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CapacityHypothesis : - The sustainability will be affected by the human capital available – the capacity of staff, volunteers and users to undertake the ICT activity. This may be technical capacity but is likely also to include organisational and management capacity.
How much does the success of the project depend on having the capacity to set up, operate and maintain technology?
Some crucial capacity building can be identified in each of the case studies. In some cases, such as CARDIN and Revistazo, the key person is technical and knows how to handle the ICT. However they both need further training in the more systemic aspects of their work – collation of data, interpretation of data. MANAGE and Gyandoot both have technically qualified personnel and attempt to pass on this technical knowledge to their clients.
FOOD goes one step further and take educated unemployed youth who have at least a basic graduate degree and reasonable understanding of English. FOOD has trained these e-marketers on various aspects from basic communication skills to technical aspects like updating the web site and online marketing.
Acisam staff have art and social work qualifications and needed basic training on the technical aspects of the work. MIGIS trains its clients in PRA techniques alongside the ICT use.
It is therefore stating the obvious to say that the projects depend on a mix of skills. The fact that each project did not start with the skills but has sought and is seeking to build the capacity of its staff into the missing skills areas is important.
When considering the lack of capacity at the start of the project, and the persistence that overcomes problems and develops appropriate capacity we need to note the role of the “Champion”. In most of the studies there is an identifiable Champion who has overcome the inevitable difficulties presented by pioneering new ways of working. In CARDIN, Beverley Lashley the project co-ordinator; in MIGIS, John McKinnon; for Digital Village the project manager Johannes Mphahlele kept the centre evolving when other similar centres closed.
In the Indian Case studies there are institutional champions, organisations who have the idea and take it forward. In Global Voices the lack of good leadership has lead to poor co-ordination and continued lack of motivation for the project.
The Champions do not necessarily start with the required skills. But their intention to succeed motivates them to find the skills and gain the capacity.
The case studies illustrate the hypothesis, ie the need for both technical and organisational capacity. However, they seem to draw out three important principles. First, most of the case studies have an identifiable “Champion” - either a person or group who want to see the project succeed. Second, the project does not need to start with the required capacities - it can gain the capacities as the project develops. Third, the capacities need not be within the project organisation or target group. The studies show three mechanisms for gaining capacity: it is possible to buy-in expertise when necessary, to hire specific skilled staff or to train existing staff (or volunteers). |
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