06/2010
  4. 4. open-file3731.doc The major objective to help a small number of organisations to scale-up and become more sustainable has been met, although the implementation and ultimate success of this work depends now on the individuals leading the respective organisations. In Appendix 1 is a list of the specific deliverables outlined in the original Terms of Reference and our progress against them (10 completed as planned, 6 ongoing/ delayed/ changed) Overall Benefits of project Overall we were able to help organisation mobilise to more sustainable scale-up, by filling substantial gaps in knowledge with selected organisations, particularly in the area of planning for commercial sustainability, creating visions, financial modelling, as well as providing useful contacts. More specific benefits for each organisation are outlined in Appendix 2. In the short time we worked on this the team has collected a lot of information that is useful to a wide range of stakeholders, which we will try to disseminate as outlined above. We have also been able to identify opportunities for major improvement in the way Wireless for Development works, particularly how donors can play a role and provide an overview of the issues and possible solutions. Clearly given more time and funding, we could have done more with the selected projects, finding others in need of help, and developing our recommendations for improvement further. 2. Lessons learned 1.IDRC and DFID are already investing substantially in wireless for development organisations or projects, mainly focused on not-for-profit organisations. 2.The “short, sharp” nature of this project was very useful in terms of plugging large skills/thinking gaps, focusing organisations on priority areas and forcing us to move rapidly to sketch out solutions in the time available. 1 week on site is too short. 2-3 weeks per organisation would be much better with time for follow up mentoring. This method will only work if the organisation leader is of the right calibre and motivation (a major issue). 3.To make this model work effectively, you need to invest significant time upfront to create the activity pipeline - identify suitable organisations (both NGO and private), identify issues, and get agreement to work together. 4.We believe that the local private sector is active in wireless for development, but as their objective is profit rather than ‘development’ they generally have a low/no ‘profile’ within the development community. Most of the organisations identified by the team are those with a profile/case-study and tend to be those that are donor supported. Others are difficult to find other than by chance e.g. One2Net. 5.Too many donor-funded organisations are failing because: oThey see themselves and are treated as “projects”, and are therefore too focused on short-term technical issues. oThey are often frankly lazy about finding new sources of income other than from donors and lack business acumen oThey often lack good leadership skills and basic project management disciplines. oTherefore in general, many of these organisations face very similar issues, generally around ability to become self sustaining (business plan, financial model, practical implementation etc), as illustrated by the work we did (see above). oThere is an opportunity for donors to take a more investment (v’s donor approach) and to create a donor-funded consulting service and set of tools to plug this gap, particularly centred around providing business help to donor’s own projects Page 4 of 13 09/06/2010
  5. 5. open-file3731.doc 6.Donors are beginning to focus more at evaluation stage on the future commercial sustainability of organisations in which they invest. More needs to be done, including a more thorough evaluation of leadership skills in the organisations and availability of well thought out business plans (see recommendation below). Given this new focus, it is interesting that there are still issues with providing donor funding to private organisations, even if they directly/indirectly do “development” work. 7.The international private sector is becoming increasingly interested in engaging in emerging markets from both a CSR point of view and exploiting commercial opportunities at the ‘bottom of the pyramid’. This is particularly true for GSM, where 80% of “the next 1bn” customers is expected to come from developing nations. 8.Trying to develop “general” relationships in wireless for development (with eg. MTN Foundation, Vodafone Foundation, GSMA) in the hopes that together we could create opportunities together is a waste of time. Whilst there is much interest, little comes of it unless there is something specific to work on. With more concrete “charter projects” eg. networking and info exchange we expect have more success. 9.That said we see a gap in general information-sharing between organisations (public and private) who are working in the same area, which could enable more opportunities to be developed, resources channelled in the right way and duplication reduced. (See recommendations below) 10.There is beginning to be a recognition that GSM appears to be is the wireless technology of choice, due to ease of integration, rapidly increasing coverage in Africa, and investment by and partnership opportunities with wireless operators. That said, organisations continue to experiment with other technologies, such as WiFi which provide real opportunities to provide low cost access and can reach areas GSM currently does not. Donors should be looking closer at the challenges and obstacles that organisations face in implementing wireless solutions for development, especially in relation to legislation that in effect bans some very useful, low-cost applications eg. VoIP and WiFi. WiFi in particular could and hand-helds offffer huge potential in Africa and some flagship projects could demonstrate the viability of the this technology to policy-makers and people on the ground and make a difference at the same time. 3. Next Steps, recommendations and opportunities Overall we have the following recommendations to DFID and IDRC: 1.Funding for the ACT Summit to include topics of networking and information exchange. 2.Consider developing a model to continue with a more formal GSM 4 Africa business consultancy service to plug the current gaps in preparation for sustainability or large- scale roll-out by donor-funded and small private organisations, supported by an improved approach to investment by donors. Specific further support is required by projects we contacted during the project: •Further consulting help to Manobi, DrumNet, OKN Mobile •Out of the fund set aside by DFID to help specific projects, we recommend: Funding trip(s) for On-Cue to work with OKN Mobile and UCHN to help them sell and implement an SMS reminder service; Funding the On-Cue evaluation, should the current funding application to IDRC be delayed/not successful 3.Fund 2 initiatives to further scope and mobilise work aimed at tackling issues around networking and leveraging the resources of large private organisations and dramatically improving access to information on wireless for development. This should be proceeded by some testing with stakeholders eg. Steven Timms-hosted meeting and ACT Summit. Page 5 of 13 09/06/2010
  6. 6. open-file3731.doc 3.1 Participation in Conferences •Satellife Health Net Conference – This conference which was intended to highlight the opportunities in wireless for development based around health has been pushed back, due to timings of the UCHN pilot. •AITEC conferences would give us a much wider audience. The ACT Mauritius Summit (Sept) will have many private sector players we would wish to target, and AITEC are trying to get funding for more private sector involvement. Agenda topics include Information Exchange and Networking, which our proposals below feed directly into. We will provide input to scoping of this. 1-2 of the GSM 4 Africa team should act as speaker/facilitator(s) to put forward and test proposals from GSM 4 Africa project. We should also help AITEC find experts in CSR, public- private partnership, networks, and information access (eg. Google). NEXT STEPS: AITEC need to raise more funds to attract private orgs to the ACT summit, which IDRC/DFID may consider, as holding a conference was one of their desired outcomes from the GSM 4 Africa Project. Funding could support development of content and costs for speakers/facilitators to attend. Cost estimates to be provided by AITEC. 3.2 Networking and Information Exchange We have identified 2 specific initiatives which we think DFID & IDRC should support, in order to make a major impact in the Wireless for Development Sector. We have outlined these at a high level the case for and scope of solutions, as well as possible next steps for these two opportunities (in GSM 4 Africa – Networking and Information Exchange.doc). Many players are involved in wireless for development arena both as suppliers/donors and as buyers/receivers of help. We believe there are major inefficiencies in 2 key areas, which results in delays, duplication, wasted money, and wasted opportunity: 1.Leveraging the skills and assets of large private organisations in wireless for development activities and ensuring donated resources are well used. 2.Provision of basic information on wireless for development activities, research etc. This applies particularly to ability of people on the ground to quickly/cheaply access the right information. Although there is much good work done, there is a major opportunity to radically improve the impact of the various stakeholders by: 1.Setting up/build on bodies based around Stimulating the Private Sector, to improve co- operation and working between them: •Mobilse resources of large private sector organisations •Facilitate partnerships for interventions to improve success of donor investments •Strategy co-ordination and information-sharing •Provide opportunities for NGOs and donors to employ evaluation techniques from project inception through implementation to long term sustainable service, and to build capacity within participating bodies to do this. NEXT STEPS: OneWorld has already begun to mobilse this and has received a very positive response from Steven Timms/DTI. We should build on this momentum: •There is an opportunity to work with the Vodafone Foundation on this and we will try to arrange meetings to begin this process, Page 6 of 13 09/06/2010
  7. 7. open-file3731.doc •Take advantage of Steven Timms’ offer to host a meeting to test out the concept with a group of stakeholders, and scope out more precisely the next steps. A small amount of upfront preparation is required for this, which the team is prepared to invest. •Continue work with AITEC to input to the ACT Mauritius Summit to further test, get discussion and generate interest on this topic 2.Build world class Wireless for Development Information Exchange to improve access to basic information for all stakeholders. The recommended way to do this would be to work with a range of stakeholders (NGO, Donor, Private, Govt.) to: •Identify real needs, •Develop a set of standards/best practices and tools (perhaps based on Open Source), and •Then work with a small number of large information portals to dramatically improve access to and quality and quantity of information on wireless for development. This approach could then be replicated for other areas outside of W4D. Involvement with organisations which have experience in standard setting (eg. GSMA) and in information exchange (eg. Google, Accenture, McKinsey) are essential to make this work effectively. NEXT STEPS: Test the concept with a number of organisations at the AITEC conference, as well as individual contacts (eg. GSMA, Dvpt Gateway, OneWorld, etc.). We also recommend that donors seriously consider funding further evaluation, scoping, and mobilisation work. Further costing can be provided if there is sufficient interest. 3.3 Continuingation of the “quick hit” consultancy model? The GSM 4 Africa project helped plug a big skills and thinking gaps for the organisations we worked with. There is a good case to create a model for a donor-funded “quick hit” business consulting service, providing skills and a set of tools in areas such as business planning, financial modelling, successful planning for implementation, as illustrated by the work we did (see above): •Building this sort of help into ‘business as usual’, as part of the donor investment process, •Linking more systematically into existing development consultancy services eg. ADP, VSO Business Partnerships, Geek Corps, and local groups could result in a very efficient model, •Creating framework agreements to enable projects very quickly gain access to help. The project has identified only few entirely commercial initiatives with very good chances of success. In the long term, to provide more balance help and a good “pipeline” of activity, we recommend continuing to perform a systematic review of the ICT private sector in Africa. A next step in identifying a role for donors might be a more comprehensive needs assessment of local private sector, as well as existing donor-funded initiatives, with a list of specific organisations to be helped by country. This would form the basis for a needs assessment survey and a practical activity pipeline. We would depend heavily on local experts, although the task is becoming easier as trade associations are beginning to emerge in many countries. Improving Donor Investment Decisions Many donor-funded initiatives are failing, because they lack a disciplined, professional approach by local NGOs they invest in, and are not set up with the long term perspective of self- sustainability. Money and opportunities are wasted. Whilst the gap can be partly filled by the consultancy help above, ultimate success depends on the long term set up and skills in the organisation receiving investment. To compliment the consultancy model above donors could develop practices to help them further improve investment decisions, by making some changes to their criteria and evaluation process: Page 7 of 13 09/06/2010
  8. 8. open-file3731.doc •Evaluating the organisation leader more carefully (key – if the leader is not right forget the rest) and ensure the right mix of skills, but particularly good project management skills, a high level of PC skills (particularly Excel) and commercial acumen. Donor may even want to consider interim management as a way to get the organisation to a state where it is sustainable and local staff well trained. •Ensure there is a pay structure in place that not only attracts the right people, but also attracts the right behaviour eg. basic + bonus. Often salaries are too high for the skills and work performed, and there is little motivation to change. •In general, ensuring the organisation as a whole has the right mix of business, operational, technical and specialist skills. Get right help in early if any one of these is missing •Not just looking at funding for a “project”. Making it clear that money is an “investment” not a “donation”, and taking more of a ROI (Return On Investment) approach similar to the private sector. •Ensuring the applicant organisation has a very clear, focused vision, and a long term, credible commercial approach with very clear, specific ideas on how to achieve sustainability (including realistic cashflow projections) •Putting in place better, more disciplined and “harder” monitoring and project management. If donors are resource constrained in taking a more active role, there may be an opportunity for them to group together to set up an outsourced “shared evaluation service” to do this on their behalf more efficiently and effectively. •One possibility is to take something like the Bridges.org ”Real Access Criteria” and the “Habits of highly effective ICT projects” and develop them into a more comprehensive set of criteria which are focused on long term commercial sustainability. NEXT STEPS: Donors would do well to start the ball rolling by providing consulting help to organisations they are already investing in to ensure they will be sustainable. More work should be performed to test this idea and scope the model out in more detail, perhaps with a small group of donor, NGO and private sector organisations. Again the AITEC conference might offer the forum for this, although it might be better to do it sooner to keep momentum going. Specifically, the following organisations we have been in contact with would benefit from further help: •Manobi – developing investor proposals; exploring partnerships with OKN and Drumnet •Drumnet – development of/partnership for mobile platform; exploring partnerships with Safaricom on micro-finance (related to recent DFID award of funds) •OKN Mobile – finalising readiness for launch; assessment, preparation and implementation for African roll-out; assess/mobilise potential partnerships with eg. On-Cue, DrumNet, Manobi, •On-Cue – further support/funding required for trips to Kenya and Uganda to support OKN Mobile and UCHN organisations and form partnerships for service extension; funding for evaluation of pilot, should IDRC funding application be delayed/rejected. •Other organisations can be approached from our “B” list on the project database and others identified through the exercise above Create a set of “leadership criteria” and investment tools for donors based on best practice. This could be part of a multi-donor activity. Page 8 of 13 09/06/2010
  9. 9. open-file3731.doc Appendix 1. - Progress against Objectives Phase Output Comment Background (1) Short contextual outline  GSM 4 Africa – Context.doc Research & Opportunity (2) Opportunity selection criteria  GSM 4 Africa – Context.doc Identificatio (3) Long list of potential opportunities  GSM 4 Africa – Database.xls n  GSM 4 Africa – Database.xls: (4 Short-list of opportunities, mapped to selection criteria agreed on conf calls. Opportunity  Issues with getting info from orgs Documentati Detailed opportunity documents - opportunity potential (e.g. to prepare. Conducted reviews of on commercial and social value, tactics for roll-out, barriers to project docs and made comments roll-out with suggested mitigating actions, list of interested and highlighted issues, which parties/partners etc.) resulted in identifying areas we could help with. Opportunity (1) A list of actions for each opportunity and persons  Mainly based on above and then Mobilisation developed action list during work responsible for carrying out actions. with organisation.  Where required helped develop (2) Briefing packs for each stakeholder/partner discussion; marketing messages and materials. Where no time, provided coaching on approaches to marketing/sales. (3) Conducting meetings with stakeholders/partners.  eg. Cape Town City Health Auth, made calls/emails to Nokia, Vodafone etc.  During intensive weeklong (4) Coaching opportunity originator on how to progress the workshops and then follow up on opportunity, depending on requirements. phone or by email (5) Piloting a sector based approach in the form of a  Event delayed by Satellife, due to issues with Uganda pilot. ‘Mobile/GSM for Health’ event in Africa (organised by Working with AITEC to scope Satellife) ACT Mauritius in Sept to get discussion and action on networking and info exchange proposals.  Agreed on Conf. Call we should (6) Recommendation on need to participate in/organise work with AITEC. See above. larger gathering of interested parties This is ongoing. Future  Due to state of organisations we Recommend (1) Short document outlining which opportunities are worked with, there was little time ations suitable for replication in other countries, and possible to go into detail on specific leads/contacts in other countries opportunities in other countries. All of the solutions in principle are replicable. Identified specific opportunities for On-Cue to expand (UK, Uganda, Kenya). (2) For each mobilised opportunity, a list of indicators,  Only able to develop in principle for On-Cue., and conducted a which will enable us to measure success of the opportunity, review of those for UCHN. OKN and hence return on the project; will develop KPIs post- pilot.  Scoping docs completed. Good (3) List of interested parties and short scoping document on interest from some orgs (eg. the potential for a larger “wireless marketplace for GSMA, OneWorld, Kenya ICT developing nations” community of interest; Board, AITEC). No specific commitment yet. Requires more work/funding. (4) A two page summary document outlining the shape of a  Conclusions above. Full scoping (longer version) in GSM 4 Africa possible co-ordinated multi-donor activity that would – Industry Networks and effectively support development focussed wireless/GSM in Information Exchange.doc Africa (i.e. which aspects should it specifically support? who should manage it? how much? Etc  Working with AITEC to scope (5) Preparation work for and facilitation of a larger gathering ACT Mauritius (Sept) to get of interested parties discussion &action on networking and info exchange proposals. Output documents (in addition to those produced for individual organisations): “GSM 4 Africa– Context.doc”; “GSM 4 Africa–Database.xls”; “GSM 4 Africa–Networking and Information Exchange.doc” Page 9 of 13 09/06/2010
  10. 10. open-file3731.doc Appendix 2.1 - On-Cue’s Compliance Service Overview Dr. David Green's Compliance Service uses the Short Message Service (SMS) to alert TB and HIV patients to take their medication. He has a scheduling engine that can be used by doctors, clinics, and healthcare companies to schedule when reminders should be sent, manage patient information etc. The solution is cheap, simple, easily replicable and highly effective. It potentially has huge implications for the treatment of HIV, TB, and malaria. The initiative has led to a significant increase in the recovery rate of patients and could lead to substantial savings for healthcare authorities, by reducing the amount of directly observed treatment (DOTS), as well as helping target specific patient needs by dealing with them the way they need. On-Cue is a private organisation which will be able to sustain itself through generating revenues from consulting fees and taking a share of SMS revenues. Interestingly, the model is such that the more revenue On-Cue makes, the more people are helped. There are many opportunities to replicate this service across the globe and it can be extended from HIV and TB to practically all of the other chronic illnesses. Currently On-Cue is pursuing contacts in the UK, Kenya, Uganda, China, The Netherlands, as well as S.Africa, with plans to extend to India. Issues Beginning to lose focus and seek opportunities outside healthcare and area of expertise Needed to create a vision and put together a co-ordinated business and financial plan No clear marketing messages, marketing or sales plan Needed to do evaluation to prove the concept, which will help take up of the service. What we did •Nominated for the GSM Association awards, for which On-Cue was short-listed and received a commendation. Provided funding to attend conference, where they made many useful contacts with potential clients and partners. •Nominated for Tech Museum awards 2004 •Conducting an evaluation of the Compliance pilot in Cape Town as a supplementary project which, if the evaluation nis successful, will lead to city-wide roll-out. •Developed a financial planning and modelling tool, a business plan, high level marketing plan and sales pipeline and contacts database, marketing brochures and proposal documents. •Helped make contacts with larger private-sector organisations (eg. Accenture, Vodafone, Hybrid 4, Nokia), which will help On-cue in a number of areas, including developing a real-time GSM-enabled pill box, sourcing a new technology platform for their main reminder service •Provided ongoing reviews and mentoring Benefits Feedback comments from On-Cue: Page 10 of 13 09/06/2010
  11. 11. open-file3731.doc “On-Cue has benefited greatly from this service. We have a clearer understanding of our business which has helped us focus efforts on clients that are better prospects both in terms of the value of the deal and that have a greater chance of being interested in On-Cue's services. This, in turn, will make On-Cue more sustainable and able to continue delivering services in Africa. Marketing materials and methodologies which [GSM 4 Africa] helped to develop are used on an almost daily basis and the “pipeline” has never looked better. The personal commitment and interest of [GSM 4 Africa] has also been valuable with a world of contacts being opened up to On-Cue through [these] efforts. The financial models developed in conjunction with [GSM 4 Africa] have led to a far greater insight into the company and have helped enormously in planning for business success. In addition, the methodology used in developing them has been usefully applied in other aspects of the business. Positive points of working with [GSM 4 Africa]: •Access to business experience and thinking •Personal commitment •Broadening of contacts •Support and professionalism of all the Accenture people with whom I had contact •The “weight” of the Accenture name is useful! Negative points of working with [GSM 4 Africa]: In this project the work was focused in too small a time period allowing too little time for reflection and assimilation “ Appendix 2.2 - Healthnet Uganda/Satellife Overview Uganda Chartered Health Net (UCHN) housed at Makerere University Medical School in Kampala, allows medical workers to use PDAs to collect and disseminate health information eg. epidemiological survey on malaria, access diagnostic databases. The service allows health workers to very quickly collect information for analysis and at lower cost, enabling faster and more accurate reaction to medical issues. The goal of the SATELLIFE PDA Project was to demonstrate the viability of handheld computers/PDAs for addressing the digital divide among health professionals. UCHN is currently entirely donor-funded. Their future revenues will be largely based on subscriptions (basic and premium information services), surveys, selling information/statistics databases, and sales of PDAs and other equipment. In addition, they have opportunities to act as an agent for organisations, such as On-Cue to provide SMS reminder services. The model, once operational, should be replicable anywhere in the world. When looking at opportunities for geographical expansion, they may consider use of different technologies, particularly in areas where GSM coverage is better. Issues As the organisation neared the end of funding and moves from project to “normal business” mode, they needed to very quickly develop a clear vision, business plan, financial plan and understanding of how to effectively operate their organisation in a way that would ensure they are sustainable and fulfil their chosen vision. What we did Page 11 of 13 09/06/2010
  12. 12. open-file3731.doc Having looked at real marketplace needs and how well each was being fulfilled we helped them develop their vision to be "The model for providing affordable health information wherever, whenever". This was broken this down into its different components in terms of (a) what marketing messages need to get out to clients/users and (b) what it means for them operationally. We helped them develop their overall strategy to remain as a commercially-focused NGO for the next 1-2 years or till they reach number of customers, including: understanding of core and non- core services (basic package - access provision, free content, training, and premium services - paid for content, surveys, stats databases, info databases, PDA & Jack sales). We identified issues relating to roll-out and targeting customers, including understanding of both government and NGO strategies, so they can develop their marketing plans and messages. In addition we identified potential structural changes to be made. They need to spilt the organisation into a business/sales/marketing side and a technical/product development/maintenance side, with the business side leading the way. We also made proposals and how to create a more professional and efficient working environment, which would help create a better culture for the organisation. We also performed a quick assessment of pros and cons of partnering with a wireless operator, concluding that that, if UCHN can put a good proposition forward, it could be attractive. The wireless operator's careabouts are basically generating traffic and some CSR stuff, which UCHN can help them with. Overall oOutputs include: •Overall UCHN vision and a practical strategy/tactics for roll-out (including: basic/premium & core/non-core services; operating principles; issues; benefits of a potential wireless network partnership), •Draft financial model (including coaching on pricing & operational issues which would drive the financials), •Proposed structural and operational changes to help them move from technology pilot mode to building a sustainable NGO/business mode, and •Action list to help them implement required changes. •Preparation for volunteer following up our work. Benefits •More clear on their overall vision and target services and customers •Better understanding of how the organisation will need to be financed, including pricing •Highlighted current operational weaknesses and created a better understanding of required changes to achieve sustainability •Understanding of how to approach management board and what proposals to take to take to them for approval. Feedback comments from UCHN “I liked the frank, open-mindedness and positive criticism – attributes characterized by the consultant.” Page 12 of 13 09/06/2010
  13. 13. open-file3731.doc Appendix 2.3 - OKN Mobile Overview OKN Mobile is currently a donor-funded pilot introducing transformative local content services via SMS to disadvantaged communities starting in Kibera, Nairobi's largest urban slum. A closed user group of 1,000 subscribers has been recruited to trial a free push service. . The pilot content categories include health, employment, alerts (e.g. lost children) & events (e.g. community meetings) and news/ classified adss. generation. There major “killer app” is a mobile jobs market for casual workers. The main in-country partner is with Safaricom. The sustainability model (although still in development) includes micro payments from job seekers and job providers, as well as for local content, which will be published on a dedicated SMS channel available to Safaricom’s 1m+ customers. Advertising and sponsorship from multinational and local companies wishing to reach this target market will also help underwrite the costs of providing the free public service. The plan is to extend outside Nairobi to rural sites in Kenya with further expansion in Africa eg. S. Africa. Issues In moving from pilot project to sustainable organisation, OKN Mobile needed to understand how it would become self-sustaining, what it should focus on in the short and longer term and deal with a number of practical implementation issues. What we did •Developed a clear vision and objectives linked with the real needs it is addressing •Created a financial modelling tool and a drafted a more credible set of financial projections •Drafted their business plan, including identifying potential partners for revenue-generating, but non-core service extensions •Walked through some practical implementation issues and provided advice on how to tackle them. •Provided mentoring on project management.? Benefits OKN Mobile now has a more clear set of tools at its disposal to enable it to better get through the Pilot stage and prepare for a successful commercial launch. They now have a more clear understanding of some of the practical implementation issues and the priority areas to get right in order to ensure success They also have the possibility of at least 2 future partners who can greatly enhance their range of services and increase their income and chances of long-term success. Feedback comments from OKN Mobile/Oneworld . “The mobile team have had to overcome many challenges since the start of this project including scepticism from the NGO community that we can create a financially sustainable service targeting the poor. Although we still have a way to go, the support provided has enabled us to more clearly define our business and financial plans. Since we are determined to develop the potential of OKN Mobile to become a sustainable social enterprise, rather than just another project that dies when the funding runs out, this support has been vital to us. Our next challenge will be proving that we can deliver the vision.” Ann Longley, Mobile Product Manager/Corporate Relations Manager, OneWorld International. Page 13 of 13 09/06/2010

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