The initiation, diffusion and adoption of the telecentre idea has been an enormously
eclectic process, largely devoid of systematic research and planning. The approach
has generally been one of pilot projects — trying out models to see what works to
achieve a diversity of objectives. In some cases the approach has been simply
entrepreneurial, with enterprising business people exploring new opportunities for
profit-making.
A range of important issues is linked to the operation and success of telecentres.
These include: sustainability, community relevance, government policy, information
and communication technology (ICT), research, community partnerships and
participation, telecentre objectives, and business planning. Often mentioned but
largely undeveloped is the training associated with telecentre management, an issue
that relates to all of the issues mentioned.
While each of the issues deserves systematic analysis, this chapter concentrates on
sustainability and training. Based on data collected from Australia and South Africa
to Hungary and Canada — and from various project documents — we describe some
of the strategies being used to sustain telecentres. We put this discussion especially in
the context of developing nations because of the intense interest in the early 21 st
century in incubating telecentres in places where individual connectivity to
information access is most problematic.