Special Pathogens Research Network Limited, Uganda

 National growth

When growth is measured at the National level, this enables competition for the best

A “life cycle” model identifies seven foreseeable stages of organizational growth where our growth is defined in terms of an organization’s budget (since our Network is not for the profit”).  At certain points in budget growth, an organization needs to “transition to the next stage of development.”  An effective or successful transition is achieved only when the organization has developed the infrastructure (systems, processes, structure, etc.) needed to effectively support its operations at that size.  

According to John Maxwell’s book [Developing the Leaders Around You] ten questions concerning Organizational Growth will form targets:

  1. Has Spparenet Limited made a specific commitment to grow and develop people?
  2. Is Spparenet Limited willing to spend money to develop employees’ growth?
  3. Is Spparenet Limited willing to make changes to keep itself and its people growing?
  4. Does Spparenet Limited support leaders willing to make the difficult decisions necessary for people’s personal growth and the growth of the organization?
  5. Does Spparenet Limited place and emphasis on production rather than position or title? 
  6. Does Spparenet Limited provide growth opportunities for its people?
  7. Does Spparenet Limited have vision and share it with their people?
  8. Does Spparenet Limited think big?   
  9. Does Spparenet Limited promote from within?
  10. Are there other leaders in the organization willing to pay the price of personal sacrifice to insure their growth and the growth of others?


Our local growth is needed to meet the demands of the environment at the grass root. Growth means getting focused on important goals, and involving others in achieving them. The Special pathogens Research Network Limited growth pattern involves connecting, networking and integrating. Graduates of our training workshops are effective as evidence for organizational decision-making in keeping with the values of the network. Knowledge and evidence-informed decision making are instrumental in bridging gaps and extending linkages for organizational growth.