In ICT4D, bricolage refers to context-sensitive ways of implementing and sustaining ICT4D solutions . Different from approaches where strategic goals, ways to achieve them, as well as success and failure metrics are defined in advance, bricolage is mostly characterised by improvisation and continuous learning from failures in environments with many uncertainties . People who play key roles in shaping and driving the bricolage process are hereafter referred to as bricoleurs.
Drawing from a particularly successful long-term ICT4D project in Tanzania, for which the author of this post has been part of a team for about 10 years, this article discusses a three-stage process that local bricoleurs have gone through in sustaining the project in the face of scarce resources and diverse interests of stakeholders. Extended empirical and theoretical insights about the role of bricolage in shaping and sustaining the project were reported in the work of Fruijtier and Senyoni , and this post will essentially provide some sound bites from the paper.
Bricolage in ICT4D Projects: Stages
1. Opportunity Based: During this stage, a project opportunity is identified, its activities are mainly driven by external players, and the local bricoleur gets involved in project activities based on availability and need, as determined by main players. In the case of the Health Information Systems Program (HISP) team at the University of Dar es Salaam in Tanzania (hereafter referred to HISP UDSM), this stage was characterised by the advent of a pilot project for implementing the District Health Information Software (DHIS) in Kibaha and Bagamoyo districts in the Pwani region. This was around 2002-2010 and the main focus of the project during this period was to demonstrate the capabilities of the then-new DHIS system in handling routine aggregate health data, and to make a case for the endorsement and national rollout of the system by the Ministry of Health (MoH) in Tanzania. The University of Oslo (UiO) (main developers of the DHIS system) mainly influenced the direction of project activities during this period, and the HISP UDSM team supported the pilot districts in activities such as training, user support and data analysis, as was determined by the main team at UiO.
PhD and MSc scholarships were also established as a result of collaboration between the UiO and HISP UDSM in order to, among other things, strengthen local capacity for supporting project activities in Tanzania. It was the ability to serendipitously survive funding uncertainties and diverse interests of stakeholders, and the partnership with MoH in persuading a variety of stakeholders to pursue the common cause (strengthening HMIS (Health Management Information System) data reporting) that prepared the UDSM team for the would be next phases of the project where it (HISP UDSM) turned out to play a key role that fostered project success.
2. Locally Owned: During this stage, bricoleurs cultivate the growth of what is already achieved while advancing their knowledge and understanding of practices in the project domain. In the case of the HISP UDSM team, this was the period from 2010-2015 which was characterised by close involvement with MoH in providing technical support during revision of HMIS data collection tools and definition of indicators prior to the national rollout of DHIS, and playing the central training role during the national rollout which was done in December 2013. After the national rollout, HISP UDSM got closely involved in supporting hundreds of users across the country, as well as bringing data for other programs and partners on board. Apart from this close involvement, care was taken to involve MoH and its various departments on every step of the way, to foster ownership and long term sustainability of the project.
3. Locally Driven: At this stage, bricoleurs assume main control of events in the project. They can proactively anticipate challenges, and provide them with apt solutions. In the case of the HISP UDSM team, this is a period from 2015 onwards. It is characterised by, among other things, new projects and requirements from various stakeholders. Following the successful DHIS national rollout in 2013, the HISP UDSM team was also requested by other ministries in Tanzania to implement similar solutions for them. In response to this, so far, HISP UDSM has customised DHIS to serve the data reporting and analysis requirements of the Ministry of Agriculture and the Ministry of Water in Tanzania. Arrangements are underway to do the same for other ministries and government departments. As well, as they continue using DHIS, various MoH partners keep on requesting new and rather generic functionalities which are not yet implemented by the main DHIS developer base, which is globally led by UiO. To respond to this, in 2015, the HISP UDSM team devised an innovation strategy which has seen the implementation of generic solutions, in terms of new DHIS functionalities and mobile apps, that have turned out to be useful to other DHIS users across the globe .
Two key take-aways for other ICT4D projects:
- The sustainability likelihood of an ICT4D project increases with an increase in the ability of the bricoleur to create the environment that fosters the prosperity of bricolage. Importantly, to be innovative in unpredictable project envoronments, bricoleurs need to build both social and technological alliances.
- Because of the special emphasis on learning, universities can be conducive environments for bricolage to thrive.
1. Ali, Maryam, and Savita Bailur. “The challenge of “sustainability” in ICT4D—Is bricolage the answer.” Proceedings of the 9th international conference on social implications of computers in developing countries. 2007.
2. Ciborra, Claudio U. “From thinking to tinkering: The grassroots of strategic information systems.” Bricolage, Care and Information. Palgrave Macmillan, London, 2009. 206-220.
3. Fruijtier, Elisabeth, and Wilfred Senyoni. “The Role of Local Bricoleurs in Sustaining Changing ICT4D Solutions.” International Development Informatics Association Conference. Springer, Cham, 2018.Follow @CDIManchester