ICTlogy

When considering sustainability, scalability and the transformative impact of citizen participation, it becomes strategic the promotion and articulation of a global participation ecosystem that shares the same values, vision and objectives. This model of participation, in addition to being shared, must be effective and efficient, which is why one would consider necessary that it also has a globally shared set of infrastructures in the field of participation. These infrastructures are, among others, an Administration coordinated at all levels so that it can optimize the available resources, a business sector that shares the participation model and collaborates in its improvement, consensus methodologies, technologies that incorporate these values ??in their design and methodologies and, finally, a network of training actors that share frameworks of skills, concepts and learning resources.

Public facilities network within an ecosystem of citizen participation

The Administration (taken as a whole) has several networks of public facilities —telecentres, libraries, civic centers, centers for young and old people, etc. An ecosystem of citizen participation can collaborate with the Administration’s networks of public facilities by superimposing a (new) layer of democratic innovation on the existing equipment networks. It is, then, not about creating a new network of facilities, but rather offering the existing ones a portfolio of services related to citizen participation, democratic quality and social innovation in politics and democracy, so that they enrich and complement what they currently offer to the citizen.

At the same time, it is about contributing to the transformation of public facilities that has already begun: from facilities that provide services to facilities that become citizen infrastructure.

The entry into the Information Society, as well as the advances in all areas of the social sciences, mean that the mission and organization of these facilities are in the process of being redefined. Among others, there are some aspects of this redefinition process that we want to highlight:

• The evolution towards more citizen-centered models, where assistance and accompaniment also give way to empowerment strategies.
• The equipment governance model as an important factor in achieving its mission, the organizational design and the services it offers.
• The inclusion of elements of social innovation for the co-design and co-management of the centers.
• The incorporation of ethical and integrity codes, as well as democratic quality both in the operation and in the intrinsic values ??of the services.

We here propose a set of strategic and operational goals that could lead the development of a network of public facilities within an ecosystem of citizen participation.

Goals of the network of public facilities within an ecosystem of citizen participation

Strategic goals

• Convert civic facilities into reference spaces in the municipality in terms of citizen participation.
• Raise citizens’ awareness about democratic quality, citizen participation and innovation in political and democratic processes.
• Support local administrations in projects of citizen participation and social innovation in political and democratic processes.
• Support citizens in citizen participation processes, increase their participation and open up the sociodemographic range of the participants.
• Promote social innovation projects in the field of civic action, politics and democracy.

Operational goals: participation processes

• Train the facilitators of public facilities in Open Government: transparency, open data and participation.
• Creation of a digital mediation protocol on citizen participation for public facilities in the Administration, with the aim of supporting citizens with less digital competence in online participation processes.
• Support citizens who have more difficulties to participate in citizen participation processes on digital platforms.
• Involve citizens who are experts in digital participation platforms to support citizens who are less knowledgeable about the platforms or who have greater difficulties using them.

Operational goals: social innovation in politics and democracy

• Train the facilitators of public facilities to be agents promoting the creation of democratic innovation projects.
• Help citizens define, pilot, replicate and scale social innovation projects in the field of civic action, politics and democracy.
• Promote and support the development of democratic innovation projects within the logic of social innovation.
• Articulate networks of social innovation in democracy at the local level.
• Standardize and enable replicability and scalability of democratic innovation pilots.

Sara Vannini: Social Representations of Community Multimedia Centres in Mozambique

UNESCO creates in 2001 the concept of community multimedia centres (CMC), a kind of public access points to the Internet, which Mozambique applies to fight against poverty. These centres have since their inception been in the debate of schoolars, who find on them both successes and failures.

Key issues:

• Sustainability: financial, political, ethical, social…
• Impact: social, economical…
• They represent huge investments.

There are huge design-reality gaps between what happens in the lab, or the design of the intervention, and what is at last implemented. There is more need for context, and here the concept of social representation comes very handy.

• Enables individuals to orientate themselves and interpret their (new) world.
• It is a relationship between one’s ego, the others and objects (or the object of their relationship): there is inter-subjectivity. And this relationship happens in a context.
• As realities change along time, so do relationships and thus the social representations that people have.

Applications of social representation theory:

• Inclusion of context.
• Participatory action research, design-oriented approach.
• Used to inform policy-makers and to find drivers for individual actions.

Field work

10 CMC out of 34 centres in Mozambique, chosen by kind of ownership, who was managing them, what kind of services were they providing, location. Most of them provide community radio, computers and connectivity; some of them did not offer Internet connection and two of them had only the community radio working.

Qualitative interviews were carried on, including photo-elicitation, as it fosters the reflection, empowers the interviewee, decreases the risk of pre-conceived responses, offers richer data to the researcher, etc. Photo-elicitation was participant-driven: participants were asked to provide their own pictures as an answer to the questions produced by the interviewer.

Data analysis

Photo-taxonomy; deductive content analysis on photos-related text; inductive content analysis; automatic analysis of the reciprocal relationships among textual units.

Outcomes

CMC are perceived as two parts: community radio and a telecentre.

Community radio is about information and having political role. It also has a strong role in building community, both at the local level as at the national level, establishing a link with the rest of the country. Community radio is also related with edutainment: education and entertainment.

The telecentre is about learning, and learning how to use a computer, basic software packages, etc. It is not perceived as a communication space but, on the contrary, as a business centre where one can carry one different tasks as photocopying, etc. The telecentre is also a financial resources centre, as it provides income after some services.

As seen, with social representation theory, de design-reality gap is addressed and the methodology can be used for policy-making. It can provide insights on appropriation and reinvention of a (new) social object.

Telecentres do not offer contextualized services, as the community radio does. There is a need for more advanced services.

Discussion

Erkki Sutinen: does the name CMS still carry too much meaning? Cannot we use a name that is not a definition on itself? Does this make any different in the usage or the appropriation of the venue, because it is artificial? Or does the definition constrains the evolution of the service? Vannini: What the research tells is that the definition is needed for people to understand and to appropriate a new object/venue/service. Of course we do not have to be slaves of our definitions and these have to be flexible.

Erkki Sutinen: can we develop schools in other means, e.g. merging with telecentres, and create a new kind of institution? Can we get rid of CMS and build instead new kind of services that put together many needs with many solutions? Vannini: Agreed. That is exactly the role of the community radio, that goes beyond a “mere radio”. There are many things that telecentres could copy from community radios, especially in what relates to everything else that a community radio represents.

Ismael Peña-López: how can we “simplify” this methodology and embed it in the usual e-readiness indicators? Vannini: there are methods of social representation that can be scaled, but nevertheless people should be asked and participate and tell what is happening at their level, and inform indicators.

Ismael Peña-López: could we use big data analysis and content analysis to infer what people is thinking of CMC and the use they are doing? Vannini: sure, but we may risk excluding important people from our analysis that are using the centres but not participating in these social netorking sites.

Erkki Sutinen: is there any feeling of status embedded in the technology, of proudness of having the telecentre in their community? Where there technical issues or fears that people did not take into account because of the aforementioned “proudness”? Vannini: yes, there was some status-factor, but it did not seem very important. Indeed, there were technical issues but generally related with macro-level issues like power outages, etc. At the micro level, there sure is room for improvement when it comes to educating and training telecentre managers: this would definitely make a difference.

Erkki Sutinen: can we measure not only representation but attitudes after this methodology? Vannini: this analysis was not done, but we can tell, from the interviews, that many people did not have the attitudes related with creativity, or challenging how things are.

Ismael Peña-López: can this research identify developmental outcomes due to CMC? could they go a step beyond, from empowerment to governance? Vannini: the research was a snapshot of a given reality, not the analysis of an evolution. But, during interviews many people stated how they had gained empowerment, how they could no make some decisions about their lives that they could not before. This was especially relevant with connected centres.

Erkki Sutinen: why this methodology? why not? Vannini: maybe more time with less centres would have been better. But this methodology was very useful given the time available and space to be covered.

Ismael Peña-López: we now have telecenters, hubs, co-working spaces, libraries, fab-labs, etc. You have 20 billion Meticals, or half a billion Swiss Francs, what do you do? Do you create more CMC? Both in Mozambique and Switzerland? Vannini: would invest on education of the operators and in the community at large.

Erkki Sutinen: is the idea of an ICT4D discipline over? what is the agenda of the research on ICT4D? Vannini: won’t get obsolete until all differences are reduced to their minimum expression. It is true that a middle class is emerging, but still poorer communities exist, and not only in Africa but everywhere, and are somewhat becoming more important indeed in some areas.

Lorenzo Cantoni: how would a research be designed to measure the impact of mobile technologies on CMC in particular and in developing areas in general? Vannini: first of all, not only individual or isolated appropriation should be measured, but how different technologies are being integrated among themselves.

PS: congratulations, doctor Vannini!

Idescat — the Catalan national statistics institute — published in late 2013, the update to the 2012 Library Statistics where it stated, among other things, that in 2012, “the number of users grew up to 4.5 million [the Catalan population is calculated to be 7.5 million], 18.3% more than two years ago”. Almost a month later, Professor Xavier Sala-i-Martin stated at the national television that “when the Internet comes, librarians lose their jobs”. This statement was later on developed with more depth in his blog post Internet, Librarians and Librarianship.

Can both statements be true at the same time? Or is someone plain wrong?

Probably the best explanation for these apparently opposing statements, and one explanation that makes them fully compatible, has to do with the present and the future of libraries.

In recent years we have been witnessing how Information and Communication Technologies turned everything upside down, especially (but not only) knowledge-intensive activities. And, among all knowledge-intensive institutions, libraries are no doubt part of the leading group. The Public Library Association explains the whole matter: an increase in the demand for library services, an increase in the use of WiFi networks, in increase in the use of library computers, an increase in training on digital skills. In short, most users are not only going to libraries asking for borrowing books — which they of course do — but they increasingly go to libraries looking for a means to gain access to the Information Society.

But not merely physical access but quality access: what in the arena of digital inclusion has ended up being called the second digital divide. That is, once physical access to infrastructures has “ceased” to be an issue, what is needed is training in digital skills, and guidance in its use. Using an extemporaneous metaphor, once one has a new car, what she then needs is a driving licence.

So, we see there is more demand. But what about staff cuts?

It turns out that, unlike many of the traditional roles of libraries, when it comes to overcoming the first (access) and second (skills) digital divide, many different actors come together to work in the later issue. Both inside and outside libraries. These new actors simply are a consequence to the change (or enlargement) of the roles of the library, a consequence that has now found competitors both in the market as in the public sector itself. A recent study by the European Commission, Measuring the Impact of eInclusion actors shows how, in addition to libraries, many other actors work in the field of e-inclusion (each one in their own way), such as telecentres, Internet cafes, some schools, fee WiFi access points, some bookstores, bars and cafes, etc.

These new actors, indeed, also often operate inside libraries: libraries many times subcontract the services of telecentres or other “cybercentres” — or their personnel’s — either for managing the public computer network or to impart training related to digital skills.

So, summing up, this is what we have so far: the growing need for digital competence does increase the use and demand for training in issues related to information management (and therefore fills libraries with people) but the diversity of functions and (new) actors means that, in the end, it take less ‘librarians’ but more ‘experts in information management and digital skills’.

Yes, some concepts are written between quotation because, most likely, they already are or will soon be the same thing. And thus we enter the topic of the future of libraries.

Empirical evidence tells us that information, the Internet, is increasingly ceasing to be a goal in itself, a differentiating factor, to become a generally purpose technology. If getting to the information ceases to be a goal to become a tool it is because it a (usually ad hoc) tool to be used “passing” in the pursuit of another task. Whatever that is: today it is practically impossible not to find a job, whatever trivial may be, that does not incorporate a greater or lesser degree of information, or of communication among peers.

Thus, beyond getting information it now becomes mandatory learning to learn and managing knowledge: it is not, again, about gaining access to information, but about taking control of the process of gaining access to information, of knowing how one got to a specific set of information so that the process can be replicated it in the future.

Finally, and related to the previous two points, access to information ceases to be the end of the way to become a starting point. Thus, the library and other e-intermediaries become open gates towards e-Government, e-Health, e-Learning… almost everything to which one can add an “e-” in front of it.

That is, information as an instrument, the quest for information as a skill, and getting to the desired piece of information to keep looking for information and be able to perform other tasks also rich in information. And begin the beguine.

Tacitly or explicitly, libraries are already moving in this direction. If we forget for a moment politeness and political correctness, we can say that libraries and the system working in the same field are already leaving behind piling up paper to focus on transferring skills so that others can pile their own information, which most likely will also not be printed. Fewer libraries, but more users.

It’s worth making a last statement about this “system working in the same field” because the formal future of libraries, especially public ones, will largely depend on (a) hot they are able to integrate the functions of the “competition” or (b) how they are able to stablish shared strategies with this competition.

If we briefly listed before telecentres, cybercafés, schools, free WiFi access points, bookshops, bars and cafes as converging actors in the field of e-intermediation, we should definitely add to this list innovation hubs, co-working spaces, fab labs, community centres and a large series of centres, places and organizations that have incorporated ICTs in their day to day and are open to the public.

This whole system — libraries included — is not only working for access but for the appropriation of technology and information management; they have make centres evolve into central meeting places where access to information is yet another tool; and they have become areas of co-creation where the expected outcome is a result of enriched information resulting from peer interaction.

The future of the library will be real if it is able to cope with these new tasks and establish a strategic dialogue with other actors. It will probably require a new institution — not necessarily with a new name — that allows talking inside the library, or cooking, or printing 3D objects or setting up a network of Raspberry Pi microcomputers connected to an array of Arduinos. Or mayble the library — especially if it is public — should lead a network of organizations with a shared strategy so that no one is excluded from this new system of e-intermediation, of access (real, quantitative) to knowledge management.

I personally I think that libraries are already at this stage. I am not so sure, though, that is is the stage where we find the ones promoting a zillion e-inclusion initiatives, the ones promoting modernizing the administration, educational technology, smart cities and a long list of projects, all of which have, in essence, the same diagnosis… but that seemingly everyone aims at healing on their own.