Why we care about Stewardship

project-lote4
cat2-none

#1

Available in: :gb: English / :ar: Arabic / :nl: Nederlands / :it: Italino


:gb: English version

Over the centuries, nation states all over the world have developed or acquired control of assets of all kinds. The overarching logic behind their development and acquisition is generally to enable the provision of public services. In recent decades this model has become overstretched: states have found themselves struggling to find the resources to keep those assets manned so that provision of such services could continue, and had to retreat from many non-core services. Consequently, many such assets lie unused; some are beginning to deteriorate. They are extremely varied in nature; many are buildings, gardens, parks. Others are utilities (networks) or even digital assets (data).

In an effort to correct for this situation, some public assets have been turned over to the private sector. This move has had mixed results: many privatization programmes have suffered from unintended consequences – exhibit A being the creation of a powerful oligarch caste in Russia in a very short time. The general consensus seems to be that it might be interesting to explore new avenues.

Communities have been singled out as candidates for taking care of some public assets, in particular those that can be used to provide services to the community itself. In at least one European country, the UK, community owned/managed assets have become an important policy issue. For example, plans are emerging that could result in up to 500 public libraries being turned over to local communities, together with seed funding, allowing each local community to find a sustainable operation model for its library or see it die. Locality, alone, has received over 6,500 enquiries from communities that are keen to acquire, develop and/or manage land and buildings over the past 5 years.

The Edgeryders community has accumulated significant experience in this area. Many of us have been experimenting with ways to communally manage diverse assets including: spaces like the unMonastery, digital mesh networks, geographic databases or software projects as public or common goods, oriented towards the community’s well being. There is now evidence available to indicate that communities can indeed provide stewardship, re-using assets, exapting them for new uses, and preserving their functionality and beauty over time. However, issues of fairness arise around any reallocation of right-to-access that are not completely solved, and this makes policy making in this area potentially controversial.

We hereby convene an international gathering on the theme of transformational community stewardship. We believe the ability to come together to take care of assets in an unstable context is a key skill for surviving and thriving in the future. The gathering is meant as a locus to exchange information and practical knowledge on how we can put the stock of underutilized public assets to a better use. We are already in deep conversation with many people and groups working on this matter – from key policy advisors in the UK, to cooperative consultancies in Spain, to hackers and squatters in Poland and intentional communities in Ireland and Greece.

This post was written collaboratively by: Nadia El-Imam, Alberto Cottica and Arthur Doohan, Edgeryders; Ben Vickers, the unMonastery; Anne-Marie Naylor, Common Futures; Vinay Gupta, UCL Institute for Security and Resilience Studies.


##:ar: Arabic version

[text-direction=rtl]
ما سبب اهتمامنا بالأشراف علي أصول الدولة الغير مستغلة؟
في جميع انحاء العالم و على مر القرون، طورت الأمم او احكمت سيطرتها علي أشكال مختلفة من الأصول. و كان المنطق من وراء تطويرها و أمتلاكها عموما هو التمكن من تقديم الخدمات العامة. لكن في العقود الأخيرة، أصبح هذا النموذج فوق طاقتها: فقد وجدت الدول نفسها تكافح من أجل إيجاد موارد للحفاظ على تلك الأصول مأهولة بحيث يمكن لتوفير مثل هذه الخدمات أن يستمر، وتراجعت عن تقديم العديد من الخدمات غير الأساسية. و نتيجة لذلك، أصبح العديد من هذه الأصول غير مستغلة؛ و بعضها بدأ يتهالك. و هذه الأصول متنوعة في طبيعتها، العديد منها مباني و حدائق و متنزهات. البعض الآخر مرافق (شبكات) أو حتى الأصول الرقمية (البيانات).

في محاولة لتصحيح هذا الوضع، تم نحويل بعض الأصول العامة الى القطاع الخاص. وقد كانت لهذه الخطوة نتائج متباينة: عانت العديد من برامج الخصخصة من عواقب غيرمقصودة مثل خلق طبقة من حكم الأقلية القوية في روسيا في وقت قصير جدا. و هناك توافق عام في الآراء على أنه قد يكون من المثير للاهتمام استكشاف سبل جديدة لأعادة استخدام هذه الاصول.

والمجتمعات مرشحة لرعاية بعض الأصول العامة، ولا سيما تلك التي يمكن استخدامها لتقديم خدمات للمجتمع نفسه. في بلد أوروبي واحد على الأقل، المملكة المتحدة، أصبحت الأصول مملوكة المجتمع / الاصول المدارة أصبحت مسألة سياسات مهمة. على سبيل المثال، توضع الخطط التي يمكن أن تؤدي إلى تسليم ما يصل إلى 500 مكتبات عامة للمجتمعات المحلية، جنبا إلى جنب مع التمويل الأولي، للسماح لكل مجتمع محلي لإيجاد نموذجه المستدام لادارة المكتبته أو رؤيته يموت. لوكالتي http://locality.org.uk/، وحدها، تلقت أكثر من 6500 طلب من المجتمعات الحريصة على اكتساب وتطوير و / أو إدارة الأراضي والمباني على مدى السنوات ال 5 الماضي.

مجموعة ادجرايدر تراكمت لديها خبرة كبيرة في هذا المجال. العديد منا كان يقوم بتجريب طرق متنوعة لإدارة الأصول جماعياٌ بما في ذلك: مساحات مثل دير منتيرا الذي اصبح مساحة للعمل الجماعي، وشبكات سلكية رقمية، و قواعد بيانات جغرافية ؛ أو مشاريع البرمجيات كخدمات عامة أو مشتركة، موجهة نحو مجتمع الرفاه. الأدلة المتاحة الان تشير إلى أن المجتمعات يمكنها ادارة و اعادة استخدام الأصول، و اعدادها لاستخدامها استخدامات جديدة، ومع ذلك، تنشأ قضايا العدالة حول أي إعادة لتوزيع حقوق الوصول. والتي لم يتم حلها تماما، مما يجعل وضع السياسات في هذا المجال من الممكن أن تكون مثيرة للجدل.

ونحن الان بصدد عقد اجتماعا دوليا حول موضوع ادارة أصول الدولة الغير مستغلة، لاننا نعتقد أن قدرتنا علي العمل معا لرعاية الأصول في سياق غير مستقر هو مهارة أساسية للبقاء والازدهار في المستقبل. و هذا الاجتماع هدفه الالتقاء لتبادل المعلومات والمعرفة العملية حول كيفية استغلال هذه الأصول العامة و استخدامها بشكل افضل. نحن بالفعل في محادثات عميقة مع كثير من الناس ومجموعات عمل حول هذه المسألة - من مستشاري السياسات في المملكة المتحدة، إلى الاستشارات التعاونية في إسبانيا، للقراصنة و واضعي اليد في بولندا والمجتمعات المتعمدة في ايرلندا واليونان.
[/text-direction]


##:nl: Nederlands version
Nel corso dei secoli, gli stati di tutta Europa hanno sviluppato o acquisito il controllo di beni capitali di tutti i tipi. La logica dietro questo processo di sviluppo e acquisizione è stata in genere il rendere possibile l’erogazione di servizi pubblici. Negli ultimi decenni questo modello è entrato in crisi: gli stati si sono ritrovati in difficoltà nel trovare le risorse per continuare a presidiare questi assets in modo che l’erogazione potesse continuare, e hanno dovuto ritirarsi da molti servizi non essenziali. Di conseguenza, molti beni di questo tipo sono inutilizzati; alcuni cominciano a deteriorarsi.

Per cercare di rimediare, alcuni di questi assets sono stati trasferiti al settore privato. Questa mossa ha avuto risultati ambigui. Alcuni stati ne hanno avuto vantaggi finanziari, almeno nel breve termine, ma quasi tutti i programmi di privatizzazione hanno avuto conseguenze negative inaspettate. Molti pensano che sarebbe interessante esplorare soluzioni diverse.

Le comunità sono state individuate come candidati credibili per occuparsi di alcuni tipi di beni, soprattutto quelli che possono essere usati per fornire servizi alle comunità stesse.

Oggi vi sono segnali che le comunità possano effettivamente svolgere il ruolo di custodi di alcuni beni pubblici. La stessa comunità di Edgeryders ha accumulato un’esperienza significativa in questo ambito. Crediamo che la capacità di coordinarsi per custodire insieme beni pubblici sia decisiva per sopravvivere e prosperare in un contesto di instabilità come quello di questi anni.


:it: Italino version

Nel corso dei secoli, gli stati di tutta Europa hanno sviluppato o acquisito il controllo di beni capitali di tutti i tipi. La logica dietro questo processo di sviluppo e acquisizione è stata in genere il rendere possibile l’erogazione di servizi pubblici. Negli ultimi decenni questo modello è entrato in crisi: gli stati si sono ritrovati in difficoltà nel trovare le risorse per continuare a presidiare questi assets in modo che l’erogazione potesse continuare, e hanno dovuto ritirarsi da molti servizi non essenziali. Di conseguenza, molti beni di questo tipo sono inutilizzati; alcuni cominciano a deteriorarsi.

Per cercare di rimediare, alcuni di questi assets sono stati trasferiti al settore privato. Questa mossa ha avuto risultati ambigui. Alcuni stati ne hanno avuto vantaggi finanziari, almeno nel breve termine, ma quasi tutti i programmi di privatizzazione hanno avuto conseguenze negative inaspettate. Molti pensano che sarebbe interessante esplorare soluzioni diverse.

Le comunità sono state individuate come candidati credibili per occuparsi di alcuni tipi di beni, soprattutto quelli che possono essere usati per fornire servizi alle comunità stesse.

Oggi vi sono segnali che le comunità possano effettivamente svolgere il ruolo di custodi di alcuni beni pubblici. La stessa comunità di Edgeryders ha accumulato un’esperienza significativa in questo ambito. Crediamo che la capacità di coordinarsi per custodire insieme beni pubblici sia decisiva per sopravvivere e prosperare in un contesto di instabilità come quello di questi anni.


How to Propose Your Session at LOTE4
LOTE4: The Program
The Rockefeller Foundation to support Edgeryders in building an ethnography of stewardship
Transforming the Role Business Plays in Society - and Powering a Revolutionary Ways of Doing Things Differently
First impressions after the Assembl demonstration
[Lote4 tickets] Translation
Remaining Open Ethnographer annotations to import
Sessions at LOTE4: The Stewardship
About LOTE4
#2

translated to dutch:

/t/lote4-the-stewardship/359-the-stewardship

want Georgian as well? Which pages would you suggest are best to have translated into different languages?


#3

LOTE Track Record: The Demon Drink

On last Thursday’s collective planning session I was encouraged by Alberto and Noemi to post my comments on the Edgeryder drinking culture as it reflects upon our effectiveness as Stewards.

Here they are…


The Edge we Ryde explores survival strategy.  Its primary concern has always been social cohesion.

The resources invested by ER to gather our brains imply a social contract that we are to provide access to our brains at their perkiest:

Three Case Histories:

Strasbourg '12 – Numerous Edgeryders find the historic towpath and local beer store, police come.  Significant percentage (30%?) of our number march in two hours late next morning missing the well-chosen ritual welcome for downsizing rhetoric.session hosted by our local organisers.  Embarassing.

Brussels '12-- Edgeryders purportedly launch a drinking contest between among others Iceland and Russia: results inconclusive.  No established correlation between this occurrence and an ill-flavoured argument with venue host.  Significant percentage (writer guilty as charged, although more a transit issue with tram #5) of participants exhibit diminished levels of creative listening the next day.  Shame, shame.

Matera ’13 – Lively use of the town’s short distance wine industry and charming piazza life  beckon.  Key cultural event slides off program largely unnoticed; late night disturbance at favorite hostel; incongruously irate yoga master.  Marked 3rd day sag with appreciable amounts of inelegant discussion practice.  OMG

Is the alcohol fueled abandon of Northern Europe the Edge we choose to Ryde?  Many of us have already researched this path sufficiently to supply refined reports of its viability.  Are there indeed better ways of managing our brainpower?  In the spirit of enlightened stewardship several proposals are pursuable…

  1. Flying the banner of total temperance?     Culturally insensitive, not desirable
  2. Limit each café session to one unit?         Useful, requires self discipline
  3. ER exercise ‘only drink with meals’ policy?    Useful, requires self discipline
  4. Late October is prime olive picking time.  The unMon has contact with local biodynamic oil producer.  It may be possible to arrange a woofing exchange where a small team

    of the dedicated put in several days of hard work.  ( His payrate in € is unimpressive; in oil much more attractive.)  The oil inhibits alcohol absorption.

  5. ER adopt time zones - no drink after 2400.     Desirable, requires self discipline
  6. Wait and see if participants have matured  since last year.   Easy to implement
  7. We circulate this page on the ER platform and let things ryde? A pathetic compromise that can easily dominate ER airwaves for several vital weeks and leave the proposal generator badly ostracised.   -- Requires no self-discipline.
  8.  
 

Food at LOTE4