TECHNICAL REPORT
| Grantee |
Institute for Social Entrepreneurship in Asia (ISEA)
|
| Project Title | Model building of community networks linked to social enterprise and sustainable local economic development |
| Amount Awarded | USD 150,000 |
| Dates covered by this report: | 2023-01-01 to 2024-09-30 |
| Economies where project was implemented | Philippines, Bangladesh, China |
| Project leader name |
Gomer Padong
Marie Lisa Dacanay
|
| Project Team |
Marina Tabassum
Khondakher Kabir
Swapan Kumar Das
Dr Lanying Zhang
Alvira Reyes
Basilio Reyes
Marlon Palomo
Carla Santos
|
| Partner organization | Foundation for Architecture and Community Equity (FACE) Bangladesh, Sources for Action (SFA) China, Philippine Rural Reconstruction Movement (PRRM) Philippines, The Philippine Coffee Alliance, Inc (PCAI) Philippines |
Project Summary
The project led by the Institute for Social Entrepreneurship in Asia (ISEA) aims to develop models of community networks linked to social enterprise and sustainable local economic development and explore how these models respond to the challenge of sustainability of community networks. Four evolving models were developed:
The Foundation for Architecture and Community Equity (FACE) implemented a community network project in Cox's Bazar, Bangladesh, connecting three communities (Sonarpara, Telipara, Hatirghona) of women artisans to the internet through cellular router systems. Over 100 women artisans were mobilized to become suppliers for Prokritee, a Fair-Trade organization. The project provided Internet connectivity and training, enabling the women to communicate with product designers, quality checkers, and marketing channels. The communities formed cooperatives with their own governance structures and showed strong ownership by contributing resources and managing their Internet packages. The impact has been significant - Shonarpara's monthly income increased from USD $275.81 to $1,646.95, while Hatirghona's rose from USD $11.01 to $195, demonstrating how connectivity enhanced their craft enterprise's productivity and market access.
Sources for Action (SFA) developed "The Origin of Food Talks," a virtual platform and WeChat-based mobile application in Queniao and Meide villages of Guizhou Province. Unlike other projects, internet access was not a challenge in China, so SFA focused on creating a knowledge-sharing platform to document and showcase local agricultural practices, cultural traditions, and sustainable farming methods. The platform connects smallholder farmers, consumers, and youth, featuring content in various formats including text, videos, and photos. The project has engaged 30 smallholder farmers, including women and youth, and produced 17 information-education materials (5 videos and 12 photo stories) covering traditional techniques, food systems, and cultural arts. The initiative aims to preserve cultural heritage while developing sustainable economic opportunities through agro-ecological-cultural tourism.
The Philippine Rural Reconstruction Movement (PRRM) focused on improving Internet connectivity for the Kayapa Organic Producers Association (KOPA), comprising 80 members, in partnership with Vizcaya Fresh, Inc (VFI). The project designed a network architecture using three Starlink setups to enhance the organic agriculture value chain. The infrastructure aims to enable real-time sharing of production data, weather information, and marketing details between farmers and VFI, potentially reducing overhead costs and improving operational efficiency. The project emphasizes community participation and includes capacity building for digital technologies, particularly targeting the needs of organic farmers in remote areas where traditional telecom signals are weak or non-interrupted.
The Philippine Coffee Alliance, Inc (PCAI) implemented an innovative Internet of Things (IoT) system for coffee roasting machines in two community-based coffee enterprises in Kasibu, Nueva Vizcaya and Lagawe, Ifugao. The project developed a "roasting machine bookkeeper model" that generates operational data and provides automated feedback reports through GSM and cloud-based systems. This technological upgrade aims to improve the efficiency of coffee processing operations while gathering valuable data on production, quality control, and business operations. The system uses LoRaWAN technology to overcome connectivity challenges in remote areas and includes features for monitoring power consumption, roasting profiles, and operational metrics.
At the regional level, ISEA led learning events which the local country implementing partners including a two-day session on value added services featuring the experiences of Common Room (Indonesia), Net2Home (Thailand), BAIF Development Foundation (India) and other community networks from the LocNet peers of the Association of Progressive Communications in Latin America and Africa. ISEA, together with APNIC Foundation and the Association for Progressive Communications (APC), developed a hybrid session which contributed sustainability perspectives of complementary connectivity initiatives which featured Air Jaldi (India), iBoom! (Micronesia), Common Room (Indonesia), Distant Curve (Australia) and the Model Building of Community Networks linked to Social Enterprise and Local Economic Development to the Asia Pacific Regional Governance Forum (APrIGF) 2023 in Brisbane, Australia.
ISEA also implemented in November a seminar-workshop on model building of community networks which accounted the six elements integral to community network models: 1) technical dimension and community network infrastructure, 2) legal and regulatory framework, 3) organization, people, and partnerships, 4) financial dimension, 5) social impact, and 6) sustainability.
The evolving models of community networks build on the existing social enterprise initiatives enhancing productivity, incomes and efficiency in different value chains: (1) Evolving Community Network-Social Enterprise (CN-SE) model in crafts value chain-Bangladesh; (2) Evolving CN-SE model in the coffee subsector-Philippines; (3) Evolving CN-SE model in the organic vegetable value chain-Philippines and; (4) Evolving CN-SE model supporting agro-eco-cultural tourism-China. ISEA employs a monthly meeting with project partners in all the projects sites as it encourages sharing of knowledge and cross-learning between and among project partners.
The Model Building of Community Networks linked to Social Enterprise and Local Economic Development initiative, led by the Institute for Social Entrepreneurship in Asia (ISEA), demonstrates diverse approaches to using technology for social enterprise development across different Asian contexts. The projects showcase how community networks can be adapted to local needs - from enhancing artisan livelihoods in Bangladesh, preserving cultural heritage in China, supporting organic agriculture in the Philippines, to modernizing coffee processing operations. Each project emphasizes community ownership, capacity building, and sustainable business models while addressing unique local challenges. The initiative highlights how technology can be leveraged to improve productivity, market access, and income generation for marginalized communities, while building sustainable social enterprises. The success of these projects suggests that community networks, when properly integrated with social enterprise models, can contribute significantly to local economic development and community empowerment. The current initiative contributes to the goal of connecting the unconnected and bridging the digital divide.
Table of Contents
- Background and Justification
- Project Implementation Narrative
- Project Activities, Deliverables and Indicators
- Project Review and Assessment
- Diversity and Inclusion
- Project Communication
- Project Sustainability
- Project Management
- Project Recommendations and Use of Findings
Background and Justification
The digital divide remains a significant challenge across Asia, particularly affecting marginalized communities in remote and rural areas. While the nature and extent of connectivity challenges vary by country and region, common issues include limited access to reliable internet infrastructure, high costs of connectivity, and lack of digital literacy. These challenges particularly impact social enterprises and community-based organizations working to improve livelihoods in underserved areas.
In Bangladesh's Cox's Bazar region, communities face unreliable mobile signals and limited Internet access, hampering artisans' ability to connect with markets and designers. In the Philippines' upland areas like Kayapa and Nueva Vizcaya, nine out of thirty barangays lack internet access entirely, while others experience weak and intermittent signals. While physical connectivity is not a major issue in rural China, communities need platforms and tools to effectively utilize existing infrastructure for knowledge sharing and preservation, ensuring meaningful connectivity.
The barriers to digital inclusion are not merely technical but also economic and social in nature. Poor and marginalized communities often lack the capacity to pay for connectivity services, while women, artisans, small-scale farmers, and indigenous communities face additional barriers in accessing and utilizing digital technologies. Traditional knowledge and cultural practices risk being lost without proper documentation and sharing mechanisms. Social enterprises operating in these contexts struggle with real-time communication between producers and markets, while manual record-keeping and inefficient data collection affect business planning and growth. Limited technical capacity to maintain and sustain community network operations, coupled with the lack of proper financial statements and business data, further hinders informed decision-making.
The core problem that the project addresses is the sustainability challenge of community networks serving poverty sectors. Traditional approaches to community networks often focus solely on technical infrastructure without considering the business models and social enterprise aspects that could ensure their long-term viability. The Model Building of Community Networks initiative specifically tackles the need for sustainable models that can provide meaningful and efficient access to the internet, support the development of online applications and tools for marginalized communities, enable social enterprises to scale up their operations and impact, and generate sufficient revenue to maintain and expand services.
The project responds to these challenges through diverse approaches across different contexts - from craft value chains in Bangladesh to cultural heritage and food systems in China, and from organic agriculture to coffee enterprise operations in the Philippines. It emphasizes sustainability through integration with existing social enterprise operations, community ownership and participation, capacity building and knowledge transfer, and partnership with local institutions and government agencies. The initiative creates value-added services that enhance productivity and market access, improve business operations and decision-making, preserve cultural knowledge and practices, and support local economic development.
This initiative recognizes that sustainable community networks require more than just technical solutions - they need to be embedded within viable social enterprise models that can generate value for communities while maintaining operational sustainability. By documenting and learning from these different approaches, the project aims to contribute to the broader understanding of how community networks can be sustained while serving marginalized communities effectively. The project's significance lies in its potential to demonstrate how community networks can be transformed from mere infrastructure projects into sustainable social enterprises that contribute to local economic development while preserving cultural heritage and improving livelihoods among poverty sectors.
Project Implementation Narrative
Regional Partner: Institute for Social Entrepreneurship in Asia, ISEA
ISEA leads the overall implementation and coordination of the Model Building of Community Networks linked to Social Enterprise and Local Economic Development. It convenes the monthly meetings of country partners which also serves as a cross-learning space on implementation from different countries, contexts and value chains and also serves as the monitoring mechanism of the project implementation. ISEA also takes care of the capacity building needs of the country partners and ensures that the technical expertise of resource partners like the Association of Progressive Communications and the LocNet initiative in Asia are maximized.
In August 2023, ISEA organized through the Technological Innovations for Sustainable Development Platform a two-day virtual learning session showcasing the value- added services that community networks like Common Room, Tak2Net, BAIF provide beyond Internet access in the Asia-Pacific. The sessions were attended by 53 participants on Day 1 and 37 participants on Day 2.
Also in August 2023, ISEA, APNIC Foundation and APC organized an APrIGF session on Sustainability of Complementary Connectivity Initiatives. The session featured the evolving but promising models of CNs in the project. The session was attended by 25 on-site and 46 online participants.
In November 2023, ISEA and APC implemented a blended (face-to-face and online) seminar-workshop on Model Building of Community Networks linked to Social Enterprise and Local Economic Development. It aimed to have a shared understanding of what a community network model is, focusing on six dimensions: legal and regulatory; technical and community network infrastructure; organization, people, and partnerships; financial; social impact; and sustainability. It also tackled a workshop on defining a medium to long-term sustainability strategy for their respective community network initiatives and a plan to sustain their operations beyond the project timeline. The sessions ran for 4 days in Manila, Philippines with the assistance of Carlos Moreno (Australia), Sarbani Belur (India) and Steve Song (Canada). Other resource speakers were Gustaff Iskandar and Ridha Nadhiran (Common Room), Pooja Majkandar (BAIF) and attended by 17 participants representing the regional team and 4 country implementing partners. The seminar-workshop full report is available here [PDF].
In September 2024, a learning session was organized showcasing the four evolving models from Bangladesh (FACE), China (Sources for Action), and the Philippines (PRRM and PCAi), highlighting how community-centered connectivity initiatives are being integrated with social enterprises to bridge the digital divide in marginalized communities. The session detailed various approaches: FACE's work with artisan communities in Bangladesh using cellular router systems to connect Fair Trade value chain stakeholders; SFA's development of "The Origin of Food Talks" WeChat platform in China for cultural preservation and sustainable farming; PRRM's implementation of Starlink and mesh networks for organic farmers in the Philippines; and PCAi's IoT system for community-based coffee enterprises. Each initiative demonstrated unique approaches to combining digital connectivity with social enterprise development, showing significant impacts such as seven-fold income increases in Bangladesh's artisan communities and improved market access for Filipino farmers. While the document includes a detailed program agenda and mentions various speakers and resource persons, it does not explicitly state the total number of participants who attended the learning session. This was attended by 79 individuals representing social enterprises, NGOs, private sector and academia.
Bangladesh (Country Partner: Foundation for Architecture and Community Equity, FACE Bangladesh)
FACE began their implementation with a comprehensive three-month assessment and planning phase in the target communities of Sonarpara, Telipara, and Hatirghona. This initial phase involved conducting baseline surveys, mapping existing artisan networks, and holding extensive community consultations to identify specific connectivity needs and challenges. A crucial early achievement was establishing a formal partnership with Prokritee for market linkages, which laid the foundation for sustainable enterprise development. The technical implementation phase followed, during which FACE evaluated and selected cellular router systems as the most appropriate connectivity solution, negotiating data packages with local telecom providers and setting up the infrastructure with careful consideration for community input on installation locations.
The project then moved into an intensive community organization and capacity building phase spanning months 4-8. During this period, FACE formed women's artisan cooperatives in each community and developed robust governance structures for network management. The training program was comprehensive, covering basic digital literacy, quality control documentation, online communication tools, digital photography for product documentation, and fundamental computer skills. A significant aspect of this phase was establishing community contribution mechanisms for network maintenance, ensuring long-term sustainability. The enterprise integration phase, which ran from months 6-12, focused on creating digital documentation systems for craft production, establishing online communication channels with designers, and implementing digital record-keeping practices. WhatsApp groups were set up to facilitate real-time communication with buyers, significantly improving market access.
The final monitoring and optimization phase allowed FACE to track income changes, document success stories, and make necessary adjustments to both the technical infrastructure and training programs based on community feedback. This phase was crucial in demonstrating the project's impact, with Shonarpara showing nearly six-fold income increases and Hatirghona seeing significant growth from $11.01 to $195 in monthly income.
China (Country Partner: Sources for Action, SFA China)
SFA's implementation in China took a unique approach, beginning with a detailed three-month community assessment and planning phase in Queniao and Meide villages. This initial phase focused on identifying key traditional practices and cultural assets while assessing existing digital platforms and community preferences. The second phase, spanning months 3-6, centered on developing "The Origin of Food Talks" WeChat platform, creating user interfaces and content management systems that would be accessible and meaningful to the local community.
The content creation and training phase was particularly intensive, running from months 4-10. During this period, SFA trained 30 community members in digital storytelling and documented traditional farming methods through various media formats, including five educational videos and twelve photo stories. The platform launch and community engagement phase followed, where SFA established regular content submission systems and developed promotion strategies for wider reach. The final phase focused on sustainability and scale-up, with emphasis on training community members in platform management and developing revenue generation strategies through linkages with tourism initiatives.
Philippines (Country Partner: Philippine Coffee Alliance, Inc, PCAi)
PCAi's implementation of the IoT-based solution for coffee processing enterprises began with a detailed assessment phase, identifying key monitoring parameters and designing the system architecture. The technical implementation phase involved installing sensors on roasting machines and setting up GSM connectivity systems with cloud-based data storage. The system integration and testing phase was crucial, ensuring accurate data collection and developing comprehensive reporting systems.
The training and capacity building phase focused on ensuring operators could effectively use and maintain the system, while the final optimization phase concentrated on fine-tuning system parameters and establishing sustainability mechanisms. Throughout the implementation, PCAi maintained a strong focus on documenting best practices and developing scaling strategies for future expansion.
Philippines (Country Partner: Philippine Rural Reconstruction Movement, PRRM)
PRRM's implementation began with a detailed network planning and assessment phase, conducting technical evaluations of target areas and developing a comprehensive network architecture plan in consultation with KOPA members and Vizcaya Fresh. The infrastructure development phase saw the installation of three Starlink systems and Converge ISP connections, creating a robust and redundant network infrastructure. The systems integration phase was crucial, focusing on developing data sharing protocols and implementing digital platforms for production data, weather monitoring, and market information.
The training and capacity building phase was comprehensive, ensuring KOPA members could effectively utilize the digital tools while also developing technical capacity for network maintenance. The final optimization and sustainability phase focused on fine-tuning network performance and establishing sustainable financing mechanisms, creating a solid foundation for long-term operation.
All implementing partners maintained regular communication with the project coordinator throughout their implementation periods, participating in knowledge-sharing sessions and documenting challenges and solutions. The implementation timelines were flexible, allowing for adjustments based on local conditions while maintaining focus on establishing sustainable, community-owned network solutions integrated with social enterprise development. This adaptive approach proved crucial in ensuring the success of each unique implementation model.
Project Activities, Deliverables and Indicators
Project activities
Beginning of Project
| Activity | Description | #Months |
|---|---|---|
| Formation of Project Management Team | Preparation of contracts and hiring of project management team | 1 |
| Inception workshop with implementing partners | Project alignment, determination of outputs/ activities as well as roles and responsibilities of project partners, development of an initial project timetable; Signed contracts between ISEA and implementing partners in Bangladesh, China and the Philippines | 1 |
| Baseline research/ scoping studies in 4 communities in Bangladesh, China and the Philippines and sharing results with project partners | Identification of impact areas and communities, stakeholder engagement and planning with community partners | 2 |
End of Project
| Activity | Description | #Months |
|---|---|---|
| Documentation and development of case studies, capturing the models as they are evolving, culling lessons from implementation | Case study documentation | 3 |
| Sustainability strategy and planning of the models | Internal planning-workshop with project partners and stakeholders | 3 |
| 1 regional learning and sharing forum | A forum to present experiences and results of model building in the 3 countries using it as a springboard for potential replications, further model building and advocacy ensuring sustainability | 1 |
| Project assessment, final report writing, project wrap-up | 1 |
Throughout the Project
| Activity | Description | #Months |
|---|---|---|
| Set up and deploy technical requirements (may be local access servers, booster routers and determination of access points to increase mobile signal) in the unconnected communities in Bangladesh and the Philippines | Face Bangladesh to lead implementation in Bangladesh and PCA and PRRM will lead separate efforts in the Philippines | 11 |
| Develop a virtual application to document agricultural practices around sustainable agriculture, culture, etc in China | Sources for Action to lead implementation in China | 11 |
| Learning exchange and related events | Internal learning exchange with project partners and stakeholders | 11 |
| Periodic monitoring and evaluation, report-writing; adaptive learning and implementation | Internal adaptive consultations and adaptive implementation | 11 |
Project Deliverables
| Deliverable | Status |
|---|---|
| 1. Four (4) community network initiatives set up in 3 countries in Asia: | Completed |
| 2. At least 520 small scale producers, farmers, artisans, women and youth are actively engaged and capacitated as co-creators and core users of the 4 community network initiatives | Completed |
| 3. Increased and improved quality of interaction, collaboration and partnerships between the community-based stakeholder groups and relevant SE/value chain players and/or support groups | Completed |
| 4. Improved productivity and incomes of 420 community-based stakeholders of the established intermediary social enterprises in the crafts, coffee and sustainable agriculture value chains | Completed |
| 5. 17 knowledge products co-created and shared in the virtual knowledge platform/application generates collaboration between the 100 farmers, urban and rural youth around agro-ecological-cultural tourism | Completed |
| 6. Stakeholders of 4 community network initiatives develop and put in place organizational and financial sustainability plans | Completed |
| 7. Four (4) evolving community network models linked to social enterprise and sustainable local economic development documented | Completed |
| Bangladesh (FACE) | Completed |
| Philippines (Philippine Coffee Alliance) | Completed |
| Philippines (Philippine Rural Reconstruction Movement) | Completed |
| China (Sources for Action) | Completed |
Project Deliverables - Detail
| Deliverable: 1. Four (4) community network initiatives set up in 3 countries in Asia: Status: Completed Start Date: January 15, 2023 Completion Date: September 30, 2024 Baseline: Activities: All four community networks have been set-up in Bangladesh, China and the Philippines and are now at various levels of development Outcomes: Additional Comments: 1.1. Three (3) community-based connectivity initiatives set up and managed by an established intermediary social enterprise or organization in the crafts value chain in Bangladesh (Prokritee) and in the coffee and sustainable agriculture value chains in the Philippines (Philippine Coffee Alliance Inc and Rural Reconstruction Trade/Philippine Rural Reconstruction Movement) 1.2. One (1) farmer-based virtual knowledge sharing platform/application set up and managed by an established intermediary organization in China (Sources for Action) |
| Deliverable: 2. At least 520 small scale producers, farmers, artisans, women and youth are actively engaged and capacitated as co-creators and core users of the 4 community network initiatives Status: Completed Start Date: January 15, 2023 Completion Date: September 30, 2024 Baseline: Activities: Outcomes: Additional Comments: The project in the 3 countries engaged a total of 706 individuals representing 135% of the project target (520). In Bangladesh, a total of 102 women from Shonarpara (22 women), Hatirghona (40 women), Balukhali (20 women) and Mashkariya (20 women) are now engaged in the community network project. Of which, 22 are digitally connected to a fair-trade organization, Prokritee for marketing. In China, 30 smallholder farmers, women, urban and rural youth have participated in piloting the virtual platform from Queniao and Meide Villages, Qiandongnan Miao and Dong Automonous Perfecture, Guizhou Province. In the Philippines, a profiling report of 344 coffee farmers from Nueva Vizcaya, Mountain Province and Ifugao was completed. This contains information on the farm size, gender and location of the farmers which will help in the coffee value operations. The result also provided information on their capacity on financial literacy and digital literacy which were used as input to the IOT development. Also in the Philippines, 80 women and men of the Kayapa Organic Producers Association (KOPA) representing 6 of the 30 barangays of Kayapa, Nueva Vizcaya. Additionally, 150 farmer-members of Vizcaya Fresh, Inc, a social enterprise that has been engaged in the organic agriculture industry for over eight years were also engaged in the project. |
| Deliverable: 3. Increased and improved quality of interaction, collaboration and partnerships between the community-based stakeholder groups and relevant SE/value chain players and/or support groups Status: Completed Start Date: January 15, 2023 Completion Date: September 30, 2024 Baseline: Activities: KOPA, Vizcaya Fresh and PRRM in the Philippines together with the women artisans and Prokritee in Bangladesh have reported increased and improved quality of interaction, collaboration and partnerships between the community-based stakeholder groups and relevant SE/value chain players and/or support group. PRRM has started to relate to local consultants and technical experts including partnerships with local authorities and the Nueva Vizcaya State University, a local higher educational institution in near the project areas. In Bangladesh, women-artisans have consulted designers through the internet and now have delivered their sample products to Prokritee, which in turn have agreed to have them as new suppliers. Outcomes: Additional Comments: Collaboration and partnerships between the community-based stakeholder groups and relevant SE/value chain players and/or support group. PRRM are relating to local consultants and technical experts including partnerships with local authorities and the Nueva Vizcaya State University, a local higher educational institution near the project areas. In Bangladesh, women-artisans are consulting designers through the internet and now have delivered their products to Prokritee, which in turn have agreed to have them as new suppliers. |
| Deliverable: 4. Improved productivity and incomes of 420 community-based stakeholders of the established intermediary social enterprises in the crafts, coffee and sustainable agriculture value chains Status: Completed Start Date: January 15, 2023 Completion Date: September 30, 2024 Baseline: Activities: In Bangladesh, women-artisans have consulted designers through the internet and now have delivered their sample products to Prokritee, which in turn have agreed to have them as new suppliers. In the Philippines, KOPA installed a Piso Wi-fi system which provides connectivity to the local community and in turn is earning for the monthly subscription of Starlink. Excess amounts are used for different activities of the organization including the provision of death aid/ benefit for family members of KOPA who have died in the year. Outcomes: Additional Comments: Shonarphara women gained 150% increase in their income or a total gain of 182,460 BDT (1,656 USD). Hatirghona women gained 700% increase in their income or a total gain of 21,474 BDT (194 USD) They also embrace plastic recycling, leading to a noticeable improvement in the local environment. For KOPA in the Philippines, there was no reported increase in incomes as of project end but the PisoWifi setup is generating PhP8000 per month on the average (approximately 150USD). |
| Deliverable: 5. 17 knowledge products co-created and shared in the virtual knowledge platform/application generates collaboration between the 100 farmers, urban and rural youth around agro-ecological-cultural tourism Status: Completed Start Date: September 30, 2024 Completion Date: Baseline: Activities: Outcomes: Additional Comments: Five (5) videos and 12 knowledge products on bean drying, indigo dyeing, embroidery, study tour, spices, rice and fish systems, glutinous rice harvest, traceless picnic, Dong song and Dong opera were also developed and initially uploaded in the mobile application |
| Deliverable: 6. Stakeholders of 4 community network initiatives develop and put in place organizational and financial sustainability plans Status: Completed Start Date: November 10, 2023 Completion Date: Baseline: Activities: Outcomes: Additional Comments: |
| Deliverable: 7. Four (4) evolving community network models linked to social enterprise and sustainable local economic development documented Status: Completed Start Date: November 10, 2023 Completion Date: Baseline: Activities: Outcomes: Additional Comments: |
| Deliverable: Bangladesh (FACE) Status: Completed Start Date: January 1, 2023 Completion Date: September 30, 2024 Baseline: Activities: Outcomes: Additional Comments: 1. At least 100 women (5 groups of 20) artisan-supplier partners are digitally connected to Prokritee and its network of crafts designers and domestic and international Fair Trade buyers 2. Within a year, 20% increase in sales volume of the 5 groups of women artisans |
| Deliverable: Philippines (Philippine Coffee Alliance) Status: Completed Start Date: January 1, 2023 Completion Date: September 30, 2024 Baseline: Activities: Outcomes: Additional Comments: 1. 200 coffee farmers in 2 coffee producing communities are digitally connected and enabled to receive information, interact and collaborate with the Philippine Coffee Alliance and other coffee value chain stakeholders including Local Government Unit/s, National Government Agencies, support institutions and buyers 2. Better decisions, more responsive and timely interventions and enhanced partnerships and collaboration between the coffee farmers and relevant stakeholders in the coffee value chain result to improvements in productivity and operations |
| Deliverable: Philippines (Philippine Rural Reconstruction Movement) Status: Completed Start Date: January 1, 2023 Completion Date: September 30, 2024 Baseline: Activities: Outcomes: Additional Comments: 1. 120 women and men small producers and youth from 8 community-based social enterprises in five provinces (Nueva Vizcaya, Nueva Ecija, Bataan, Marinduque and Camarines Sur) and one intermediary social enterprise are actively participating and benefiting from the use of a community-based digital network in the sustainable agriculture value chain and are better connected to suppliers, buyers and Local Government Units. 2. Improved incomes of 120 stakeholders of 8 community-based social enterprises and 1 intermediary social enterprise 3. Increased partnerships of 8 community-based social enterprises and 1 intermediary social enterprise |
| Deliverable: China (Sources for Action) Status: Completed Start Date: January 1, 2023 Completion Date: September 30, 2024 Baseline: Activities: Outcomes: Additional Comments: 1. 1 virtual knowledge sharing platform/application built and operational as foundation for further development and upgrading 2. 100 rural and urban youth and smallholder farmers in 10 villages (1 pilot village and 9 villages for replication) are enabled to utilize the virtual platform/application to co-create and share documentation, knowledge and wisdom around agriculture, farming, biodiversity conservation and cultural practices 3. At least 17 knowledge products developed : 5 videos and 12 knowledge products in the form of text, pictures and voice 4. Collaboration between stakeholders on the possibility of evolving an agro-ecological-cultural tourism initiative started |
Project Review and Assessment
The project's success can be measured through multiple dimensions of impact and sustainability. In terms of economic indicators, there were notable achievements such as FACE's Bangladesh initiative showing a seven-fold increase in artisan income after establishing the network, and PRRM's PisoWifi service generating 8,000 pesos (approximately $150) monthly for KOPA, sufficient to cover Starlink subscription fees. The CBCEs in the Philippines demonstrated strong economic potential, with Ifugao capable of roasting 10 tons of coffee in 2-3 months, generating 6 million Philippine pesos at 600 Philippine pesos per kilo. Social impact indicators showed significant progress in community engagement and empowerment, particularly among women who took on leadership roles across all projects - from artisan communities in Bangladesh to farm managers in the Philippines and entrepreneurs in China. The projects also successfully integrated youth participation, especially in technical operations and digital content creation.
Infrastructure and technological sustainability indicators revealed varying levels of success. All projects established functional connectivity systems, whether through cellular router systems (Bangladesh), WeChat platforms (China), or hybrid Starlink-mesh networks (Philippines). Capacity building indicators showed positive results across all projects, with communities developing digital literacy, enterprise management skills, and technical capabilities. Institutional sustainability was demonstrated through strong partnership formations - from local government units to academic institutions and private sector entities. The projects also showed strong indicators of knowledge management and scaling potential, with systems in place for documentation, learning exchange, and potential replication. However, challenges were identified in areas of technical maintenance, consistent content creation, and the need for ongoing resource support, particularly for app development and infrastructure maintenance. The assessment also highlighted the importance of community ownership and self-governance as crucial indicators of long-term sustainability, with projects showing varying degrees of progress in transitioning to community-led management structures.
The governance and organizational development indicators showed success in establishing community-owned enterprises and decision-making processes, particularly evident in how communities like those in China's SFA project maintains control over their knowledge sharing and content management. Market linkage indicators demonstrated improvement across all projects, with enhanced connections to both traditional and digital marketplaces. Environmental sustainability was integrated into several projects, notably in China's focus on sustainable farming practices and the Philippines' organic agriculture initiatives. Cultural preservation indicators were particularly strong in China's and Bangladesh's projects, where traditional knowledge and practices were successfully digitized and preserved while allowing communities to maintain control over their cultural assets.
The projects faced significant technical hurdles in implementing and maintaining their connectivity solutions. In Bangladesh, FACE encountered difficulties with cellular router system stability and had to carefully balance bandwidth allocation across different user groups. The Philippines' implementation of Starlink and mesh networks by PRRM presented challenges in terms of technical expertise required for maintenance and troubleshooting. Infrastructure limitations, particularly in remote areas, posed ongoing challenges for consistent connectivity. Additionally, the need for continuous technical support and maintenance created sustainability concerns, especially in communities with limited technical expertise. Power supply stability and equipment maintenance in rural areas emerged as persistent challenges across all project sites.
To address technical sustainability, a multi-layered approach is recommended. First, establishing local technical support teams through intensive "train-the-trainer" programs can build community-level maintenance capacity. Towards this end, there were discussions already to implement a capacity building program from APC and ISEA’s Local Networks (LocNet) initiative building on the success of the School of Community Networks in Indonesia. Pilot courses are being deigned to begin in 2025. Enhanced partnerships with technical institutions or universities for ongoing support and knowledge transfer, such as the case of PRRM and NSU, is also a recommendation. For infrastructure challenges, implementing hybrid connectivity solutions (like the combination of Starlink and mesh networks seen in PRRM's case) can provide redundancy and improve reliability. It is recommended to create detailed technical documentation in local languages and establish a regular maintenance schedule with clear responsibilities. To address power supply issues, projects should integrate renewable energy solutions like solar power systems, particularly in remote areas. Additionally, setting up a technical emergency response system and maintaining a stock of essential spare parts locally can minimize downtime during technical failures.
Community engagement and capacity building proved to be complex undertakings. The project faced challenges in ensuring inclusive participation, particularly in traditional communities where gender roles and social hierarchies needed to be carefully navigated. In China, SFA encountered difficulties in maintaining consistent content creation for their WeChat platform and ensuring regular community participation in digital documentation efforts. The establishment of sustainable governance structures required significant time and effort, with communities needing extensive support to develop leadership capabilities and management systems. Language barriers and varying levels of digital literacy among community members created additional hurdles in training and capacity building efforts. The projects also faced challenges in balancing traditional practices with new technological interventions, particularly in communities with strong cultural traditions.
To strengthen community engagement and governance, the project may adopt a more structured approach to capacity building. This includes developing comprehensive training modules that address both technical and management skills, with special attention to gender inclusion and cultural sensitivity. Regular community consultations and feedback mechanisms should be institutionalized to ensure continuous improvement and adaptation of project approaches. To address content creation and participation challenges, implementing incentive systems for regular contributors and establishing content creation schedules with clear responsibilities can help maintain momentum. It is recommended to create formal partnerships with local educational institutions for ongoing digital literacy programs and to establish mentorship programs pairing experienced community members with newcomers. The project should also develop clear succession plans for leadership roles and implement participatory decision-making processes to ensure broad community ownership.
The role of social enterprise and social enterprise resource institutions is crucial in all initiatives especially with the project implementation and sustainability. Each success may be attributed to the leadership of the social enterprise resources institutions, or the project partners (PRRM, PCAi, SFA, and FACE). Developing strong partnerships with intermediary social enterprises (Prokritee in Bangladesh, Vizcaya Fresh, Inc. and Bote Central in the Philippines) as well as community-based social enterprises (Yunshang Granary in China, Kayapa Organic Producers’ Association, Ifugao Kape Roastery, and Kasibu Coffee Growers Association in the Philippines) became useful, also considering engagements from the government, academic institutions, and private sector entities.
Financial sustainability emerged as a critical challenge across all projects. The initial investment costs for infrastructure and ongoing operational expenses required careful planning and community buy-in. In the Philippines, maintaining subscription fees for services like Starlink posed potential long-term sustainability challenges. Market linkage development, while successful in many cases, required continuous effort to maintain and expand. The project also faced challenges in developing viable business models that could support both the technical infrastructure and community development aspects. The need to generate sufficient revenue while keeping services affordable for community members created an ongoing tension that needed careful management. Additionally, the projects faced challenges in securing consistent funding streams for technology upgrades and maintenance beyond the initial implementation phase.
To enhance financial sustainability, projects should diversify revenue streams beyond basic connectivity services. This could include developing value-added services like e-commerce platforms for local products, digital skills training programs, and content creation services. Establishing community-managed revolving funds can help finance ongoing maintenance and upgrades. The project should explore tiered pricing models that balance affordability with sustainability, possibly including cross-subsidization schemes where more profitable services support essential community access. Partnerships with local businesses and government units should be formalized through MOUs to secure long-term support. It's recommended to develop detailed business plans that include contingency funds for equipment replacement and upgrades. They project may also explore cooperative models where community members can invest in and own shares of the infrastructure, creating both commitment and financial sustainability.
Diversity and Inclusion
The project was designed with a strong commitment to promoting gender equality and inclusion, both within the project team and the implementing country partners as well as communities served.
Project Team Inclusivity: In the regional team, 6 of 7 members of the project are women including the Project Director, M&E Associate, Capacity Building Technical Expert, Project Accountant, Communications Support and Project Admin/Finance Associate. Most of the country teams too are headed and/or represented by women. In Bangladesh, the local project coordinator and project associate are women. In China, the local project head is a woman. In the Philippines, both coordinators from PRRM and PCAi are women.
Recruitment and Diversity: During the formation of the project team, deliberate efforts were made to ensure gender diversity and inclusivity. We actively sought out and recruited qualified women professionals to join the team across various roles, ensuring a balanced representation.
Inclusive Work Environment: The project team was provided with a supportive and inclusive work environment that fostered open dialogue and equal participation. Since the project is being implemented in 3 different countries, regular partner meetings and discussions were structured to encourage diverse perspectives that also accommodated diverse cultural backgrounds and viewpoints.
Gender equity and inclusion emerged as significant cross-cutting themes across the four project models, each demonstrating distinct approaches to promoting inclusive participation and women's empowerment. The FACE model in Bangladesh exhibited particularly strong gender inclusion mechanisms through its focused engagement with women artisans in the Fair Trade value chain. This approach not only enhanced women's economic participation through digital platforms but also created meaningful leadership opportunities in community network management. The model's success is quantifiably demonstrated through the documented seven-fold increase in women artisans' income, achieved through improved market access and digital inclusion strategies. The program's careful balance of respecting local cultural norms while advancing women's participation proved especially effective in creating sustainable pathways for women's economic empowerment.
The Sources for Action (SFA) model in China approached gender inclusion through innovative digital storytelling and knowledge preservation initiatives. Women farmers were actively engaged as content creators for "The Origin of Food Talks" platform, positioning them as key knowledge holders and digital storytellers of their communities. This approach effectively combined traditional knowledge preservation with digital empowerment, though the model could benefit from more explicit gender-specific targets and systematic outcome documentation. The integration of women's voices in sustainable farming practices and cultural preservation efforts demonstrated the model's commitment to inclusive agricultural development and community representation.
In the Philippines, both the PRRM and PCAi models demonstrated strong commitment to gender equity through different but complementary approaches. PRRM's implementation showed particular success in integrating women into technical operations, including the management of Starlink and mesh networks, and the operation of PisoWifi services. This technical capacity building was effectively combined with economic empowerment initiatives for women farmers, creating a holistic approach to gender inclusion. The PCAi's Community-Based Coffee Enterprise (CBCE) model further expanded on this by incorporating women into IoT system management and social enterprise operations, demonstrating how technical innovation can be leveraged for gender-inclusive development. Women's participation in value chain development and decision-making processes was notably prioritized, creating sustainable pathways for leadership development.
Cross-cutting analysis of social inclusion across all models revealed consistent efforts to bridge the digital divide for remote and underserved populations, with particular attention to youth engagement and cultural preservation. Economic inclusion strategies were evident through the development of inclusive business models, fair trade practices, and sustainable income generation opportunities. However, there remain opportunities for strengthening gender equity and inclusion across all models. Key recommendations include developing more systematic documentation of gender-specific outcomes through disaggregated indicators, implementing targeted technical and leadership training programs for women, and establishing explicit gender equity policies within community network governance structures. Additionally, creating specific funding mechanisms for women-led initiatives and ensuring technology design considers women's specific needs could further enhance the impact of these interventions.
The models collectively demonstrate that effective gender equity and inclusion strategies require a multi-faceted approach that combines economic empowerment, technical capacity building, and leadership development. Success in these areas appears most sustainable when programs carefully balance cultural sensitivity with progressive gender inclusion practices, supported by clear policies and systematic monitoring. Moving forward, strengthening these aspects while maintaining the existing successful elements could further enhance the transformative potential of these community network initiatives in promoting gender equity and social inclusion.
Project Communication
The project demonstrated strong internal communication mechanisms through established channels and protocols. Regular coordination meetings were conducted across different time zones, with structured reporting templates facilitating consistent information sharing among partners. The implementation of digital collaboration tools, including project management software and communication platforms, enabled real-time updates and document sharing. However, challenges emerged in managing communication across different cultural contexts and language barriers, occasionally leading to delays in decision-making processes.
The project's external communication strategy successfully balanced visibility requirements with knowledge management objectives. Key achievements included the development of various knowledge products, regular updates to stakeholders, and effective documentation of project learnings. The communication team effectively utilized multiple channels including social media, newsletters, and the project website to reach different audience segments.
Project Sustainability
The FACE model's sustainability is anchored in market integration and digital transformation, positioning itself for long-term viability in the evolving fair trade landscape. At its core, the plan emphasizes the expansion of their digital marketplace platform, which will serve as the primary engine for revenue generation and artisan empowerment. The financial sustainability is structured around a robust revolving fund mechanism that ensures continuous capital access for artisans, complemented by a tiered membership model that generates sustainable revenue while incentivizing artisan group development. Technical sustainability is addressed through comprehensive digital literacy programs and e-commerce capability building, ensuring artisans can effectively utilize digital platforms for market access. The social dimension focuses on developing next-generation artisan leaders through structured mentorship programs and establishing clear succession pathways within artisan communities. Environmental considerations are integrated through sustainable material sourcing practices and waste reduction initiatives in craft production. The model's innovation strategy includes the development of advanced e-commerce capabilities, digital payment systems, and integration with sustainable tourism initiatives, creating multiple revenue streams while preserving traditional craftsmanship.
SFA's sustainability approach ingeniously combines knowledge commercialization with agricultural heritage preservation, creating a unique model for rural sustainability. The financial backbone of their plan rests on the monetization of "The Origin of Food Talks" platform through a premium content subscription model, complemented by revenue from agricultural tourism packages and branded traditional products. Technical sustainability is ensured through the implementation of a comprehensive digital archive system and IoT integration for agricultural monitoring, creating a robust technological infrastructure for knowledge preservation and sharing. The social sustainability component emphasizes intergenerational knowledge transfer through structured training programs for young farmers and partnerships with educational institutions. Environmental sustainability is deeply embedded in their approach through the documentation and promotion of traditional farming methods that inherently support biodiversity and ecological balance. The innovation pathway includes developing new digital content formats, expanding their agricultural tourism offerings, and creating educational programs that bridge traditional knowledge with modern sustainable farming practices.
PRRM's sustainability strategy centers on community ownership and technological infrastructure development, creating a self-sustaining model for rural connectivity. The financial sustainability framework is built around the expansion of PisoWifi services and the implementation of mesh network subscription models for local businesses, creating steady revenue streams for community development. Technical sustainability is addressed through comprehensive maintenance protocols and training programs for local youth in network management and troubleshooting. The social dimension emphasizes community governance through established management committees and clear decision-making processes. Environmental considerations are integrated through the adoption of renewable energy solutions for network infrastructure and proper e-waste management systems. The innovation strategy focuses on developing value-added services using the established network infrastructure and exploring emerging technologies for rural connectivity.
PCAi's sustainability plan leverages the integration of traditional coffee farming with modern digital solutions, creating a comprehensive approach to community-based enterprise development. Financial sustainability is achieved through a multi-stream revenue model that includes direct trade relationships with specialty coffee buyers, coffee tourism experiences, and value-added product development. Technical sustainability is ensured through the implementation of IoT-enabled production monitoring systems and establishment of a community-owned coffee processing facility with clear operational protocols. The social dimension focuses on strengthening farmer cooperatives and developing young coffee entrepreneurs through structured training programs. Environmental sustainability is prioritized through organic farming practices, waste management systems, and climate-resilient coffee production methods. The innovation pathway includes developing new coffee products, expanding digital monitoring capabilities, and creating immersive coffee tourism experiences.
Moving forward, it is interesting to explore a succeeding project phase which will focus on scaling up impact of the four evolving models as well as their sustainability. This means optimizing and scaling impact by implementing focused interventions to current stakeholders or expanding impact beyond the target areas. Moreover, pursuing CN-SE initiatives in other value chains and economic subsectors proves to be an area worth exploring.
Project Management
ISEA demonstrated a comprehensive and adaptive project management approach as both lead implementer and knowledge manager in this multi-country initiative. Their management framework emphasized participatory approaches while establishing clear communication channels and reporting mechanisms among partners. As the lead organization, ISEA effectively balanced standardization of key processes with contextual adaptation, ensuring project coherence while respecting local implementation needs. Their strategic partnership management was particularly noteworthy in coordinating with local implementing partners (FACE, SFA, PRRM, and PCAi), while simultaneously managing relationships with technical partners and donors through clear partnership protocols and memoranda of understanding that defined roles, responsibilities, and expectations.
The organization implemented a robust monitoring, evaluation, and learning (MEL) system that combined quantitative and qualitative indicators across project sites, emphasizing participatory methods that engaged community stakeholders in defining success indicators and data collection. ISEA's project management included significant emphasis on building partner capacities in various aspects of social enterprise development and community network management, providing technical assistance in areas such as social enterprise business planning, financial management, community engagement, digital literacy, and impact measurement. Their approach to capacity building was complemented by comprehensive risk assessment and mitigation strategies, addressing technical, financial, social, cultural, and regulatory challenges across different implementation contexts.
Several key challenges emerged in the project management process, including coordination across different time zones and cultural contexts, balancing standardization with local flexibility, and managing diverse stakeholder expectations. Based on this experience, recommendations for future initiatives include strengthening digital tools for project coordination, developing more structured knowledge management systems, enhancing partner capacity in financial management, creating formal mechanisms for community feedback, and establishing clearer protocols for risk management. ISEA's dual role as implementer and knowledge manager provided valuable insights for similar multi-country initiatives, demonstrating the importance of flexible, adaptive approaches while maintaining clear structures and systems for coordination and accountability. Their management approach successfully facilitated cross-learning among partners and helped identify scalable practices across different contexts, contributing to the broader knowledge base on community networks and social enterprise development.
Capacity Building
Over the past twenty-two months, the following were training sessions organized for the partners so far:
1. (May 2023) The first training was on an overall understanding of the various community networks in Asia as part of APC’s LocNet project. Each of the community networks discussed why such a network was seeded to grow, what has been its use and what are the benefits so far of the network to the people who use it. 4 community networks were focused on in this session. They were
· Common Room Community Network in Indonesia
· Servelots Community Network in Tumkur
· ASORCOM community network in Myanmmar and
· Pathardi Community Network in Jawhar, Maharashtra.
2. (June 2023) The second training was on community needs assessment. In this training, the discussion included the different phases of seeding community networks, the relevance of needs assessment as one of the very first steps to develop the community network. The training focused on needs assessment per se and showed how the activity can be performed. There were practical suggestions on how to develop the questionnaire for the same, who would be the stakeholders and how to get feedback from the people in the community about their need for connectivity. It was an exhaustive session where many questions were asked by the partners and different examples were shared for better clarity.
3. (July 2023) The third training was on the network architecture of the community network. In this session the discussion focused on how to identify and where to set up the devices, what will be the use of the connectivity and how to draw the network architecture for easy adaptation. The discussion further touched upon the various uses of the connectivity in the community networks by giving examples from various community networks. This gave rise to the topic of value-added services as an important element of community network. Erik Nitsche was invited to speak about LOKAL as a platform developed to share locally available information within the community network in offline settings. The partners actively participated with various questions.
Seminar-Workshop on Model Building of Community Networks linked to Social Enterprise and Local Economic Development (November 2023, Quezon City, Philippines)
The seminar-workshop particularly aimed to:
· have a shared understanding of what a community network model is, focusing on six dimensions: legal and regulatory; technical and community network infrastructure; organization, people, and partnerships; financial; social impact; sustainability
· have a shared understanding of the contribution of their community network initiatives to the process of Model Building of Community Networks linked to Social Enterprise and Local Economic Development
· define their respective evolving community network models and how these fit with their respective social enterprise and local economic development agenda in the next 3-5 years
· define a set of common and specific set of indicators for social impact that their respective community network initiatives would pursue
· define a medium to long-term sustainability strategy for their respective community network initiatives and a plan to sustain their operations beyond the project
· develop project ideas to support the sustainability plan and strategies of the community network initiatives and a second phase of the model-building project.
The seminar-workshop were divided into the following.
· Session 1 was a sharing of the case of Zenzeleni in South Africa. This was also the introduction to the six dimensions/ elements of community network models. Carlos Rey-Moreno served as the main resource speaker.
· There was a panel discussion on on CN Models and Experiences in Asia Pacific with Gustaff Iskandar and Ridha Nadhiran of Common Room and Pooja Majganjar from BAIF as resource persons.
· Session 3 was an input, application workshop, presentations and feedbacking on the Legal/Regulatory Framework Dimension with Steve Song of APC as resource person.
· Session 4 was on the Technical Dimension/ Community Network Infrastructure. Sarbani Belur was the main resource speaker for this session.
· Session 4 tackled the Organization, People and Partnership dimension with Lisa Dacanay leading the discussion.
· Session 5 was on Finance facilitated by Gomer Padong.
· Session 6 focused on Social Impact facilitated by Lisa Dacanay.
· Session 7 was on the Sustainability Dimension also with Lisa Dacanay leading the discussion.
· The last session was an integration workshop and a synthesis session on Defining CN Models Linked to Social Enterprises and Local Economic Development.
Various capacity building workshop topics are included below:
Introduction to Community Networks
In this activity we will be invite all the partners of the project to come together online. In this session we will explain about the project, what are the objectives, how are we going to achieve these objectives and what will be the support needed from each partner. In the 3 hrs session, we will discuss about Community networks, what are they, why are they needed and how such networks can be seeded to grow in different country contexts. This session will also provide a platform to all the partners of the project to voice their concern, learn and exchange ideas with each other.
Community Network Readiness session
This session will cover critical aspects of a community network’s deployment and sustainability. It will provide methods to analyze and assess if a community has favorable conditions for deploying and operating a successful network. The session will also share some practical elements related to operating quality and affordable telecommunications services in a given location.
Geographical mapping of locations
In this capacity building workshop, we will be explaining the partners why this activity is necessary. The partners will be taught how to map their locations, identify available infrastructure like for example if there is already a tower present, if there is a tall building, the location of schools, government offices etc. They will teach how to capture the lat/long and then include the same on a google map for better visualisation. The partners in this session will also be told how to measure mobile signal strengths in the village and map locations where the signal strength is the strongest. We can develop heat maps based on the data available.
Training to conduct Need Assessment Survey
In this training we will be developing questionnaire about the need assessment survey in each location. Partners will be taught about how to draft the questionnaire, think whether this would be an online or offline survey, how to collect the data and how to analyse the data. Important outputs from this training would be development of questionnaires by partner organisations. These questionnaires can then be translated into local languages and data can be collected from the community.
Training to identify infrastructure available
In this training the partners will be told about what how to identify what are the different resources available within the locations like for e.g. a tower, high rise building, community resource center etc. These resources need to be mapped in a google map.
How to set up community meetings and set agenda points for the meeting
This will be an important workshop where training will be given to the partners on how to conduct community meetings and set up agenda for the various meetings. Important things that will be touched upon in this training would be to focus on gender inclusion, inclusion of people of all ages, community leader protocols to be maintained. This training will help the partners to start discussing about the network and the work that they will begin very soon in the community. The community meetings will set the foundation for the community network and develop ties and relationships with the community.
Deployment of the network
In this training session we will be discussing about to set up the network. We will be focusing on what are the pre-requisites to be considered before setting up the network, primary infrastructure set up, secondary infrastructure set up, power back up and trouble shooting. This will be a hands-on training at each location where the network is going to be set up. This will be a 4 days session with each partner.
How to involve the community for the deployment of the network
This training will be done along with the former session where partners will be taught about different ways by which participation from the community can be sought at various stages of the project. This session will also help in enhancing relationship with the community and help people’s involvement and ownership of the network.
Identify places where to set up access points for usage
This will also be conducted along with the deployment of the network session. The session will be conducted face to face at each partner location.
Maintenance of the network
In this session we will be training about to troubleshoot and maintain the network. How to engage with the community to maintain the network and how responsibilities can be shared.
How to use the network? How to customise the network?
In this session we will be focusing on the usage of the network. The training will be based on the need assessment that each partner has done earlier. The need assessment will be a constant check for each partner to understand whether they have focused on the need of the community for the network or not. In the same time, the training will focus on if there is a need for customising the network on refined needs of the community.
Develop entrepreneurs
An important part of this session is an amalgamation of the former two sessions on usage and customisation of the network. This session will focus directly on the sustainability of the network and how that can be enabled through development of entrepreneurs. This will be an online session where partners will come together to understand how the network can support entrepreneurs and how each partner organisation can benefit from the network.
How to expand your network?
This will be one of the last capacity building workshop where we will focus on how the network can be expanded in the due course of time and what will be that expansion be based upon.
Project Recommendations and Use of Findings
The project findings and lessons learned during the reporting period have significantly informed decision-making in several key areas. Insights from stakeholder feedback emphasized the importance of involving community members in the planning and implementation phases. This led to adjustments in engagement strategies to ensure broader participation and ownership. In terms of technical adaptations, the challenges faced in connectivity solutions prompted a re-evaluation of the technical infrastructure. For instance, the need for more robust digital literacy training was identified, leading to enhanced training programs that better equipped community members to utilize digital tools effectively. During project implementation, findings highlighted the necessity for diverse revenue streams to maintain the sustainability of community networks. This realization influenced the development of additional services, such as retailing internet access, which provided new income sources for community enterprises. On partnerships, the success of existing partnerships underscored the value of collaboration with local organizations. This insight led to the strengthening of ties with social enterprises and government bodies, facilitating resource sharing and support. Understanding the local cultural context became crucial. The project adapted its approaches to respect and integrate local traditions, ensuring that interventions were culturally appropriate and more likely to gain community acceptance.
Reflecting on the project findings and lessons learned, several key insights can inform future planning for ISEA and partners and the broader technical community. The importance of community engagement and ownership has been a consistent theme. Future planning will prioritize participatory methods, ensuring that community voices shape project design and implementation. This will foster greater buy-in and long-term sustainability. The findings highlight the need for robust digital literacy programs. Future initiatives will incorporate comprehensive training modules tailored to different skill levels, ensuring that all community members can effectively utilize technology and access digital resources. The project underscored the necessity for financial sustainability through diverse revenue models. Future planning will explore innovative business models that integrate social enterprise principles, such as offering value-added services or products, to support ongoing operational costs. The success of collaborative efforts with local organizations and stakeholders has been evident. Future strategies will focus on building and maintaining strong partnerships with social enterprises, government agencies, and academic institutions to leverage resources and expertise. The need for flexibility in project management has been reinforced. Future planning will incorporate adaptive management practices that allow for real-time adjustments based on ongoing monitoring and evaluation, ensuring responsiveness to emerging challenges and opportunities. Recognizing the importance of cultural context in project design will be a key consideration. Future projects will ensure that interventions are culturally appropriate, respecting local traditions and practices while promoting technological adoption. Finally, insights from the project will inform advocacy efforts aimed at creating supportive policy environments for community networks and social enterprises. Engaging with policymakers to promote inclusive regulations will be a priority.
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