Current Pilot Phase: Bangladesh, Benin, Liberia, Uganda, Tuvalu
We are Working on
Closing the Library Density Gap.
To create access to libraries for all children and young people on a global level, we are taking the following approach:
01 We identify regional library needs and appropriate communities through a multidimensional tool and local partners.
02 We support identified communities with expertise in providing library infrastructure and connect them to an open network.
03 We train librarians with our user-centered, feedback-based training program and assist them with a customizable structure to come up with content and activities.
04 We identify additional communities and continue to supply existing libraries with curated content and ideas for activities. To improve all processes on crucial criteria, we constantly evaluate feedback.
05 The libraries are part of a supraregional network. We share our accumulated know-how to enable faster dissemination of libraries.
Our organization thinks globally and long-term: The activity of Seeds of Education has a multi-decadal orientation. This page will tell you everything you need to know in five minutes to understand our approach.
We are Working on Closing the Library Density Gap.
To create access to libraries for all children and young people on a global level, we are taking the following approach:
01 We identify regional library needs and appropriate communities through a multidimensional tool and local partners.
02 We support identified communities with expertise in providing library infrastructure and connect them to an open network.
03 We train librarians with our user-centered, feedback-based training program and assist them with a customizable structure to come up with content and activities.
04 We identify additional communities and continue to supply existing libraries with curated content and ideas for activities. To improve all processes on crucial criteria, we constantly evaluate feedback.
05 The libraries are part of a supraregional network. We share our accumulated know-how to enable faster dissemination of libraries.
Our organization thinks globally and long-term: The activity of Seeds of Education has a multi-decadal orientation. This page will tell you everything you need to know in five minutes to understand our approach.
What is the Library Density Gap?
And Why We Want to Overcome it:
When children and young people want to learn more in their free time, they look for opportunities: These can be media or mentors. However, these are not necessarily free of cost or dogma, and if digital knowledge acquisition is involved, the risk of manipulation without trained media competence is high.
Libraries can solve this problem: They are (almost) free, and they empower individuals to educate themselves, make decisions and experience culture independently, making them an important pillar in knowledge acquisition1.
Currently, in many economically weak countries, there are still very few public libraries focused on children and young people. Moreover, there is a lack of contemporary offers2. Additionally, Covid-19 has worsened access to education for young people in many countries, especially in the global south.
The expansion of school libraries that is currently taking place are a good approach to creating better access to libraries. However, if these are not within walking distance, it is difficult for many children to take advantage of these services in their free time after school ends.
What is the Library Density Gap?
And Why We Want to Overcome it:
When children and young people want to learn more in their free time, they look for opportunities: These can be media or mentors. However, these are not necessarily free of cost or dogma, and if digital knowledge acquisition is involved, the risk of manipulation without trained media competence is high.
Libraries can solve this problem: They are (almost) free, and they empower individuals to educate themselves, make decisions and experience culture independently, making them an important pillar in knowledge acquisition1.
Currently, in many economically weak countries, there are still very few public libraries focused on children and young people. Moreover, there is a lack of contemporary offers2. Additionally, Covid-19 has worsened access to education for young people in many countries, especially in the global south.
The expansion of school libraries that is currently taking place are a good approach to creating better access to libraries. However, if these are not within walking distance, it is difficult for many children to take advantage of these services in their free time after school ends.
The Access to Libraries in Figures
The Library Density Gap Indicator reaches a value of 1 at one library per 10,000 inhabitants within a specified area. In the following examples, you can see nationwide figures for selected nations.
The Access to Libraries in Figures
The Library Density Gap Indicator reaches a value of 1 at one library per 10,000 inhabitants within a specified area. In the following examples, you can see nationwide figures for selected nations.
Growing Young Populations with a Thirst for Knowledge:
Libraries Play a Key Role as Gateways to Education and Literature
Libraries play an important role in creating a culture of reading in a society. They work as a place where people can access knowledge regardless of their income. Education is an important factor in the socio-economic development of a region, particularly the education of the youth on which we set our focus.
In the countries of the global south, young people will make up a large part of the population in 2030, but it is precisely in these countries that there are comparatively few publicly accessible libraries3.
Growing Young Populations with a Thirst for Knowledge:
Libraries Play a Key Role as Gateways to Education and Literature
Libraries play an important role in creating a culture of reading in a society. They work as a place where people can access knowledge regardless of their income. Education is an important factor in the socio-economic development of a region, particularly the education of the youth on which we set our focus.
In the countries of the global south, young people will make up a large part of the population in 2030, but it is precisely in these countries that there are comparatively few publicly accessible libraries3.
Our Solution Model
To achieve global scalability, we focus all our processes on location-independent, cost-effective and at the same time locally customizable implementation from the very beginning. By focusing on scaling at all organizational levels, we differentiate ourselves from traditional approaches that operate much more locally and slowly.
Our Solution Model
To achieve global scalability, we focus all our processes on location-independent, cost-effective and at the same time locally customizable implementation from the very beginning. By focusing on scaling at all organizational levels, we differentiate ourselves from traditional approaches that operate much more locally and slowly.
Costs & Scaling
Once the foundation for a partnership has been laid, we pass on the processes for setting up the infrastructure to our partner communities free of charge. This is their responsibility. We take over the training of the librarians from a distance. This creates several advantages: The central organization bears far lower costs, enabling faster scaling; in the partner communities, commitment is created through self-responsibility as well as the ability to respond flexibly to local needs.
The experience gained is used to improve the process. The development of a global network thus creates an accumulation of knowledge and best practices that would be difficult to achieve for individual library associations operating on a national or regional level.
Consequently, libraries can support the young population in acquiring education and culture in their free time. While the development of the school education sector, including school libraries, is the responsibility of the respective state, we see the opportunity to collaborate with communities in the development of public libraries.
Costs & Scaling
Once the foundation for a partnership has been laid, we pass on the processes for setting up the infrastructure to our partner communities free of charge. This is their responsibility. We take over the training of the librarians from a distance. This creates several advantages: The central organization bears far lower costs, enabling faster scaling; in the partner communities, commitment is created through self-responsibility as well as the ability to respond flexibly to local needs.
The experience gained is used to improve the process. The development of a global network thus creates an accumulation of knowledge and best practices that would be difficult to achieve for individual library associations operating on a national or regional level.
Consequently, libraries can support the young population in acquiring education and culture in their free time. While the development of the school education sector, including school libraries, is the responsibility of the respective state, we see the opportunity to collaborate with communities in the development of public libraries.
Impact on an Equal Footing:
These Points Are Important to Us
Our focus is on the goal of SDG 4: Ensure inclusive, equitable, and quality education and promote the basis for lifelong learning for all equally.
Libraries can also be supportive of other sustainability goals by providing resources and education.
A selection of activities and topics:
- Varying Workshops
- Competitions with a Creative Component
- Media Competence
- Access to Literature
- Intercultural Networking
- Equality
Schreibwettbewerbe und Workshops zu Poesie, Essays, etc.
Impact on an Equal Footing:
These Points Are Important to Us
Our focus is on the goal of SDG 4: Ensure inclusive, equitable, and quality education and promote the basis for lifelong learning for all equally.
Libraries can also be supportive of other sustainability goals by providing resources and education.
A selection of activities and topics:
- Varying Workshops
- Competitions with a Creative Component
- Media Competence
- Access to Literature
- Intercultural Networking
- Equality
Schreibwettbewerbe und Workshops zu Poesie, Essays, etc.
The Organizational Model
The organizational model consists of the coordinating headquarters, which develops and manages the processes, and the libraries – the so-called branches. The central office provides the branches with knowledge and best practices on the structure and design of the library infrastructure. Similarly, it trains librarians and supports them with content, access to online resources, prepared topics, workshops, and networking with other branches and regional institutions.
The branches, in turn, gather experience and feedback. They share these with headquarters, where they are used to optimize the various processes. The resulting improvements are available to both existing and new branches. The entire process can thus be understood as an iterative, transparent transfer of knowledge.
The Organizational Model
The organizational model consists of the coordinating headquarters, which develops and manages the processes, and the libraries – the so-called branches. The central office provides the branches with knowledge and best practices on the structure and design of the library infrastructure. Similarly, it trains librarians and supports them with content, access to online resources, prepared topics, workshops, and networking with other branches and regional institutions.
The branches, in turn, gather experience and feedback. They share these with headquarters, where they are used to optimize the various processes. The resulting improvements are available to both existing and new branches. The entire process can thus be understood as an iterative, transparent transfer of knowledge.
The Three Phases of the Intervention
The intervention can be divided into three phases. The following description describes the main contents of the phases and the criteria that determine when a new phase begins.
1st Phase: Setup & Training
Problem/Solution-Fit
Objective:
Problem/Solution-Fit
- Setup of three pilot projects
- Optimization of setup and training
- Establishment of support structures for problem solving by third parties (volunteers independent of headquarters, equipped with resources for problem solving – later these can also be already open libraries from the network)
2nd Phase: Set impulses
Concept/Situation-Fit
Objectives:
Concept/Situation-Fit
- Test different strategies to engage directly with target communities and create a library project
- Based on this: Creation of a repeatable process for a successful impulse in direct contact with target communities (without partners as agents)
- Establish further library projects in different cultural contexts and regions
3rd Phase: Global Scaling
Scale
Objective:
Scale
By optimizing the Impulse, Build, Train, and Maintain processes, global scaling now takes center stage: Using the blueprint from Phase 2, communities worldwide are encouraged to build libraries. At the same time, additional ambassadors are identified who have access to headquarters resources to accelerate scaling at the global level. Process structures and know-how will also be made publicly available as part of our open source strategy.
Completion Criteria for Phase 1:
(Estimated duration: 1-2 years)
- Functioning pilot libraries
- Autonomously deployable, validated process structures for setup, training, and problem resolution in place
Completion Criteria for Phase 2:
(Estimated duration: 0,5-2 years)
- Direct contact with communities works in different cultural contexts
- More libraries have been created
Completion Criteria for Phase 3:
(Estimated duration: 5-10 years)
- Global deployment of Seeds of Education processes by communities, ambassadors, NGOs, and governments.
- Achieve a Global Library Density Gap Indicator at a level of 1 in large parts of the world.
Relationship Structure:
In this phase, the development takes place exclusively with the help of local partners who establish contact with target communities: The organizational relationship structure is headquarters – partner – target community.
Relationship Structure:
An additional option to the relationship building with the help of partners arises: Headquarters – Target Community. However, the development of relationships with partners as in phase 1 is maintained in parallel.
Relationship Structure:
The expansion of the network moves the central organization to the background – it supports the platform that connects stakeholders such as libraries, partners and volunteers; the structure is headquarters – network.
1st Phase: Setup & Training
Problem/Solution-Fit
Objective:
Problem/Solution-Fit
- Setup of three pilot projects
- Optimization of setup and training
- Establishment of support structures for problem solving by third parties (volunteers independent of headquarters, equipped with resources for problem solving – later these can also be already open libraries from the network)
2nd Phase: Set impulses
Concept/Situation-Fit
Objectives:
Concept/Situation-Fit
- Test different strategies to engage directly with target communities and create a library project
- Based on this: creation of a repeatable process for a successful impulse in direct contact with target communities (without partners as agents)
- Establish further library projects in different cultural contexts and regions
3rd Phase: Global Scaling
Scale
Objective:
Scale
By optimizing the Impulse, Build, Train, and Maintain processes, global scaling now takes center stage: Using the blueprint from Phase 2, communities worldwide are encouraged to build libraries. At the same time, additional ambassadors are identified who have access to headquarters resources to accelerate scaling at the global level. Process structures and know-how will also be made publicly available as part of our open source strategy.
Completion Criteria for Phase 1:
(Estimated duration: 1-2 years)
- Functioning pilot libraries
- Autonomously deployable, validated process structures for setup, training, and problem resolution in place
Relationship Structure:
In this phase, the development takes place exclusively with the help of local partners who establish contact with target communities: The organizational relationship structure is headquarters – partner – target community.
Completion Criteria for Phase 2:
(Estimated duration: 0,5-2 years)
- Direct contact with communities works in different cultural contexts
- More libraries have been created
Relationship Structure:
An additional option to the relationship building with the help of partners arises: Headquarters – Target Community. However, the development of relationships with partners as in phase 1 is maintained in parallel.
Completion Criteria for Phase 3:
(Estimated duration: 5-10 years)
- Global deployment of Seeds of Education processes by communities, ambassadors, NGOs, and governments.
- Achieve a Global Library Density Gap Indicator at a level of 1 in large parts of the world.
Relationship Structure:
The expansion of the network moves the central organization to the background – it supports the platform that connects stakeholders such as libraries, partners and volunteers; the structure is headquarters – network.
We are Guided by the Criteria for a Successful Intervention:
We Work Systematically and Evidence-based towards a Long-Term Goal
To create a successful intervention, we try to meet different requirements:
To determine whether a goal has been achieved, the goal must be measurable. For this purpose, we work with different indicators, both on a micro and macro level. For example, we measure the daily use of the libraries as well as the participation in workshops – in addition, we rely on regular qualitative data collection on the part of both librarians and users. At the macro level, we use the Library Density Gap (with a benchmark of 10,000 to 1) to measure overall library access. In addition, we work with an annual target at libraries we have initiated.
As a young organisation, we do not yet have access to long-term data. By constantly measuring and collecting feedback, we will be able to map our regional impact over different time periods, such as 5 years or a decade. Due to our global impact desire, all processes are subject to a planned activity over several decades.
The core of our intervention is the lean, globally applicable processes. One criterion in the process design is long-term cost-effectiveness. Since the infrastructure, set-up and employment are financed by the communities in which the libraries are created, costs only arise through the creation and optimisation of the processes, the expansion of the network and small book donations – tasks of the head office, which are handled by a small core team supported by volunteers. Thus, global scaling is possible without higher costs (book donations excluded, these can also be financed through individual crowdfunding campaigns).
Our system is manageable in both its phases and its elements, and as soon as it can be used, it can also be applied as an open-source system. Through our focus on scaling, we strive for precisely this ease of replicability.
Our core function as a process provider allows scaling with only a small core team managing the headquarters, while local partners, NGOs, local communities and other independent actors such as local governments are part of the scaling process.
We are Guided by the Criteria for a Successful Intervention:
We Work Systematically and Evidence-based towards a Long-Term Goal
To create a successful intervention, we try to meet different requirements:
To determine whether a goal has been achieved, the goal must be measurable. For this purpose, we work with different indicators, both on a micro and macro level. For example, we measure the daily use of the libraries as well as the participation in workshops – in addition, we rely on regular qualitative data collection on the part of both librarians and users. At the macro level, we use the Library Density Gap (with a benchmark of 10,000 to 1) to measure overall library access. In addition, we work with an annual target at libraries we have initiated.
As a young organisation, we do not yet have access to long-term data. By constantly measuring and collecting feedback, we will be able to map our regional impact over different time periods, such as 5 years or a decade. Due to our global impact desire, all processes are subject to a planned activity over several decades.
The core of our intervention is the lean, globally applicable processes. One criterion in the process design is long-term cost-effectiveness. Since the infrastructure, set-up and employment are financed by the communities in which the libraries are created, costs only arise through the creation and optimisation of the processes, the expansion of the network and small book donations – tasks of the head office, which are handled by a small core team supported by volunteers. Thus, global scaling is possible without higher costs (book donations excluded, these can also be financed through individual crowdfunding campaigns).
Our system is manageable in both its phases and its elements, and as soon as it can be used, it can also be applied as an open-source system. Through our focus on scaling, we strive for precisely this ease of replicability.
Our core function as a process provider allows scaling with only a small core team managing the headquarters, while local partners, NGOs, local communities and other independent actors such as local governments are part of the scaling process.
The People Behind Seeds of Education.
The Initiators
Adnan Džibrić
Founder | International Cooperation & Development
Jonathan Zebhauser
Founder | User Experience & Business Development
For specific solutions, we work with volunteers and freelancers on a project basis.
Network and Advisors
In order to make the best decisions in fields that go beyond our profiles, we are in discourse with experts from different fields of interest.
Our growing advisor network consists of experts from seven countries with diverse backgrounds such as:
Information and Librarianship Sciences, Literary Studies, Childhood Education, Educational Intervention in LDCs, Library Management and Publishing.
Prof. Dr. Bea Lundt, University of Education Winneba, Ghana; Ghana / Berlin, Germany.
Joe Gbasakollie, World Bank Education Portfolio Coordinator; Monrovia, Liberia.
Dr. Nafiz Zaman Shuva, Ph.D., Instructor, Faculty of Information and Media Studies; London, Ontario, Canada
For specific solutions, we work with volunteers and also with freelancers on a project basis.
Network and Advisors
In order to make the best decisions in fields that go beyond our profiles, we are in discourse with experts from different fields of interest.
Max Ipsum
World Bank Education Portfolio Coordinator | Experte für Liberia und Bildungsinterventionen
Prof. Dr. Lorem Ipsum
Professorin für | Historikerin | Expertin für Literatur in West-Afrika
Prof. Dr. Lorem Ipsum
Professor für | Schriftsteller | Experte in traditioneller Literatur in Benin
Prof. Lorem Ipsum, PhD
Professor für | Experte für Public Libraries
Lorem Ipsum
Advisory | Finance for Non-Profits
Lorem Ipsum
Rechtsanwalt
For specific solutions, we work with volunteers and also with freelancers on a project basis.
Network and Advisors
In order to make the best decisions in fields that go beyond our profiles, we are in discourse with experts from different fields of interest.
Max Ipsum
World Bank Education Portfolio Coordinator | Experte für Liberia und Bildungsinterventionen
Prof. Dr. Lorem Ipsum
Professorin für | Historikerin | Expertin für Literatur in West-Afrika
Prof. Dr. Lorem Ipsum
Professor für | Schriftsteller | Experte in traditioneller Literatur in Benin
Prof. Lorem Ipsum, PhD
Professor für | Experte für Public Libraries
Lorem Ipsum
Advisory | Finance for Non-Profits
Lorem Ipsum
Rechtsanwalt
For specific solutions, we work with volunteers and also with freelancers on a project basis.
Network and Advisors
In order to make the best decisions in fields that go beyond our profiles, we are in discourse with experts from different fields of interest.
Our growing advisor network consists of experts from seven countries with diverse backgrounds such as: Information and Librarianship Sciences, Literary Studies, Childhood Education, Educational Intervention in LDCs, Library Management and Publishing.
Our growing advisor network consists of experts from seven countries with diverse backgrounds such as: Information and Librarianship Sciences, Literary Studies, Childhood Education, Educational Intervention in LDCs, Library Management and Publishing.
The Advantages of Our Intervention at a Glance
Advantages of Our Organisational Model at a Glance:
- Low costs
- Global scaling possible
- Involvement of local partners at different levels
- High commitment of the target communities
Advantages of the Library Model at a Glance:
- Education of children and young people
- Targeted promotion of topic-specific interests through workshops (e.g. writing)
- Creation of spatial oases of calm for the promotion of young people interested in education
- Promotion of media literacy, environmental protection, equality and other socially relevant topics through workshops and readings
Advantages of Our Organisational Model at a Glance:
- Low costs
- Global scaling possible
- Involvement of local partners at different levels
- High commitment of the target communities
Advantages of the Library Model at a Glance:
- Education of children and young people
- Targeted promotion of topic-specific interests through workshops (e.g. writing)
- Creation of spatial oases of calm for the promotion of young people interested in education
- Promotion of media literacy, environmental protection, equality and other socially relevant topics through workshops and readings
And This Makes Us Different:
We Unite Scaling, Digitalisation and Local Commitment.
We differ from other organisations that create physical libraries in our focus on low-cost, global scaling.
At the same time we differ from organisations that try to create global access to education by providing safe, physical spaces locally instead of taking a purely digital route. We combine the best of both ways, digital and spacial-locally (and of course we also draw on the work of digitally active organisations).
And This Makes Us Different:
We Unite Scaling, Digitalisation and Local Commitment.
We differ from other organisations that create physical libraries in our focus on low-cost, global scaling.
At the same time we differ from organisations that try to create global access to education by providing safe, physical spaces locally instead of taking a purely digital route. We combine the best of both ways, digital and spacial-locally (and of course we also draw on the work of digitally active organisations).
“My initial response is that there is no public library in Liberia; so, the need to even have one can not be overly emphasized.“
XX, World Bank Education Portfolio Coordinator, on whether there is more need for public libraries in Liberia.
Help Us Close the Library Density Gap Now!
We are happy to answer enquiries, feedback and cooperation opportunities. And if your request does not fall under this, please do not hesitate to contact us anyway. Use the contact form or write us an email at cooperation@seedsofeducation.org! If you give us your number, we will also be happy to call you back.
Help Us Close the Library Density Gap Now!
We are happy to answer enquiries, feedback and cooperation opportunities. And if your request does not fall under this, please do not hesitate to contact us anyway. Use the contact form or write us an email at cooperation@seedsofeducation.org! If you give us your number, we will also be happy to call you back.
Footnotes:
1 Unesco (1994): Public Library Manifesto.
[online] https://unesdoc.unesco.org/ark:/48223/pf0000112122 [2021-11-01].
2 Shuva, N. & Akter, R. (2012): Status of Non-Government Public Libraries in Bangladesh. Eastern Librarian.
23. Doi: 10.3329/el.v23i1.12119.
3 UN Department of Economic and Social Affairs (2019): World Population Prospects 2019. [online]https://population.un.org/wpp/Download/Standard/Population/ [2021-02-15].
IFLA (n.d.): Library Map of the World [online]https://librarymap.ifla.org/ [2021-02-15].