Éthique et performance : le cas du développement de ChatGPT

Éthique et performance : le cas du développement de ChatGPT

9 Feb 2023 | Communs & plaidoyer, Editorial

Éthique et performance : le cas du développement de ChatGPT

ChatGPT n’est pas seulement une révolution technologique : c’est aussi un cas d’école en matière de responsabilité sociale des entreprises.
Conçu à l’origine comme un contre-modèle aux GAFAM au sein d’une organisation à but non lucratif, OpenAI, la société à l’origine de ChatGPT, a progressivement basculé vers un modèle capitaliste.

L’affaire révélée par le magazine Time sur les conditions de travail des sous-traitants kenyans — employés par Samasource, une ancienne ONG devenue entreprise à but lucratif — a mis en lumière les paradoxes du modèle.
Ces révélations posent une question de fond : les statuts “non lucratifs” servent-ils aujourd’hui de tremplin à des entreprises technologiques motivées par le profit plutôt que par l’intérêt général ?
Retour sur un cas emblématique et les interrogations qu’il soulève.

Bien que le secteur à but non lucratif se structure traditionnellement autour de valeurs de gouvernance démocratique, de transparence et d’éthique, certaines situations viennent interroger cette éthique de solidarité.
Comme toute entreprise, les organisations à but non lucratif sont confrontées à des pressions économiques : baisse de revenus, difficultés de trésorerie, plans sociaux…
Ces contraintes les obligent parfois à faire coexister éthique et performance, au risque que la recherche d’efficacité supplante progressivement la mission d’intérêt général.

L’évolution d’OpenAI : du modèle non lucratif au statut à but lucratif limité

Fondée en 2015 par Elon Musk et Sam Altman, OpenAI naît comme une organisation à but non lucratif.
Son ambition initiale : développer une intelligence artificielle au service du bien commun, en opposition aux modèles de captation de données des géants du numérique.

Mais en 2019, un an après le départ d’Elon Musk, la structure change de statut pour devenir une “limited-profit company”, un modèle hybride américain permettant d’accueillir des capitaux privés tout en plafonnant la rémunération des investisseurs.
Malgré cette évolution, OpenAI continue d’affirmer que sa mission est de « développer une intelligence artificielle pour le bénéfice de toute l’humanité ».

Jusqu’à la publication de l’enquête du Time en janvier 2023, l’entreprise cultivait une image d’éthique et de transparence fidèle à ses origines.
Mais l’enquête révèle que pour résoudre les problèmes de toxicité linguistique dans ses modèles d’IA, OpenAI a eu recours à un prestataire basé au Kenya, où des travailleurs ont été exposés à des contenus violents et haineux pour un salaire dérisoire.

Dans sa réponse officielle, la direction d’OpenAI affirme ne pas avoir eu connaissance des conditions de travail de ce sous-traitant.
Cependant, l’affaire a profondément écorné son image de pionnier éthique de l’intelligence artificielle.

De fortes pressions dans un secteur ultra-compétitif

Ce scandale révèle le paradoxe entre compétitivité et éthique dans le secteur de l’intelligence artificielle.
Pour rester dans la course face aux GAFAM, OpenAI s’est heurtée aux limites de ses engagements moraux.

Le prestataire mis en cause travaille d’ailleurs pour la plupart des concurrents directs d’OpenAI, en raison de tarifs extrêmement compétitifs.
Les géants comme Google, Meta ou Microsoft ont eux aussi recours à ces sous-traitants chargés de filtrer les données violentes ou haineuses, dans le cadre de l’entraînement de leurs modèles.

OpenAI n’a donc pas inventé cette pratique : elle l’a reproduite pour survivre dans une industrie dominée par la logique de vitesse et de performance.
Son évolution – du statut juridique à la recherche de fonds – l’a rendue de plus en plus semblable à ses concurrents, y compris dans ses méthodes.

La principale critique adressée à OpenAI tient à l’incohérence entre son discours et ses pratiques.
L’entreprise s’était imposée mondialement grâce à un positionnement moral fort. Lorsque la réalité de son fonctionnement a été dévoilée, une partie du public s’est sentie trahie.

Mais il serait injuste de généraliser ce cas à l’ensemble du secteur non lucratif ou à celui de l’IA.
Le développement de l’intelligence artificielle reste une opportunité majeure pour la Social Tech, qui pourra s’appuyer sur ces outils pour produire des innovations éthiques, responsables et utiles au bien commun.

Quelle est la position de ChatGPT lui-même ?

Pour clore l’analyse, ChatGPT a été interrogé sur le dilemme éthique auquel ses créateurs ont été confrontés : productivité ou éthique ?
Sa réponse est sans équivoque :

« Les entreprises qui se revendiquent d’un modèle éthique ou à but non lucratif ont une responsabilité envers le public et le reste du secteur. La transparence et la redevabilité sont des conditions essentielles de la confiance. »

Une position lucide, bien éloignée des ambitions financières actuelles d’OpenAI, qui prévoit désormais d’atteindre 1 milliard de dollars de revenus d’ici 2024 — un objectif qui s’éloigne sensiblement de son intention initiale : créer une intelligence artificielle au service de l’humanité.

Orange Digital Center : des espaces pour l’inclusion numérique en Europe

Orange Digital Center : des espaces pour l’inclusion numérique en Europe

27 Sep 2022 | Communs & plaidoyer, Editorial

Orange Digital Center : un programme international pour l’inclusion numérique

À l’occasion de l’adhésion d’Orange au Social Good Accelerator (SOGA), découvrons ensemble l’initiative Orange Digital Center, un programme ambitieux en faveur de l’inclusion numérique dans les territoires.
Nous avons échangé avec les équipes d’Orange pour mieux comprendre la philosophie, les ambitions et les premiers résultats de ce projet.

Orange Digital Center

Le premier Digital Center d’Orange, France
Photo credit: Orange

Un réseau international pour développer les compétences numériques

Les Orange Digital Center sont des espaces ouverts et gratuits dédiés à l’apprentissage et au développement des compétences numériques.
De la formation au code à la fabrication numérique, en passant par la création d’entreprise, ces lieux favorisent l’apprentissage par la pratique.

Leur mission : permettre à chacun — étudiant, demandeur d’emploi, jeune décrocheur, entrepreneur — d’acquérir les compétences nécessaires pour évoluer dans un monde numérique.

Les programmes de formation y sont conçus pour répondre à des besoins concrets :

  • ateliers de codage,
  • fablabs pour la fabrication numérique,
  • accompagnement à l’entrepreneuriat,
  • formation à la sécurité et à la responsabilité numérique.

Une initiative déployée dans le monde entier

À septembre 2022, 15 Orange Digital Center étaient déjà ouverts en Afrique et au Moyen-Orient (Tunisie, Sénégal, Cameroun, Éthiopie, Jordanie…).
En Europe, le centre de Bruxelles a accueilli ses premiers apprenants au printemps 2022, suivi par celui de Saint-Ouen (France) en juin.

D’autres centres verront bientôt le jour en Pologne, Luxembourg, Roumanie, Slovaquie, Espagne et Moldavie.
À terme, le Groupe Orange prévoit d’implanter un Orange Digital Center dans chacun des pays où il opère.

Cette initiative illustre la responsabilité sociétale du premier opérateur numérique français, avec une conviction forte :

le numérique ne doit pas créer des fractures, mais des opportunités accessibles à tous.

Le programme agit donc sur quatre dimensions clés :

  1. l’accès aux infrastructures et aux équipements,
  2. l’usage et l’accompagnement des publics,
  3. la montée en compétences,
  4. et la promotion de la diversité dans les métiers du numérique.

Une construction locale et collaborative

Chaque Orange Digital Center adapte sa programmation au contexte local, aux ressources disponibles et aux besoins des bénéficiaires.
Les formations et ateliers sont co-construits avec un écosystème de partenaires :

  • fablabs de proximité,
  • Simplon au Sénégal,
  • BeCode en Belgique,
  • ou encore le programme AWS Restart en Tunisie.

Cette approche collaborative permet de renforcer l’impact social du dispositif, en favorisant l’emploi, l’insertion professionnelle et la mixité dans les métiers du numérique.

“Les parcours de formation associent le code, la fabrication et l’entrepreneuriat pour dynamiser les trajectoires des apprenants.”

Les défis à relever et les solutions envisagées

Déployer des centres dans 25 pays est un défi logistique et humain majeur.
Orange en a déjà ouvert 17 et prévoit d’atteindre son objectif à court terme.

Les principaux enjeux aujourd’hui :

  • maintenir la dynamique une fois le réseau complet,

  • favoriser la capitalisation et les échanges entre les différents centres,

  • et évaluer l’impact social sur les bénéficiaires.

Pour y répondre, Orange multiplie les initiatives :

  • un appel à projets pour créer des formations de formateurs dans les fablabs ;

  • une mesure d’impact social sur certains programmes pilotes ;

  • et un partenariat avec le Social Good Accelerator pour croiser expertises et plaidoyer autour de la transition numérique inclusive en Europe.

Zoom sur le centre de Saint-Ouen : inclusion et formation

Le Orange Digital Center de Saint-Ouen, inauguré en juin 2022, a lancé son premier programme de préqualification “Envol Numérique” destiné aux jeunes décrocheurs scolaires.
Ce parcours de 5 semaines de formation et 3 semaines de stage vise à leur redonner le goût du numérique et à favoriser leur insertion professionnelle.

Les participants y découvrent :

  • les bases du développement web et de la fabrication numérique ;

  • les compétences comportementales : communication, confiance en soi, travail en équipe ;

  • et les enjeux environnementaux et sociétaux du numérique.

Le centre propose aussi :

  • des ateliers grand public pour apprendre à utiliser un smartphone ou paramétrer un contrôle parental ;

  • un fablab accessible pour s’initier à la conception 3D ou à l’électronique.

Des ressources accessibles à toutes et tous

L’Orange Digital Center met à disposition une variété de ressources gratuites :

Découvrir la responsabilité numérique

  • ateliers en ligne sur la protection des données personnelles,
  • modules d’éducation numérique pour les parents,
  • programmes de sensibilisation avec la Fédération française de football sur l’usage responsable du numérique.

Apprendre à utiliser les outils numériques

  • SuperCoders : ateliers ludiques pour les enfants hospitalisés,
  • Blabla Code : formation pour demandeurs d’emploi souhaitant renforcer leurs compétences digitales,
  • Fablabs : lieux ouverts équipés d’imprimantes 3D et de machines connectées pour expérimenter et innover.

Entreprendre dans le numérique

  • guides et tutoriels pour créer son activité,
  • ressources pour les femmes entrepreneures,
  • outils pour protéger ses données et communiquer en ligne.


    Un levier majeur d’inclusion numérique

    Avec ses Orange Digital Center, le Groupe Orange déploie une approche concrète du numérique d’intérêt général :
    donner à chacun les moyens de comprendre, créer et entreprendre grâce au numérique.

    “Faire du numérique une opportunité pour tous, sans distinction d’âge, de milieu ou de territoire.”

    Pour en savoir plus : Je consulte le site internet d’Orange

    FAQ — Orange Digital Center et inclusion numérique

    Qu’est-ce qu’un Orange Digital Center ?

    C’est un espace de formation gratuit et ouvert à tous, dédié à l’apprentissage des compétences numériques, à l’entrepreneuriat et à la fabrication digitale.

    Où se trouvent les Orange Digital Center ?

    Les centres sont implantés dans plus de 17 pays en Afrique, au Moyen-Orient et en Europe (France, Belgique, Tunisie, Cameroun, Sénégal, etc.), avec un objectif de 25 centres ouverts à terme.

    Qui peut y accéder ?

    Toute personne souhaitant développer ses compétences numériques : jeunes, demandeurs d’emploi, entrepreneurs, femmes en reconversion ou simples curieux.

    Quels types de formations sont proposés ?

    Des formations autour du code, de la fabrication numérique, de la responsabilité numérique et de l’entrepreneuriat social.

    Quel est le lien avec le Social Good Accelerator ?

    Le SOGA et Orange collaborent pour renforcer l’impact social du numérique en Europe et partager des bonnes pratiques de médiation numérique dans le cadre de leurs initiatives communes.

    Analysis of the report on the Digital Commons

    Analysis of the report on the Digital Commons

    13 Jul 2022 | Communs & plaidoyer, Editorial, Revue de presse

    Analysis of the report on the Digital Commons

    On the occasion of the Digital Assembly co-organised in Toulouse on 21 and 22 June by the French Presidency of the Council of the European Union and the European Commission, the report on the Digital Commons was published. This report was initiated by France during the conference ‘Building Europe’s Digital Sovereignty’ organised on 7 and 8 February. 

    This report is the result of collective work by a group of 19 European union (EU) Member States, the European Commission.

    The aim was to collectively develop a project to promote and accelerate the development of the digital commons.

    The digital commons, pillars of European digital sovereignty

    According to the definition of Elinor Ostrom, winner of the Nobel Prize in Economics in 2009, a commons is defined as a resource designed and governed by a community, with established rules of access and sharing. A digital commons is therefore a digital resource such as a platform, a website or an application whose particularity is that it belongs to everyone and can be modified by everyone. In other words, the governance of this resource is managed in a democratic and bottom-up manner. 

    The basic premise is that a well-maintained digital commons offers ‘a unique opportunity to support European digital sovereignty’.

    First, under the right conditions, digital commons contribute to the preservation of control by external powers. Indeed, a digital commons is by definition neither in the hands of a single large company nor in those of a single state. This shared ownership aims to prevent the risk of abuse.

    Secondly, the commons contribute to the collective valorisation of a digital resource and to the reuse of the digital data and infrastructure concerning it. The digital commons therefore promote innovation, social value and sustainability. Collective intelligence is indeed increased tenfold by the free access to information and the possibility to enrich the resource.

    Finally, the digital commons are a pillar of cybersecurity, provided that they are well maintained. In other words, according to Eric S. Raymond’s adage, ‘if you have enough eyes, all bugs are shallow’ (The Cathedral and the Bazaar, 1999).

     

    A strong need for visibility and acculturation of the digital commons

    ‘However, without a cultural shift in understanding the added value of the commons, their sustainability is threatened by a lack of use and contribution.’ As this report points out, the digital commons are excellent tools for moving towards European digital sovereignty, provided they are widely used. It is true that without widespread use and contribution, the resource can quickly become inefficient and obsolete. Hence the report’s proposals aimed firstly at giving visibility to the digital commons, and secondly, at gaining the trust of the different actors, in particular those of the digital commons community.

    Four proposals to promote and accelerate the development of the digital commons

    Proposal 1: Create a European one-stop-shop to guide communities towards adequate funding and public support

    The idea is to create a platform to centralise at a European level the process of finding public funding for digital communities by providing guidance, expertise and resources.

     

    Proposal 2: Launch a call for projects for the most strategic commons

    The purpose of a call for projects on the digital commons would make it possible to respond to the financial problems encountered by the majority of commons, given their limited resources.

    An orientation of funds towards thematic digital commons is recommended. The themes identified as priorities by the working group are research, e-government and strategic elements.

     

    Proposal 3: Create a European Foundation for the Digital Commons

    The creation of a European Foundation is the most ambitious proposal. ‘In coordination with the EU’s policy objectives, the structure would aim to foster the development of digital commons ecosystems across Europe, to strengthen existing communities and encourage the re-use of digital resources, while facilitating the spread of the digital commons model by supporting the generation of new digital commons.’

    But, it would only become a true catalyst, supporter and promoter of the digital commons ‘if its governance is open and shared with the communities concerned.’ Governance would therefore be shared between the States, the European Commission and the digital commons communities. In addition, a permanent team would be dedicated to supporting this structure.

     

    Proposal 4: Leading by example, the digital commons by default

    This proposal aims to ensure that national and European administrations assess as a priority the possibility of a solution using open source code and open data as soon as they are faced with the development of digital resources.

    Conclusion: the scope of the report

    Welcomed by many in the digital commons community, these proposals are encouraging for the future and fully in line with the EU’s climate and digital objectives.

    The next step is suggested by the report. This is a broad consultation on this topic in coordination with the launch of the call for projects. However, caution is called for. Indeed, the Czech Presidency of the European Union – which began on 1 July 2022 – must take over to ensure that all the challenges are met. But the Czech Republic is one Member State absent from the list of Member States that supported the report. The adoption of these recommendations could therefore be slowed down.

    Finally, to complete these elements, the actors of the sector, including Wikimedia France, Framasoft, and Mobicoop, have taken up the issue. They have, in turn, drawn up a set of proposals with the same objective in mind.

    The digital commons still have a bright future. In this regard, our next study will focus on the new models of citizen and contributory economy in Europe. This study will analyse the practices, partnerships and effects of two digital commons by social economy actors: Open Street Map and Open Food Fact.

    About the author

    Justine Coopman
    justine(at)socialgoodaccelerator.eu
    Public Affairs and Communication
    Lille, France
    La MedNum, “a singular structure” for digital inclusion

    La MedNum, “a singular structure” for digital inclusion

    25 Mar 2022 | Communs & plaidoyer, Editorial, Interviews / Témoignages

    La MedNum, “a singular structure” for digital inclusion

    On March 15, 2022, Guilhem Pradalié, Managing Director of the MedNum, member of the Social Good Accelerator, granted us an interview during which he comes back on what the MedNum is, what are its projects, challenges and his role within the SOGA.

    Guilhem Pradalié
    (General Director of La MedNum)

    Can you tell us about your professional background?

    I have a background in economics and a master’s degree from Sciences Po Paris. I worked for ten years in the mutual insurance sector, at the Mutuelle générale de l’Éducation nationale (MGEN). I worked on various digital and innovation programmes, then in the group’s strategy department.

    I was then advisor to the President, in charge of economic and financial issues, strategy and digital commitments until September 2021. I joined La MedNum as Managing Director in October 2021. Attached to the issues of digital inclusion and mediation, I mobilise the teams of the cooperative to facilitate and amplify the virtuous action of MedNum’s members on all territories.

    What is MedNum?

    MedNum is a singular structure. Indeed, it is a cooperative (NDLR Société coopérative d’intérêt collectif, i.e. a SCIC) which gathers very diverse members, all actors of digital inclusion. It fulfills missions of representation and structuring of a sector while carrying out “project” and “consulting” activities around the industrialisation of digital inclusion solutions. We work with our members to create national projects. The objective is to help the sector to develop while carrying the voice of its actors.

    Who composes MedNum?

    The team is composed of about 15 people. We have recently reorganised our activities around 3 departments: a research and advocacy department, a project department which is transversal and a finance and member services department which should be created at the end of the first semester. Finally, the general management is responsible for the communication and cooperative life departments, which are essential for the good animation of our networks and the promotion of our members’ actions.

    But MedNum is composed of very diverse actors: more than 100 members, local authorities, the State, economic actors and other types of actors such as private individuals, actors of digital mediation who carry together, beyond the social issue, the values of the free, the common… In short, digital technology in the service of the general interest.

    Speaking of values, what are those of MedNum?

    First and foremost, we are attached to the common good and the general interest. This is reflected in the very form of our cooperative and in the way it operates. We intervene more broadly on all subjects by developing the idea of a responsible digital technology accessible to all (health, territories, education, reception of refugees, culture…). We are obviously very attached to the culture of the free internet and the commons, like many of our members.

    You implement these values in particular through the projects that you carry out. Which of these projects makes you the most proud?

    It’s hard to choose, because the projects are all important! But I would say, because of the current context of the war in Ukraine, that “refugiés.info” is the one that makes me most proud. The teams are personally committed to it, putting all their skills at its service. There is a big human investment in this project, which is currently the government’s official platform for connecting French people who want to help with accommodation with associations and people who express the need.

    What does the Réfugiés.info project consist of?

    In “normal” times, it is an information portal, contributory and open-source, co-developed with the Interministerial Delegation for the Reception and Integration of Refugees, which provides simple and translated information to refugees and their carers.

    This project helps refugees to find an initiative, a training adapted to their situation, to understand the administrative procedures or to consult the directory to find an association.

    This platform works like Wikipedia: everyone can contribute by writing or translating practical information.

    If you had to summarise the main challenges of MedNum today, what would they be?

    First of all, it would be to succeed in making the voice of our members heard during the various upcoming elections, presidential and legislative. We have big objectives around data projects this year, but also around the launch of a version 2 of the telephone platforms for help and support in everyday digital uses.

     
     

    The presidential elections are coming soon in France. You have published your proposals for the 2022 presidential election. What problem do you address and what solutions do you advocate? 

    In France, more than 14 million people are said to be in a situation of digital fragility, i.e. remote, unequipped and/or in great difficulty with the various uses of digital technology. This is the social justice issue to which we are responding.

    We recommend actions on 4 important themes for our members: education, employment and purchasing power, health and the environment.

    We especially insist on the need to create a real professional sector of digital mediation, by working for example on the stability of the financing of digital inclusion structures, to offer digital services accessible to all and everywhere and to promote a digital society of general interest, free, open, universal and collective.

    In terms of education, we propose to make digital education a priority in education, from primary to higher education, in order to train the enlightened citizens of tomorrow, and to equip, raise awareness and train professionals in education and social support. But also to affirm the complementarities between mediation and digital education while paying specific attention to particularly remote audiences.

    On the issues of employment and purchasing power, we are working to intensify efforts to train and support young people and jobseekers in digital technology; to make businesses a real place for learning about digital technology; to support small organisations in their digital transformation; and to make digital technology an accelerator of citizens’ purchasing power. We defend, for example, the implementation of a real “social internet tariff” for low-income households.

    Finally, in terms of health, La MedNum proposes to act as close as possible to people in fragile situations to guarantee them access to information and care, to reinforce the acculturation dynamic between digital mediation and the world of health and to create the conditions for user confidence in the use of digital health.

    Finally, what are your links and your expectations of the Social Good Accelerator?

    La MedNum has been a member of the Social Good Accelerator for two years. We are partners in the Social Tech Academy project, which explores the digital skills of the SSE to create an information portal, and members of the European Public Affairs working group.

    For many people, European issues still seem far away, but we are convinced that running projects of this scale is effective, both in terms of sharing good practice with our neighbours, and in stimulating interesting policy developments for the Social Economy sector and digital inclusion in particular.

    Being part of the Social Good Accelerator allows us to have a common environment to express our expectations and to pool the means to achieve them. This is a direct extension of the way we work with our members and is particularly in line with our values.

    About the author

    Justine Coopman
    justine(at)socialgoodaccelerator.eu
    Public Affairs and Communication
    Lille, France
    Social Tech Atlas: why a single map for a thousand social organisations?

    Social Tech Atlas: why a single map for a thousand social organisations?

    30 Nov 2021 | Communs & plaidoyer, Editorial

    Social Tech Atlas: why a single map for a thousand social organisations?

    Until now, there was no European database gathering both organisations supporting social economy stakeholders in their digital transition and those offering alternative digital tools and services. This is now done with the Social Tech Atlas, which does not claim to have succeeded in bringing them together, but it does have the ambition to do so.

    Here are the ambitions of this free, open and accessible tool.

    Screenshot Social Tech Atlas
    A brief overview of the Social Tech Atlas: each dot corresponds to an organisation, each colour represents one kind of sector.
    Source: Social Tech Atlas

    Bringing together social tech stakeholders
    While many other instances of mapping already existed, SOGA recently found that a mapping of the stakeholders involved in social tech from near and far was missing. For example, organisations such as the Impact Database have provided an interactive map of the impact investor landscape in Europe. In the case of the SOGA, the aim is to bring together social tech stakeholders. This concept describes the use of digital technologies to act for the general interest and society. In other words, this is the model that SOGA has been advocating since its creation, i.e. that of reducing inequalities, reinforcing existing solidarity and innovating socially through the use of open and free digital tools.


    Made up of technology models based on social economy stakeholders and infrastructures, Social Tech offers systems with a high social and environmental impact. Moreover, it is necessary for social economy to succeed in its digital transition, in particular so that it preserves its intangible social heritage, at the heart of the European model.

    An interactive map to pool forces for the specificities of the European Tech model
    To achieve this, like many stakeholders in the sector, the Social Good Accelerator also wants to offer open tools coupled with practical applications. This database idea that the association has had in mind for some time will allow social tech organisations in Europe and policy makers to quickly identify several stakeholders. The databases that will provide the Social Tech Atlas will be open databases of our partners, which already list a certain number of structures that SOGA would like to reference. This data must be aggregated, validated and made compliant with the GDPR so that it can then be integrated into the Atlas. The project team had to keep in mind the objective of this open mapping, and therefore to filter out the organisations that should be included from the others.

    Firstly, the Atlas will allow them to find European organisations that support in particular social economy stakeholders in their digital transition through methods focused for example on change management or adapted UX design. Secondly, any organisation will be able to find European structures with different statutes (cooperatives, mutuals, associations, foundations) offering alternative and open digital tools and services.

    The objective of the Social Tech Atlas is to pool forces in order to contribute to the specificities of the European Tech model, while improving the recognition of the added value it entails. Pooling forces for the greater good will allow the structures concerned to limit their financial and time costs. Indeed, with the Social Tech Atlas, a considerable time saving is potentially possible for social economy structures. The creation of such pools is in line with SOGA’s approach to strengthening the sector’s missions. The aim is to enable European social economy stakeholders to find partners in tune with the digital transformation of their structure. 

    cornwall
    The logo of the Social Tech Atlas
    Source: Social Good Accelerator

    In addition to offering skills and services useful to the common good, the organisations listed here are also specialised in social economy issues (sometimes even being part of them).

    SOGA’s ambition in creating such a digital commons is indeed to see the multiplication of European cooperation in Social Tech. This ambition could not have been achieved without the incredible commitment of the partners and volunteers of the Aésio Mutuelle association, which was the main funder of this project. A huge thank you to our volunteers from >Contournement>, Latitudes, Fantastique Bazar and Vizity for the huge amount of work they have done. Have a look at their website, what they do is great!

    Join the Social Tech Atlas
    LOGO-LABEL-PARIS-EUROPE-RVB
    AESIO Mutuelle
    PANA

    Data & Philanthropy : how to accelerate impact through partnerships for the Common Good ?

    3 Jul 2019 | Communs & plaidoyer, Editorial

    Last Thursday, May 23rd, we were at the Annual Forum of the European Foundation Center in Paris, an edition that promoted French values under the banner of “Liberty, Equality, Philanthropy…”. The opportunity for the 800 participants representing foundations from all over Europe to discover the specificities and philanthropic commitments of France with the Fondation de France, Fondation La France s’engage , Schneider Electric and Accenture.
    At the end of the day, a central theme for the patronage sector was brilliantly debated. Report and perspectives of this late afternoon on “Data and Philanthropy”, whose central issue was: “How can philanthropy have a systemic, rather than an occasional, impact through data? »
    We, along with Generation2 – Connection Philanthropy collaboration, offer here a sum up of the discussion and concrete illustration from our ecosystem.

    This paper has initially been published in French on Carenews.



    The different uses of data in philanthropy

    Stefaan Verhulst, co-founder and director of research and development at GovLab, introduced the debate with a very precise taxonomy, highlighting how data collection and analysis can help develop philanthropy.

    1. Datas as an asset for philanthropy: Datas can become a useful tool for the continuous improvement of philanthropy, which will allow for better analysis of needs, and adaptation of responses and solutions, as well as improved impact assessment. Wenabi, the first platform to simplify companies’ social commitment, mobilize their employees and effectively measure the impact of the solidarity actions carried out, illustrates this well. This platform also proposes to measure and evaluate the impact of companies, in particular through an integrated reporting tool, in order to monitor all the actions carried out and to measure their impact on employees and beneficiary associations.

    2. Datas as a financing compass: they allow funds to be better directed. For example, philanthropy can invest in the digital transition of the non-profit sector (data ventures). On the condition, of course, that you equip yourself with tools that facilitate the management, analysis and selection of incoming projects. The Optimy tool (Belgium) has made it possible to transform the cumbersome process of calls for foundation projects, which has thus gained in transparency and efficiency. But data sharing between foundations, provided that the GDPR is respected, could go further.

    In addition, digital technology can lead a prospective action, like chatbots philanthropy advisors, as is the case for the association 30 Million d’Amis, which offers a chatbot providing advice to pet owners in the summer period, in order to limit the risk of abandonment. Another example is Alexa, the Amazon compound, which, for the American Red Nose Day, encouraged people to give, which is a real novelty.

    3. Data as a tool for advocacy and activism: the analysis of global and shared data can also help to develop arguments and lead collective movements. Major online petition platforms such as Change.org and Avaaz have launched the movement, but the media are also beginning to associate storytelling with call to actions, such as Konbini and her latest collaboration with the media France inter around the day “Plastic, no thank you”. According to Stefaan Verhulst, many foundations are investing in this transition, and more and more are using data to guide their strategy.

    4. Data as a political vision: Philanthropy is expected to play an increasing role in the development of public policies regarding data. This is the case of Bayes Impact, which is now campaigning for the establishment of a Citizen Public Service. This initiative has led to the establishment of public/private collaboration in the provision of data that are useful for social innovation projects of citizens who so wish.

    A call for the creation of new institutional forms

    Lucy Bernholz of the Digital Civil Society Lab did not fail to point out the dangers of using data on the four fields mentioned. It is necessary to ask who governs this data and how. One of the solutions mentioned to deal with these dangers involves the creation of new institutional forms that are external to companies but also to governments. “Philanthropy must invest and create these institutions, otherwise they will be invented without us,” warned Lucy Bernholz.

    Rhodri Davies, Head of Policy and Program Director of the British think tank Giving Thought, predicts that the impact of technology on fundraising will be global, and will change the “where”, the “how” but also the “what” we give. In particular, it highlights a disintermediation of the historical actors, and a move towards “platformisation”, i.e. the growing role of platforms such as Facebook or Instagram in this field.

    Richard Benjamins, Chief Data Officer of Telefonica, provided an external perspective to the sector. According to him, “to have a real impact on our societies through data, we need sustainable business models.

    Philanthropy is not enough.

    ” It is therefore necessary to question the very foundations of data exploitation. Philanthropy alone will not solve a structural problem, but it must play a role as a catalyst for social innovation, as a venture capitalist with monitoring tools to scale up.

    The importance of awareness and education on these issues

    Anne Bouverot, founder of the Abeona Foundation (under the aegis of the Fondation de France) and holder of a doctorate in artificial intelligence, stressed the importance of raising individuals’ awareness of the needs of the nonprofit sector. She sees this as a new role for foundations. The key to development lies in multi-stakeholder collaboration. “If you really want to make a difference, you need to reach a significant number of people. …] It will be difficult for a company to do this on a large scale without it being perceived as a personal interest. »

    But how can we accelerate this movement?

    One of the ideas developed is to make the talents of companies and students available in probono for companies. The role of education in this process was also highlighted by Anne Bouverot: “We must ensure that we reach the people who will become the future engineers and data coders. »

    New collaborative tools for managing philanthropy in companies such as the Platform for Solidarity Commitment of microDon, Wenabi or MyCrowdcompany which offers platform-based engagement devices within companies, to allow better management of the efforts of. It is an innovative solution to bring together all the monetary and time donation mechanisms, a single location to understand the solidarity offer proposed by the company and its meaning. This simple and attractive tool makes philanthropy much more accessible in companies, thanks to data.

    Activism and the proposal of alternative models will also be fundamental to truly include civil society in this area.

    For Lucy Bernholz, the non-profit sector and philanthropy must stand as ramparts protecting the common good, and become essential interlocutors.

    A question of responsibility

    To meet today’s major challenges, it is necessary to reinvent current models, explained Lucy Bernholz. In particular, she suggested that the next step should be the establishment of a digital policy agenda. “The British Parliament, American representatives and large companies must commit to sharing their data, it is part of their responsibility. “Democracies are at risk if we do not learn to collaborate and cross-reference the visions of the different actors.

    Thinking about new ways of collaborating with civil society, which are more user-centred, is therefore necessary. A real challenge of democratization and accessibility of data is revealed.

    For Alberto Alemanno, founder and director of The Good Lobby, the establishment of legal frameworks is essential. He explained that “To permanently unlock privately held data, the private and public sectors must understand each other, harmonize their expectations and ensure that the respective benefits are understood and accessible to all. It is a shared responsibility[…] to share it with as many people as possible, not a minority. »

    This is one of the objectives of the SDG philanthropy platform, an inter-foundation collaborative model that provides data sharing on philanthropic efforts and data visualization related to the UN Sustainable Development Goals and its 169 “targets”, implemented in 2015 after a major multi-stakeholder consultation to collectively focus efforts on social and climate emergencies.

    Despite the many challenges and obstacles ahead, the session ended on a note of hope. Speakers highlighted a growing sense of responsibility for data and its use: “Increasingly, we are asking about the impact, regardless of algorithms. There is a whole movement to be responsible,” said Richard Benjamin. “There are now leaders in this movement.

    It is up to European foundations to seize the superpowers of technology to build a virtuous model of collective intelligence around Big Data and artificial intelligence and strengthen the impact and growth of philanthropy in the old continent.