The Integrated Paperless Office

The concept of a paperless office has often been dismissed by its critics as a myth. A joke is often traded among techno-pessimists proclaiming that the surest way to create the ultimate paperless office is by investing in a state of the art paper shredder. The truth however is, that there continues to be a global decline in the reliance on paper for the processing and storage of information.

Statistics show that, “in 1999, 0.03% of the world’s information was stored on paper, and this dropped to 0.01% in 2002.” (Duncan G., 2003) This spells good news especially for those advocating for concerted action against climate change because ultimately it translates to a reduction in deforestation.

Before Automation

The concept of a paperless office is most appealing to two kind’s organisations, those that produce large volumes of paperwork and those that require frequent data through search and retrieval operations. Before automation, some of the obvious inefficiencies included an employee dedicated to managing files and maintaining a costly file room. Only certain files were available at any given time. If one person had a file, others had to wait until it was returned to the file room before they could gain access to the file. Tracking methods were necessary to maintain some sense of file organization. Files would still be missing or lost. Customer requests typically took days. Policy transfers from the branch locations to the corporate headquarters were mailed via postal mail. This was costly, caused time delays and was not always 100% reliable or traceable.

Example of a stock and order processing department

If we take the example of a stock and order processing department in any given business, we can analyse the use of various technologies through a series of workflow processes to understand the implications of this idea.

It is important to note that although the use of paper is destined to decline, its total demise is not yet assured, at least not in the near future. Therefore, in a our ideal paperless oriented business, customers’ orders, which arrive by traditional mail service or by fax, still need to be processed. Often the first step an office employee would need to take is scanning these orders into the system. Using OCR technology, the orders can then be converted into digital files and processed electronically.

A huge amount of paperwork is generated each day outside the office, in meetings and workshops, conference centres and at home. It goes without saying that for the modern knowledge-worker, a great deal of value–added creativity takes place away from the office environment. Developing wireless systems can alleviate the burden of shifting stacks of paper or keeping track of data while away from the office. If for instance the employee has exchanged business cards electronically through their mobile phone, while they were away from the office, they can now update their contact/address book on their PC. Bluetooth technology enables the transfer of such data wirelessly. The next stage involves the storage of all acquired and processed data, and CD-ROM provides the ideal platform. A CD jukebox for instance performs the function of the traditional bulkier filing cabinet perfectly.

Future plans to reduce the amount of paper clutter will eventually see the traditional mail ordering procedures phased out. We can envisage a new ordering system using audio-visual conferencing technology to create a virtual shop counter. Customers will come face to face with sales staff thus adding a personal touch to our service and further improving customer relations. Customers will also have the option of logging onto the company web-site and accessing the online database from where they can place their orders by E-mail.

Shop employees will need to browse the web quickly in search for shop resources and potential suppliers to update stock levels. All these functions need to be carried out simultaneously and thus require high bandwidth provision. ADSL broadband satisfies this requirement perfectly, providing a faster connection to the internet and access to diverse multimedia facilities while still maintaining a telephone connection.

The benefits of a paperless office are all too clear, “When all the knowledge we need can be had at the touch of a button, on some form of screen, why bother to put it on paper at all?” (Curran S. and Mitchell H., 1982)

Curran S. and Mitchell H. (1982) “Office automation”, Macmillan press, London, pp.112

 Duncan G. (2003), “Hitting the paper trail all over again”, online publication: New Scientist, Volume 180, Issue 2422, pp.28

Jomar Technologies, Inc. (Accessed in December 2009), Integrated Paperless Office & Automated Workflow Management; Case Study: Pennock Insurance, Inc., http://jomargreen.com/home/LinkClick.aspx?fileticket=W9dRjfBknZw=&tabid=102&mid=433

New approach needed in management of biodiversity and ecosystem services in agriculture

A study into the relationships between biodiversity and ecosystem services in agricultural landscapes is calling for the reassessment of biodiversity approaches and their implications for management of agricultural landscapes.

The study which is a joint effort between the Tropical Soil Biology and Fertility Institute of CIAT and the International Centre for Research in Agroforestry (ICRAF) is titled “Biodiversity and ecosystem services in agricultural landscapes—are we asking the right questions?”

The study acknowledges the need to put the appropriate value on ecosystem services. Some examples of significant ecosystem services are; pollination by insects, tree varieties that stop soil erosion and regulate carbon dioxide levels in the atmosphere and those that provide nutrient cycling and watershed protection.

However, it argues against ‘a one size fits all’ approach and calls for a deeper understanding of the complex biological and socioeconomic dynamics at play. The argument follows that functional composition and their interactions at different scales is far more important than abundance of species in determining the effects of biodiversity on ecosystem services. It is also takes cognizance of resilience as a factor which must be considered to ensure the long term sustainability in ecosystem management. 

According to the study, priorities differ considerably between small scale and large-scale farmers and between, policy makers, civil society, activist communities, researchers and private sector. For instance at an individual level, farmers are less likely to maintain biodiversity if there is little direct benefit to them, this is especially so in poor rural agricultural communities. The exception is where indigenous knowledge, traditional and religious values compel the communities to do so. 

“When advising farmers on adoption of biodiversity approaches, we must ensure that decisions are informed by solid scientific evidence. In order to provide policy makers with appropriate advice on the functional value of diversity it is necessary to consider the ways in which biodiversity, agricultural productivity and profitability, and ecosystem services intersect at the landscape scale.”

The study also points to inherent knowledge gaps which need to be urgently addressed. “Assessments of biodiversity values of different management scenarios will have to form the basis of discussions of the effectiveness of different policy interventions. These policy implications and the need for diversity enhancing communal action remain largely unexplored territory.” It argues that while a number of studies advocate for broad sweeping ecosystem approaches and policy changes they do not take into account the unique and complex local circumstances. 

It posits for instance that although agricultural intensification often implies a direct reduction in diversity, it does not necessarily spell doom to the ecosystem services which the farmer is dependent upon. It can impact the ecosystem services positively if carefully designed and managed to ensure that the equilibrium between functional groups and species are correctly balanced. The study discourages the promotion of wholesale approaches to management of biodiversity in different agricultural landscapes. It further calls for a better understanding of the social dynamics involved as well as a cost/benefit balance at individual, community and global levels. 

For More Information Contact

Marsden Momanyi

momanyi@gmail.com

0720145009

New African Youth Innovation Challenge Launched

Africa’s youths met in Mombasa, Kenya to map the future of Science Technology and Innovation in the continent through the new innovation program Traveling from East, West, South, and Francophone Africa, country representatives, steering committee members and advisors of the African Youth Forum for Science and Technology (AYFST) converged in Kenya’s port city of Mombasa to seek ways to strengthen and deepen their collective influence through the AYFST.

The forum founded in 2005, held its fourth annual Steering Committee Meeting from 13th to 14th July, 2009 and was followed by the launch of the Youth Innovation Challenge Program (Y I CAN). The Y I CAN ‘read as “Why I Can” has been developed under the auspices of the ATPS Phase VI Strategic Plan, 2008 – 2012. The program is designed to build a culture of innovation amongst young people in Africa by promoting innovation through targeted partnerships within the quadruple helix (Researchers, Private Sector Actors, Policy Makers and Civil Society) and through entrepreneurship incubation programs. The AYFST is amongst the priority programs of the African Technology Policy Studies (ATPS) Network Phase VI Strategic Plan, 2008 - 2012. The meeting took stock of AYFST progress to inform its implementation of planned youth activities under the Phase VI Plan 2008 - 2012. The meeting resolved that AYFST National Chapter Committees would work closely with the ATPS National chapter coordinators in their countries, to receive mentorship and access opportunities for funding for youth activities in their countries. It was also agreed that they shall be answerable to the ATPS Management structure and shall report to both the AYFST Steering committee and the ATPS Management.

The meeting saw the consolidation of the membership of the AYFST Steering Committee and the election of its leadership. Through an agreed democratic process the following countries were elected to be members of the steering committee: Malawi, Sierra Leone, Ghana, Nigeria, Uganda, Kenya, Tanzania, Ethiopia, Benin, Zambia, Lesotho, Cameroon and Cote d’Ivoire. Tennyson Magombo (Malawi) was elected AYFST Chairperson and Festus Amadu (Sierra Leone) its vice chair. Phina Magara from Kenya was elected as the secretary.

The meeting also called for a reliable mechanism for absorbing new members emphasizing the need to be innovative in the ways it creates and sustains young people’s interest in AYFST. At the same time the AYFST reaffirmed its dream of having ‘knowledge-based’ development in Africa, and its belief that harnessing the knowledge and ability of the youth is vital to this pursuit.

Speaking to the youths’ during an open session, Dr Kevin Urama, the Executive Director of the African Technology Policy Studies Network (ATPS) asserted that “Knowledge for development is not just in universities, libraries, and books. Knowledge exists beyond these boundaries, with youths outside formal institutions for education.” He called on the AYFST leadership in its work with formal education institutions to strive to reach youths outside the academia.

He added that the ATPS believes that development will be driven by a generation of youth that value their ideas and visions for the future. “We need ideas as the engine of development,” said Dr Urama. Furthermore he challenged the young people to think outside the box and dared them to dream big, because true innovators dare to dream. “If your dream does not scare you, then it is probably not good enough,” he added.

The meeting reaffirmed the vision of AYFST for Africa, “empowered African communities that enjoy sustainable livelihoods.” The youth further expressed their dream of living in a continent where innovation is the norm. “We dream of an AYFST which is reflective of our passion for innovation and curiosity about new ideas, said Mr. Tennyson Magombo the newly elected Chair person of AYFST during his maiden speech to participants. The meeting also called for an expansion of its website functions to include membership recruitment and e-learning activities. Additionally, plans began for the annual Youth Congress. The AYFST expressed a mission to showcase AYFST outreach and capacity building programs as well as the skills and inspiration they engender among youth.

It was noted that the AYFST’s country chapters operate in very different contexts, and the youth were drawn from various disciplines in agriculture, science and technology. Despite this eclectic range of backgrounds, the common, guiding vision of the AYFST – to participate in educational reform, policy advocacy, and youth empowerment in order to facilitate capacity building among African youths in areas of science and technology – proved that they have more in common than apart. Commitment to this vision propelled a fruitful week of dialogue and agreement.

ATPS would like to congratulate these young people for their commitment in seeing through a week of action and accomplishment and would like to assure them of its continued support  

WHAT ABOUT TOMORROW?

From Food Relief to Food Security

The year started on a rather somber note when the President declared the current famine a national disaster. Images of people feeding on wild berries and widespread decimation of livestock in many parts of the country continue to flood our television screens.

Drought is a recurrent phenomenon in Kenya yet the response year in, year out focuses on immediate provision of food, often at the expense of seeking permanent solutions to the problem.

Emergency food aid, while critical for immediate survival, should not supersede investment in small scale agriculture which in Kenya is the main source of livelihood for most households. 

Organizations like Kenya Community Development Foundation (KCDF) have recognized the importance of committing enough resources towards food security. KCDF at this time and has declared 2009 the Year of Food Security.

Since the organization launched the Food Security Fund in 2007, a number of small holder farmers have benefited through improved agricultural production. We need to look beyond the immediate food crisis into long term solutions to improve the livelihoods of millions of Kenyans facing starvation.

Welcome!

Welcome to my blog 'Momanyi Says' and I hope you'll find my views on Africa's social and economic issues valuable.

Marsden Momanyi