Analyzing the Uganda Nakaseke MCT from an Inclusiveness Perspective
Introduction and Background
Due to differences in technological advancement and economic policies, levels of development and degrees of economic growth have historically fluctuated among countries. There is division between developed and developing countries creating major gaps and economic inequalities between countries. Also, there are inequality within countries, excluding many groups and individuals from the process of economic growth. Alongside increased inequality between and within countries, a concept addressing the importance of inclusiveness has emerged.
To decrease inequality among the most vulnerable and excluded groups, or to promote inclusiveness, development …show more content…
The three failure factors, elaborated below, are the major elements of the Nakaseke MCT case that will be examined. With this, the research framework of the Nakaseke MCT is built in . Priority of the implementing agency of the time, failure to identify the target groups and their needs, and persistence of cultural factors in the Uganda case led to the project failure in an inclusiveness dimension.
Factor one: Priority of Implementing Agency
Institutions, according to Campbell (2004), “are powerful external forces that help determine how people make sense of their world and act in it” (p.1). In this case, institutions are the project implementers, in other words, the international organizations. The targets and objectives of a project are set at the initial stage of project design, more specifically, the programming stage. Traditionally, when designing the program, emphasis was put on initiatives and requirements of agencies and related actors (UNDP 2009). If the organization focuses on a certain value, such will be reflected in the project and its design. So, the implementing institutions’ ideology and priorities were usually reflected in the project. In other words, the direction of a project depends on the implementers’ focus at the …show more content…
Selected largely by the political will of national and local authorities to promote reconstruction of an area impoverished in civil war (Rose 1999), the Nakaseke MCT aimed at community development. The following is a brief background and results of the MCT.
The telecentre is located in the center of Nakaseke (approximated population of 4,500), next to the local administration building. And it opened from Monday to Saturday, 8 am to 6 pm, and has a library and resource center. There are four core staff members, and two additional staff: a driver and a cleaner. Except for two staff members from outside of the community, all other staff is local residents.
The MCT and its service program were promoted by local committees, local administrations, posters, leaflets, brochures, word of mouth, community meetings, opinion leaders, and religious leaders who all played important roles in the project (Mayanja 2001). The MCT offered a number of services as a library, telecentre, and other special functions as in . The annual cost of the MCT, was approximately Ugandan Shilling 2,500,000 funded by grants, donations, partnerships, taxes, and service
Introduction and Background
Due to differences in technological advancement and economic policies, levels of development and degrees of economic growth have historically fluctuated among countries. There is division between developed and developing countries creating major gaps and economic inequalities between countries. Also, there are inequality within countries, excluding many groups and individuals from the process of economic growth. Alongside increased inequality between and within countries, a concept addressing the importance of inclusiveness has emerged.
To decrease inequality among the most vulnerable and excluded groups, or to promote inclusiveness, development …show more content…
The three failure factors, elaborated below, are the major elements of the Nakaseke MCT case that will be examined. With this, the research framework of the Nakaseke MCT is built in . Priority of the implementing agency of the time, failure to identify the target groups and their needs, and persistence of cultural factors in the Uganda case led to the project failure in an inclusiveness dimension.
Factor one: Priority of Implementing Agency
Institutions, according to Campbell (2004), “are powerful external forces that help determine how people make sense of their world and act in it” (p.1). In this case, institutions are the project implementers, in other words, the international organizations. The targets and objectives of a project are set at the initial stage of project design, more specifically, the programming stage. Traditionally, when designing the program, emphasis was put on initiatives and requirements of agencies and related actors (UNDP 2009). If the organization focuses on a certain value, such will be reflected in the project and its design. So, the implementing institutions’ ideology and priorities were usually reflected in the project. In other words, the direction of a project depends on the implementers’ focus at the …show more content…
Selected largely by the political will of national and local authorities to promote reconstruction of an area impoverished in civil war (Rose 1999), the Nakaseke MCT aimed at community development. The following is a brief background and results of the MCT.
The telecentre is located in the center of Nakaseke (approximated population of 4,500), next to the local administration building. And it opened from Monday to Saturday, 8 am to 6 pm, and has a library and resource center. There are four core staff members, and two additional staff: a driver and a cleaner. Except for two staff members from outside of the community, all other staff is local residents.
The MCT and its service program were promoted by local committees, local administrations, posters, leaflets, brochures, word of mouth, community meetings, opinion leaders, and religious leaders who all played important roles in the project (Mayanja 2001). The MCT offered a number of services as a library, telecentre, and other special functions as in . The annual cost of the MCT, was approximately Ugandan Shilling 2,500,000 funded by grants, donations, partnerships, taxes, and service