Growing CA community via Hubs

[IMPACT]

CA summary

The Developing Nations Leveraging Brilliance Programme

Our overarching aim is to support community hubs to develop an integrated pathway to enable them to:

·     Become self-sufficient, revenue-generating, social impact organisations – offering well defined professional service products both to local national and international markets, and to

·     Promote their position within their local communities as education, and be

·     Impact enablers and innovation technology specialists, by

·     Acting as a channel connecting Cardano and Catalysts to their local stakeholders.

Our objective is to fast-track a valuable outsourcing sector within the developing nations enabled by the community hub approach.

Community hubs will build the capability to offer productised solutions to other Catalyst driven services, including:

·     CA engagement and development services,

·     Catalyst onboarding Services,

·     Word of Mouth Marketing Service development

·     Outsourcing services

·     SPO engagement and development services,

·     Accelerator engagement and development services,

·     Tech dev support,

·     Rapid product development collaboration within Catalyst for separate country markets.

Our aim with this ‘Hub as Channel’ approach is to actively support decentralisation across all areas – whilst leveraging the benefits of the local to global, global to local systems approach to enterprise sustainability and growth.

Developing Nations Leveraging Brilliance Through Community Hubs, Programme detail:

This proposal is one of several discrete but interconnected feasibility studies that will

research and produce blueprints for

·     Delivering real-world business use cases and solutions in the context of Cardano blockchain, Community hub and business capability.

Each will result in a blueprint for the steps for tech, business and community dev’s to scope delivery of

·     The technical, business and community platform requirements necessary to develop a series of future, proof of concept MVP’s

·     Followed by product rollout and implementation.

Overview of this proposal

Community Hubs as a node for CA services adoption and growth

To scope and produce a blueprint for building a platform to deliver Community Hub channelled and developed local resources, targeted to support the Catalyst Ecosystem with fit for purpose CA cadre.

Primary Impact – From this whitepaper feasibility study blueprint design and implementation plan

At a Cardano and Catalyst level

The blueprint will describe:

·     How to support Catalyst’s need to access specialist resources to act as CA’s and VCA’s to effectively validate fit for purpose proposals – at scale. By exploring and defining how part of this need could be met by Community Hubs being skilled up to promote Cardano and Catalyst at a ‘local level’ engaging the services of specialist contributors from a local community, (where local means common culture, language and geography), and supporting them to become CA’s and VCA’s from a participating community hub.

At the country level

The blueprint will describe:

·     How to support Cardano’s mission in building self-sustaining community hubs within nations

·     By giving these hubs a roadmap to becoming being profit-making organisations that act as local channels for Catalyst supported products and capabilities – such as local community CA provision and nurturing.

At the community hub level

The blueprint will describe:

·     How to give community hubs and their staff a stronger reason for engagement with their target community – as they will be able to offer access to paid work on an ongoing basis for local contributors – via undertaking CA and VCA roles.

·     

How to support decentralisation and robustness of the CA network, through how to translate and support the needs of the CA role in a local setting.

At an Individual level

The blueprint will describe:

·     How qualified individuals will have the opportunity to engage with their local Community Hub, become a CA, and so gain both income and experience from working with the Catalyst family.

Secondary Impact – compounded through proposals 2 to 6 scoping and ongoing implementation

The Global Challenge

Opportunities for developing nations to grow a viable professional services sector has been limited by access to demand for these services at a local and national level. This has resulted in a lack of investment to:

·     Provide a sufficient business infrastructure and

·     Develop the relevant capabilities to deliver these services.

This has been exacerbated by the recent history of conflict, for instance, within the African and Latin American continents.

The Potential

There is a great pool of well-educated, highly talented and motivated people within these nations that can add enormous value to organisations and the global economy.

The constraint

This is a big complex challenge that can produce exponential results for all concerned.

But to deliver on the potential evident in this solution will take an integrated, highly focused, immediate, short, and medium-term approach with specialist input from dev’s from all sides: tech, business, community, etc,

In order to achieve the objectives outlined above, the phase - covered by this proposal – will be to produce a feasibility study and whitepaper.  This will explore:

·    The opportunity for building a platform that matches the specialist support needs of catalyst challenge proposers and coordinators (such as research and report writing requirements),

·     With the capabilities of providers (such as university students) in Developing Nations

·     To provide those services.

It is proposed that access to these service providers (contributors) would be managed locally by the relevant community hubs - in phase 1 through WADA.

The solution described above will leverage the untapped outsourcing potential in developing nations to match and meet the needs of Catalyst proposers and beyond, and will be described in a whitepaper.

The whitepaper will produce a blueprint for the development of an MVP of operational business models and create the applications that will deliver on this, tapping the outsourcing potential in developing nations.

The whitepaper will include wide-ranging input from other interested parties such as Catalyst, WADA and other community hub operators. This will ensure that we meet the needs of Catalyst proposers.

Following this whitepaper stage, implementation of a blueprint will be run as an MVP trial through WADA, who will act as lead partners and submit a separate proposal for implementation in Fund 9. Following that it is envisaged that the programme be rolled out through the other developing nations' challenge groups as appropriate.

·     Challenge – identify key technical partners to assist in describing the gap between capability and delivery of the proposed local CA's through Community Hubs initiative.

o  Mitigation – Engage with the Catalyst co-ordination team to identify appropriate partners

·     Challenge – Describing the solution that delivers the outcomes required by the business use case in terms that will lead to a coherent scope of work for the development phase of the project in the future

o  We will partner with WADA and through their community hubs and other developers learn what social, business and technical development needs to occur to deliver the solution, and how to describe it in a scope of work

[FEASIBILITY]

Roadmap

Miro Board:

https://miro.com/app/board/uXjVOE4t5D4=/?invite_link_id=113838086495

The main deliverable will be the creation of a whitepaper that describes the process for building out the outsourcing potential in developing nations.

The main milestones and timeline of the project are:

The main deliverable will be the creation of a whitepaper that describes the process for building out the outsourcing potential in developing nations.

The main milestones and timeline of the project are:

After voting takes place and funding is successfully secured:

Phase 1 – Project Management – 10 hours

Develop detailed project plan, liaise with stakeholders and manage the programme elements throughout duration

Phase 2 - Scoping – 16 hours

Establish the current situation & Complication to define the Questions needed to be asked and answered

Define Methodology

History review

Phase 3 - Internal Audit / External review – 24 hours

Understanding and articulating the business process use case

Meet business process owners

Map business processes

Agree on process map with process owner

Write up Conclusions

Phase 4 – Establish Recommendations – 16 hours

Investigate technical feasibility to deliver the business process use case

Write technical description

Consultation with developers

The second round of developer consultation

Conduct Risk analysis

Phase 5 – Write up of whitepaper and development pathway to deliver the business process use case – 23 hours

Map capability to business needs

Consultation with developers

Develop blueprint plan to close capability gaps

Whitepaper authoring

Overall, the project will have a duration of about 12 weeks in elapsed time

Costings

Phase 1 – Project Management – $1,000

·     Edify R&D and Management team – 5 hours - $1,000

Phase 2 - Scoping – $1,500

·     Edify R&D and Management team – 8 hours - $1,500

Phase 3 - Internal Audit / External review – $4,100

·     Edify R&D and Management team – 16 hours - $3,200

·     Researchers – 18 hours - $900

Phase 4 – Establish Recommendations – $1,800

·     Edify R&D and Management team – 8 hours - $1,600

·     Researchers – 4 hours - $200

Phase 5 – Write up of whitepaper and development pathway to deliver the business process use case – $1,500

·     Edify R&D and Management team – 11.5 hours - $1,500

The cost rates that we have estimated are:

Edify R&D and Management team – US$200/hr

Researchers – US$50/hr

The total cost of this proposal is US$9,800

Harry Hellyer

Company – Edify Business

NED, chairman, executive and business coach specialising in full value-based impact innovation programmes for enterprises and organisations.

Founding partner of 50th Generation – one of the UK's first Social Business Generational Accelerators – 2014-2018

Credited for supporting the development of the NHS's first Sustainable Development Vision and Strategy programme.

Coached Fellows on the Cambridge University, Programme for Sustainable Development,

Coached Fellows and Lectured for the Cambridge University, Centre for Entrepreneurial Learning - Social Enterprise

VP and director of strategy, marketing strategy and business development for several global IT, media and telecoms companies. 

Alan Casey

Company - Golgafrincham

Manager of a sovereign national grid control centre during a period of technological and cultural change.

Founder and consultant in an organisational effectiveness measurement system deployed into a global advertising and marketing communications network.

Founder of a conversational AI company creating systems that evaluate and improve competence in key organisational skills.

Member of the Edify Community.

Fellow of the RSA.

Jude Ugwuegbulam

Company – Mule Management

Jude helps Coaches & Consultants digitise their customer journey and turn strategic ideas into business assets. Resulting in more leads, more sales and automated support. Helps Professional Practices (HR, Legal and Dental) struggling to implement and manage their data protection/GDPR compliance to gain clarity, control and, accountability.

Jon Arnett

Company – Equip Business

Background in Operations and Project Management with startups, small businesses and social enterprises.

Founder of coaching and consulting business supporting small businesses and startups.

Experience in coaching, facilitation, workshopping and programme delivery (online and in-person)

Won multiple EU funded L&D contracts, delivering workshops on entrepreneurship, social entrepreneurship and leadership to diverse stakeholders.

Member of the Edify Community.

Mark Constable

Company – Equip Business

25 years+ working in small business as a Leader, Founder, consultant and coach - Helping proactive business leaders build future-fit organisations

a proven track record of helping clients in building high value, high performing organisations focused equally on both wealth and wellbeing.

Relevant Experience - Launched a highly lucrative and profitable business line providing specialised business development training to corporate bid management and sales teams. Also provided blue-chip clients with specialist Price To Win (PTW) consultancy to help them.

Member of the Edify Community.

Advisory Team

Paul Farmiloe – former client, business and blockchain experience, trainee stonemason, VP Formerly VP responsible for BT's blockchain development and DLT programme.

Dr Julie King – client, educationalist, Head of Centre for Academic English, Imperial College London.

[AUDITABILITY]

We will create and deploy a project plan overseen by a programme manager. The plan will have key milestones. These will tie into the overall project timeline and programme phases as milestones once produced.

‘Done’ for this project will be the publication of the whitepaper and blueprint as described above.

It will describe a pathway towards the development of the infrastructure and capability necessary to develop the outsourcing potential in developing nations.

Specifically, it will show how Community Hubs - particularly in developing Nations, can effectively act as local catalysts for their own communities that both provide a source of income for their local communities to earn revenue and become engaged with the catalyst project, support decentralisation across the cultural network for the Catalyst project and ultimately Cardano, and also help scale up the CA and VCA pool - supporting the vital work that they provide for catalyst overall.

This is a new proposal - though it is linked to others based around Community Hubs as Channels to supporting growth and decentralisation of the Catalyst project, as outlined above.

SDG Rating

SDG goals:

Goal 3. Ensure healthy lives and promote well-being for all at all ages

Goal 4. Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all

Goal 5. Achieve gender equality and empower all women and girls

Goal 8. Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all

Goal 9. Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation

Goal 10. Reduce inequality within and among countries

Goal 11. Make cities and human settlements inclusive, safe, resilient and sustainable

Goal 12. Ensure sustainable consumption and production patterns

Goal 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels

Goal 17. Strengthen the means of implementation and revitalize the Global Partnership for Sustainable Development

SDG subgoals:

4.7 By 2030, ensure that all learners acquire the knowledge and skills needed to promote sustainable development, including, among others, through education for sustainable development and sustainable lifestyles, human rights, gender equality, promotion of a culture of peace and non-violence, global citizenship and appreciation of cultural diversity and of culture’s contribution to sustainable development

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