Relações interculturais

The children of the Turtle Mountain Chippewa Reservation for sharing their interest and expressing their wish to connect with this project.

George, Alvin & especially Aurelia LaFrambois as well as all of our immediate and extended family members, neighbors and friends who have given unremitting support and physical resource to us. They have opened up their homes and their minds hospitably,contributed generously to the development of our ideas and assisted us with the formulation of these initial plans to develop, implement and sustain this work in progress most effectively.

Countless representative organizations, non-profit affiliates and individuals both on and off the reservation who have provided information, technical assistance or otherwise assisted or donated services.

We continue to network and have collectively made several initial contacts with local tribal entities and community businesses who seem willing to provide technical planning assistance, fiscal sponsorship and/or to donate financial or in-kind resources, facilities and services for the implementation of a mini-immersion intercultural/inter-generational family weekend camp out and parental volunteer leadership retreat this coming summer as our take off or launch project.

Additionally, we are working very hard to refine our objectives, recruit and bring more interested parents on board with our leadership development group and we continue to move progressively toward the nomination of a new board of directors to lead this organizational project and our planned programming activities effectively through the 501c3 incorporation process.

We have been offered technical assistance with the formation of a tribal resolution to recognize us as an informal organizing community group eligible for the fiscal sponsorship of several interim seed funding grants we have been researching and plan to utilize any funding we may receive to leverage matching support in conjunction with another fundraising event we are designing which we believe will allow us to continue with the planned expansion of our programs reach more children and follow through with the much more self-sustaining income generating activities we are all very excited about.

Because much of the expense we envision with this program and much of the difficulty our parents experience other than actual access or program availability is the cost that is entailed in outfitting these children in traditional regalia. We are currently looking into prospects for in-kind donations of appropriate textile fabrics, notions and materials to assist them with the prideful expression of their cultural identity. We are also exploring the possibility of enlisting some of the elders in the community who may have valuable crafting skills as seamstresses, or in embroidery, applique, leather or beadwork to assist these children to design and produce their own costuming in mentor relationships that have the added value of transferring potentially marketable skills to youth.

Shad' Kin could not have started operations without the generous support of the Nisqually Indian Tribe in Olympia, Washington, USA, or the support of individual donors. Thank you.

Our mentors are the knowledge base that is shared with each other and with the Youth who arrive here.

Joseph Dunstan - Traditional skills, knowledge, artistry, food and medicine collection, horsemanship, timber harvesting, processing, woodworking and carpentry.

Phoenix Risingstar - Traditional skills, knowledge, artistry, food and medicine collection, vibrational healing and Chakra alignment.

Cheryl Williams and Lawrence Spinks - Traditional skills, knowledge, artistry, food and medicine collection

Michael Belanger - Film and TV Business and Production, food safety and cooking.

Shad' Kin has been researching grants or donations for:

GREENING OF THE PROPERTY
Various Federal grants
BC Hydro

ASSISTANCE FOR THE (VIDEO) DOCUMENTATION OF THE CONSTRUCTION OF THE PROPERTY
Arts Councils Federal and Provincial
Canon Canada

ASSISTANCE FOR THE DEVELOPMENT OF OUR SOCIAL MEDIA NETWORK
Canada Council for the Arts
Telus
Kickstarter
Indie GoGo

SPECIFIC STRATEGIC SUPPORT IN DONATION OF SERVICES
Solar panels, wind turbines, Hemp-crete geodesic domes, well drilling and capping, cold-fusion generator, composting sanitation system, yurts, tipis and temporary dwellings, skylights

Our program will grow and our knowledge base will expand with each new mentor who comes to participate in Shad’ kin. Specifically, Shad' Kin seeks construction and engineering professionals, food service professionals, gardening and landscaping professionals, educators, internal arts and (holistic) health and wellness practitioners, artisans and artistic professionals of all disciplines. All mentor positions are voluntary.

Dechinta has a host of important partners:
Deton'cho Corporation, the economic development arm of the Yellowknife Dene First Nations support research to understand the social and economomic development impacts of a land-based university.
Dene Nation support curriculum development and advises on content and elder council guidance
The University of Alberta, Faculty of Native Studies credits our courses
The University of McGill is in the process of approving our courses for credit
We have research relationships and partnerships with the Department of Education, Culture and Employment, GNWT, Indigenous Governance UVIC, UVIC Law, UBC, The Truth and Reconciliation Commission of Canada, Living Through the Arts, Royal Conservatory of Music and the Institute for Circumpolar Health Research

Dechinta is continually expanding our faculty with supportive elders and professors from across the country and abroad. We will reach out to new grass-roots partners and project for our at-home-in-the-world course, such as the Sami University and programs in NZ. We are connecting to expand our programs to other communities as Alumni work to spread the vision of land-based learning.

We receive huge amounts of in-kind time from leaders, elders and professors, flight and facilities discounts, film and communications equipment and faculty, and many volunteers, including alumni.
Dechinta is currently fundraising 10M for an endowment and facilities fund. We are also offering our courses as short courses for community leaders and professionals to support our student scholarship fund. Our organization relies heavily on the in-kind time of a working board, staff who volunteer and alumni who serve as interns. We have been able to attract established professors to volunteers, as well as many First Nations and Metis leaders to participate as mentors and guest speakers. Core funding is always a challenge, and we continue to receive space, equipment and expertise in-kind.

Chameleon is a small organization owned and operated by me. When I work with a community I partner with with elders and community members to ensure a successful experience. Outside of that there are no other partners involved.

I would like to build a relationship with federal and provincial governments for two reasons. The government could make this type of training more readily available to the communities. Funding is always a barrier and although communities want the training it's difficult for them to access funding for it. Further, government employees working with First Nations would benefit significantly from this training. It would provide a blueprint for understanding the underlying dynamics that impact trust and communication and our ability to work effectively together.

We could benefit from support in promoting the work to people who have influence and volunteers who are interested in being training to do this work.

Dentro dos abrigos do Brasil, são comuns os casos de violência entre crianças/ adolescentes e educadores, o que dificulta o trabalho dos profissionais do local.
A falta de instrução destes profissionais, além da dificuldade em de acreditar no potencial das crianças/ adolescentes, também pode ser um obstáculo.

Para superar estas e outras adversidades é fundamental o papel ativo do ENTRE LAÇOS, a partir de reuniões periódicas e avaliações diretamente com os profissionais do abrigo e eventualmente com as crianças/ adolescentes

http://avisala.org.br/novo/ - O INSTITUTO AVISA LÁ - Formação Continuada de Educadores é uma organização não-governamental (ONG), sem fins lucrativos, com finalidade pública. Tem como objetivos contribuir para a qualificação e o desenvolvimento de competências dos educadores, que atuam em instituições educacionais e atendem crianças de baixa renda; oferecer suporte técnico para ONGs, agências governamentais, escolas de Educação Infantil e Ensino Fundamental; atuar como centro de produção de conhecimento em Educação por meio de site na internet, com produção de vídeos de formação e publicações; e contribuir para a formulação e implementação de políticas públicas que resultem em Educação de maior qualidade.
O INSTITUTO tem contribuído de diferentes formas com a Educação brasileira: na elaboração do Referencial Curricular Nacional para a Educação Infantil, do Ministério da Educação, faz parte do Todos pela Educação, integra o Movimento Nossa São Paulo e é parceiro de muitos institutos e fundações empresariais, além de mais de 114 Secretarias Municipais de Educação. Participa da elaboração de indicadores de qualidade de Educação, coordenado pela Campanha Nacional do Direito à Educação.
http://www.schoolnutri.com.br/ - Recentemente, fizemos uma parceria de trabalho com a Scoolnutri - Assessoria & Educação Nutricional. Uma instituição que tem o objetivo de estabelecer uma nova conduta nutricional para prevenir ou mesmo tratar questões que afetam a nossa saúde através da Alimentação.

Atualmente a principal fonte de renda do ENTRE LAÇOS é a agenda de cursos.

n the past 10 years, the EMZ has grown from a local organization to a major national, European and international institution. It has gained political relevance in the fields of health, migration and integration. In some cases, we have contributed significantly to the development of new government policies at national and state level. However, with changes in political environment it may become difficult to maintain the course which might in turn lead to financial bottlenecks. Since the EMZ has increasingly been covering a wider thematic range of services as well as a broader field of activity operational and strategic planning on the board needs to become more sustainable and more effective. We need an enormous amount of conceptual, human/social and strategic know-how to be able to structure and manage processes effectively. Therefore, we need competent board members of national relevance, like former politicians or ministers or deans who require meeting the thematic, political and technical needs of our organization. Moreover, to become independent of political trends the achievements and ongoing work need to be firmly fixed in German/European/global politics and positioned within a financial framework of cooperating agents. Mixed funding should be strived for to diminish financial risks: private enterprises, public funding and foundations as financiers shall provide risk diversification.

Public institutions: state governments of Bavaria, Lower Saxony, Schleswig-Holstein and North Rhine-Westphalia are main financiers of MiMi programmes running in several federal states of Germany;
German Universities: Ludwig-Maximilians-University Munic, Albert-Ludwigs-University of Freiburg, Centre for Social Investment and Innovation at the University of Heidelberg, Centre for Turkish Studies and Integration Research at the University of Duisburg-Essen, University of Ulm, Hannover Medical School are partners in research projects (surveys) accompanying or associated with MiMi Programme;
Health insurance funds: Company health insurance funds on regional (state) and national level are financiers and partners in all German MiMi programmes;
Companies: Sanofi Pasteur MSD is financier and partner in the MiMi programme running in Lower Saxony (with a focus on vaccine prevention); BMW and Stadtentwässerung München (municipal drainage) were financiers and partners in the 'IBGM programme': We adopted MiMi for the corporate sector as a model for „Health at the Workplace“ in the context of In-Plant Health Management for migrant employees at BMW car factory and Stadtentwässerung München.

Individuals: donors of the non-profitable registered association, the many migrants trained and involved as mediators, community interpreters
Foundations:
NGOs: the many on-site partners, often local caritative or social organizations
Businesses: Sanofi Pasteur MSD, BMW and Stadtentwässerung München are financiers and partners in MiMi programmes or programmes following the MiMi model (see above)
Regional government: state governments of Bavaria, Lower Saxony, Schleswig-Holstein and North Rhine-Westphalia are main financiers of MiMi programmes running in several federal states of Germany (see above)
Customers: apart from an interpretation service EMZ is also running a translation office for external customers the revenues og which are used to accommodate budget

The most important barriers is the lack of a culture of initiative and mobility among young people 'to do things and concrete initiatives in the field, and use of the Internet in the direction of positive change society and to rubbing around us through the Internet and the Arabic language, download the largest number of resources and articles and pamphlets to educate the role of volunteerism field to change the real and consider the Internet and networks for the social is a way to continue to achieve social mobility, is not the main means, consider the work field is the most effective way to create inspiration for young people and published online through various means, there is no mobility of community smallpox, and the most important.

In the middle where I live has become the Internet is essential as air and water for a piece we had to do to organize the relationship between youth and children's internet and try to direct them to the best use him, that future generations must qualify from day to use the Internet and dealing with it well and properly, and years to come no doubt with more technological development in the field of communication, it is important to prepare future generations from day to keep up with the technological development of the Internet.

I think we can not know in advance, but after evaluation, but I think it the paln and evaluation of real interaction and give alternative solutions, and through knowledge of reality Jqiqih youth in the region

Funding mechanism will be adopted by auto-funds of young people, through t-hirts and supporting the contribution of corporate social responsibility with us, only needs you to push the faith:

i have good relation with lot of ngo anf fondation , and with europeen unio , and US funds NGO

youth activist , volunteers , bllogeurs network , youth film makers ,ngp youth specialist ,

Until now the media landscape in crisis regions is highly intransparent. Therefore companies are afraid advertising in local media. Plural has decided to control the printrun and capacity of media outlets as well as partnering with companies experienced in media consumption studies, such as BBC World Trust Service.

Production and publication of journalistic content is shifting more and more to the internet and to mobile devices.
Plural is following this trend by promoting online and mobile advertisement in the future.

Our biggest challenge is to convince companies to invest in conflict- and post conflict areas.
If we fail, it could be a possibility partnering up with big media planning agencies. We will loose our independence but we will gain access to a large amount of clients.

Plural is making money by taking a 15% commission of the overall advertising budget.

Plural closes partner is MICT (Media in Cooperation and Transition) who has offices throughout the region and is funded by the German Foreign Office and the United Nations. MICT´s Team of Media Experts have experience with and close ties to Media Outlets in Iraq, Afghanistan, Syria, Sudan, Egypt, Libya and Tunisia.

Media Planner, media analysts, art director and sales representatives at our local offices in the region.

Plural can offer its deep connections to and experience with media outlets in crisis regions as well as contacts to many local and international companies.

In the past, we have made the mistake of proceeding before we have enough funding to complete a project. We have since learned that it makes much more sense to work within a budget based on our available funds.

As news-media shifts more and more towards an online presence and the importance of citizen reporting increases, Lens For Change is already ahead of the curve. As we continue to expand we will play a part in changing the environment rather than being a victim of it.

Should the initiative to expand globally fail, we have already proven that we can and will continue to make an impact locally. In addition, we will have created a new set of resources in the video tutorials, which we can utilize in other capacities should this attempt not succeed.

Since our current staff is completely volunteer; once we complete the initial start-up of this new program, it will require minimal to no funding.

In running Journalists for Change, Lens For Change has partnered in various capacities with the We Are Family Foundation (through Three Dot Dash), the International Education and Resources Network, the Education Department in Hebron and Students Promoting International Improvement Now.

Currently Lens For Change is run completely by volunteers; however, with funding, it could increase its capacity by hiring staff to help film Journalists for Change activities as well as helping with upgrading the website.

Operational difficulties and ethnic stereotyping-The management guided the team. The two language teams learned to discuss and arrive at consensus.
The short duration is insufficient-attitude and behavior change takes longer to manifest.

There is a constant need to strike a balance-staying engaged with audience groups and remaining within the mainstream media realm.YA TV constantly ‘listens’ to the audience and listener group feedback, and has consultative meetings.

The relationship with broadcasting partner is mixed. This production was seen as a direct challenge to its staff private income. However the relationship between the two organizations has been cultivated over time. There has also been a process of convincing and partnership building between the two organizations.

In the face of changing technology, the media sector is shifting more towards web based productions. In this light, YA TV goes global in uploading all its programming, video and audio, online. Its web portal allows its audiences to interact with us, which is a valuable contribution to maintaining interest and relevance, and increasing its audience base. This not only is a driving force for sustainability, but also is a trail blazer in initiating activities addressing pertinent issues.

Constructive and relevant interventions will always be ‘timely help’ to address pertinent issues, and therefore it is very unlikely that our solution can ‘fade’. If the medium of radio grows to be less effective, other avenues like web productions, television and street theater can be explored, or even used as complementary media.

The British High Commission in Sri Lanka funded the project for the period Feb 2009 - March 2011. The second phase was supported by the US Embassy in Sri Lanka from April 2011 – August 2011. Broadcast of the program continues presently with no outside financing, and YA TV is presently seeking funding for the next phase for the continuation of the program.

YATV being the only dedicated PSB producer in Sri Lanka, works with partner organizations in developing media interventions that are of specific concern to the development activities of the partner and in keeping with the mandate of YATV. They are guaranteed that the programs will be produced with good journalistic principles and appropriate sensitivity to the social concerns being discussed.

YATV has in-house capacity and expertise required to consistently ensure technical competence and content awareness in the project. It has the technical and production capacity and capability, (with personnel with different language speaking skills) as well as state of the art production facilities and infrastructure support. It also commissions professionals on a regular basis to train the in-house staff and enhance their professional activities.
(http://youngasia.tv/logo/YATV-Hierarchy.jpg)

The lack of a conducive and viable environment for social communication in Sri Lanka due to the Government’s attitude towards International Agencies makes it difficult to secure long term funding for media interventions. Hence any support towards media interventions for social change will contribute towards development and sustainable peace in Sri Lanka.

Hasta la fecha tenemos éxito con nuestros medios y no hemos tropezado con obstáculos que nos impidan hacer cosas.
Sin embargo, a menudo, la escasez de recursos nos ha obligado a hacer los proyectos mas pequeños, con menos equipo, menos complejos y menos ambiciosos, de lo que originalmente pensamos.
En este caso, este proyecto no lo hemos emprendido aun por falta de recursos. Sabemos que aun en caso de ganar con el aporte de ASHOKA podremos partir pero necesitaremos mas apoyo para poder sustentarlo y profundizarlo y estamos dispuestos a asumir ese desafío.

Hace ya 6 años que nuestra empresa decidió estar en la cresta de la ola del cambio tecnológico en las comunicaciones, no tanto en el hardware, sino mas bien desde el cambio de paradigma que este supone.
Por lo mismo, hemos sido precursores de la web 2.0 en Chile, antes de Facebook y Twitter y queremos seguir siendo vanguardia en la transformación de los medios. y precursores del periodismo ciudadano en el mundo.

En ese sentido la idea de hacer un diario en un territorio imaginario como es el de los chilenos en el exterior es novedosa y arriesgada.

Seguiríamos tratando de financiarla a traves de otros fondos o de auspiciadores potenciales, idealmente pudiéramos generar pequeñas comunidades de corresponsales ciudadanos (chilenos migrantes) en al menos 20 países y que ese trabajo se pudiera financiar con aportes del Gobierno y de los privados.

El financiamiento de nuestros medios se logran en base a un modelos mixto:
Proyectos de inclusión digital, capacitación y vinculación de empresas y comunidad en base a nuevas tecnologías, representan un 60 % del total de ingresos aprox. Estos son proyectos de capacitación en web 2.0 en beneficio de determinados segmentos sociales, que son auspiciados por una marca o compañía y que se expresan en el diario regional, cuando la persona capacitada, habitualmente un lider social se convierte en corresponsal
La publicidad online en nuestros medios representa un 30% del financiamiento.
Y el aporte de ONGS por proyectos específicos un 10% del total de los recursos con los que nos financiamos.

Con el Programa para el Desarrollo de las Naciones Unidas hemos realizado algunas iniciativas en conjunto, la mas reciente es un proyecto de capacitación en tecnologías de la información, web 2,0 redes sociales y periodismo ciudadano para líderes indígenas de los pueblos originarios mapuche y aymaras, como una forma de incluirlos digitalmente y que logren instalar en la agenda, sus temas para que sean mas incorporados en la vida cívica nacional.
Tenemos alianzas activas también con fundación AVINA con quienes desarrollamos proyectos comunicacionales.

3 componentes claves:
a) Equipo Ejecutivo encargado de liderar la aplicación de la metodología de trabajo para instalar y desplegar un medio ciudadano en determinada comunidad.
b) Un equipo operativo compuesto por cuatro personas un director, un editor, un encargado de corresponsales y un reportero. Este equipo es concretamente es el que define el medio y se hace cargo de su operatoria.
c)Un equipo de corresponsales ciudadanos, voluntarios que quieren compartir sus contenidos en nuestra red, los que estimamos en alrededor de 500 personas.

Nuestra iniciativa, dado surgió en el mundo social mas que el de los negocios, requiere mayor apoyo en desarrollo de estrategias en torno a nuevos y mas rentables negocios. Tenemos escasez de recursos para proyectarnos a gran escala, por lo que hemos logrado poco desarrollado los ámbitos del marketing y de los recursos humanos y gestión del talento, lo que nos genera problemas muy a menudo.
En cuanto a lo que podemos ofrecer es alto potencial de trabajo en redes y de difusión en internet, viralizando contenidos en la web somos los mejores en Chile, también podemos ayudar a sacar partido de herramientas 2.0, capacidad de innovación, creatividad y compromiso con incluir a todo el mundo, especialmente a los sectores mas vulnerables de la sociedad en la revolución de internet.

The biggest barrier we face is the potential failure to maintain a non-partisan approach to a politically divisive topic and the potential for political misuse and misrepresentation of the stories being collected. To overcome this challenge we are working with a team of experienced advisers with backgrounds in academia, ethics, law and history. We are carefully developing guiding principles and interview techniques to avoid controversy, ensuring that the content provided on our website makes our non-political and grassroots approach clear, and ensuring that stories are collected from diverse geographical, ethnic and cultural communities.

We foresee a grassroots shift in the way individuals acquire knowledge with increasing Internet accessibility and user-generated content. A more democratic use of media will give voice to the people rather than the powerful few who usually grab headlines, bringing greater understanding, inclusiveness and equality among all people. We are demonstrating a method for using information technology to engage the public in a collaborative manner for documenting oral histories.

While we have already proven successful in engaging a large base of volunteers and survivors locally, It is possible that global crowd sourcing at the rate we envision may not be possible. If this is the case, we will continue with the slower approach of engaging volunteers on a local level by establishing centers in cities with South Asian populations across the world.

If political forces hinder the development of a physical memorial, a number of globally recognized libraries have already expressed interest in hosting copies of the collection. A combination of traveling exhibitions and educational programs worldwide will also provide an alternative to building a memorial.

Dozens of individuals have already come forward as financial supporters of this work. The donor community for this project is being engaged through a multi-channel marketing and public relations campaign as well as volunteer and advisory board associations.

For at least the first three years, The 1947 Partition Archive envisions being funded by grants from private and public foundations as well as individual and corporate contributions. We are working to develop partnerships via grants applications with several foundations.

In one to two years, the sale of merchandise and educational materials on Partition will also be considered. Finally, once the museum and memorial are realized, financial sustainability will be established through sales of tickets and educational materials.

A number of well established organizations have partnered with us by providing both a voice in the media and equipment support. Mera Sangeet Radio and BayAreaDesi.com are broadcasting our stories. We have worked with the performing arts group, Naatak, in developing a panel discussion for survivors. The Hume Behavioral Health Center is providing counseling services to survivors. At UC Berkeley, the ASUC computer lab provides space for editing videos while the Center for South Asian Studies provides camera equipment to volunteers collecting stories.

Our team includes 78 volunteers residing in 8 countries. Five coordinators oversee interviews, video production, outreach, web development and the library project. The board comprises three directors and six advisers who are established professions, including tenured academics, historians, psychologists, social entrepreneurs, legal advisers, film makers, scientists and business leaders.

Within the next year, the coordinators are expected to begin transitioning into part time and full time paid positions. Over 2 years we anticipate 5 payed postitions.

We seek financial investments in scaling our model globally, media partners in spreading the word, experienced mentors who can guide us in developing our organizational structure for maximum effectiveness, and talented as well as passionate individuals with expertise in media relations, fundraising, video production, website maintenance and more (see our website for a complete list).

We are offering information to researchers of Partition and history in general, collaboration to organizations with similar missions, and help with developing ideas to carry out similar work in collecting oral histories, linguistic preservation, cultural history to other interested organizations and individuals.

The free access to Internet in rural areas, lack of good equipment (lap tops, switchs etc. Resources to train indigenous students

This industry has a very good chances to "explode" and growth in rural areas in Mexico. Meny rural inhabitants has no access to Internet

Develop Internet radios in Mexico City and train students here. Maybe in the future I can get suppport for the Internet industry

Asking for foundations and UNAM programs

I have not, yet.

Staff, three persons and three students (volunteers) in the indigenous zone.

The main barrier is that public health policies don’t consider "sociocultural epidemiological thought” for their programs. Health teams with a high turnover of professionals and technicians. Traditional wisdom not considered in local development. All this is thought to be solved by generating an inclusive look of the place where the community and its knowledge are considered and that the participation of local teams generate them job satisfaction once they are working better in reality and thus collectively influence territorial public policy.

Alames Www.alames.org: Latin American Social Medicine Association of which I am coordinator in southern Chile. Organization that works the right to health of the population through participation and the Social Determinants of Health.
Ashoka www.ashoka.org / jibacacheburgos of which I am fellow in Chile.
"Chiloe como Vamos" www.chiloecomovamos.cl. Ong who is investigating indicators of life for Chiloe and I work with closely.
Committees of several health Rural health posts Chiloe
Community Health Councils
Collective Health Network www.saludcolectivachiloe.blogspot.com Chiloe
Universidad Austral de Chile Puerto Montt branch

Through Ashoka’s stipend and contributions from Chiloe Health Service, which is the government agency where I work at the level region.

1) The glaringly obvious challenge is a lack of funding, which requires us to do other work to pay the bills. Our hope is that once the project gets going, we can sell services related to it.

2) People are overloaded with ways to connect on the internet. To reach people you need to put a lot of effort (or budget) into marketing, even if your software is free. How do we plan to overcome this? Patience, hard work, and friendship.

3) People don't understand narrative sensemaking and why it is worth having. They are so used to stories as products that they no longer realize their own stories can be valuable to their community. We believe that word of mouth from satisfied groups, plus instructional materials and promotion efforts, will help people understand what the software is good for.

There is a growing frustration with the carnival atmosphere of the internet. Web software has been wonderful for people finding and meeting people. It has been wonderful for people trying to draw more people to a cause. But it has done a dismal job helping small groups do anything but bring the most basic information together. In my opinion, Margaret Mead's small groups of thoughtful, committed citizens trying to change the world are still waiting for their internet. People want to use the internet to do things worth doing. That's what Rakontu is for.

Rakontu makes narrative techniques easier to understand and use by embodying them in software. However, those techniques can also be used within other social media (in an ad hoc way). So we could help people learn about these techniques in other ways, through books, videos, presentations and so on; and we plan to do that regardless of whether Rakontu succeeds as a software product.

Rakontu is a complete system with a unified vision. However, if the complete system is not sustainable, aspects of Rakontu could be created as smaller modules for systems like Drupal, Joomla, and Wordpress.

In addition, if we build the foundations of Rakontu 2.0 carefully, we can support many approaches to group sensemaking, not just one. So one way we plan to guard against failure is to offer a platform many groups can use to support their own approaches to group sensemaking. In this spirit we are open to collaboration with many groups in related fields, from oral history to participatory action research to public intelligence to participatory urban planning to knowledge management to narrative therapy. If one aspect of Rakontu does not gain traction, perhaps another will.

My husband and I have funded Rakontu (and other labors of love) solely on our own savings and spare time by fitting it in between paying consulting projects, which are rather more sparse than is sustainable (possibly as a result?). We hoped Rakontu 1.0 would lead to more consulting but it has not, probably because it turned out less approachable than I hoped. As I always say, having finished, we are ready to start ;)

I am nearly finished expanding my book "Working with Stories" and plan to sell copies on amazon.com (keeping it free on-line). I am also preparing a book of essays on stories in communities. It would be wonderful if book sales could support Rakontu.

We hope consulting work will come in once the software is in use by hundreds of groups, some of whom may want our support.

We have had interest from commercial groups in customizing Rakontu to suit services they would like to offer, but we could not come to agreement on the open source issue.

We have been talking with others who support group sensemaking, among them the Public Intelligence Blog and the Institute for 21st Century Agoras. Several colleagues have contributed ideas; one helped test Rakontu 1.0; another translated it to French and promises to do so again.

We have been weighing a kickstarter campaign. Quite a few people have said they would spread the word.

We are a husband-wife team with almost twenty years of experience working together to bring software from concept to completion and beyond. That will always be our main strength.

Over the years we have gathered many friends and colleagues who wish us well with this work. Some are willing to donate their time and expertise to the project. Some already have.

We believe that if we can keep the software moving forward in terms of growing utility to its users, we can continue to gather interested volunteers around the project and spur its success.

The Rakontu project's vision is to support every small group in the world as they work towards achieving their goals. Ashoka brings together many such small groups. Imagine if Ashoka could offer to each group with a purpose a Rakontu site it could use to gather stories, organize them, detect useful patterns in them, use them to support group sensemaking, and build persuasive communications that feature them. We would love to be in a position to offer that kind of support to every group Ashoka wants to help. It is why we are building Rakontu in the first place. So you could see supporting Rakontu as a sort of bootstrapping process for Ashoka, a way to not only support one worthy project but to increase its capacity to help all worthy projects, now and in the future.