GOOD PRACTICE

AIM

The project seeks to professionalize the role of the digital mentor, conceived as the person responsible for supporting citizens in the use of digital tools, ensuring that no one is excluded from the digital transformation process. Through specialized training in the form of a university micro-credential, mentors acquire technical, social, and communication skills that enable them to provide quality support. This role can be used in public administration, the private sector, and the third sector, expanding its impact in various fields.

DESCRIPTION OF THE ACTIONS CARRIED OUT

The project has been developed around five areas:

• Digital Inclusion: Ensure that the entire population has equitable access to digital technologies and the necessary skills to use them, reducing the digital divide.
• Training and Specialization: Implement a training program for the creation of digital mentors, through a university micro-credential, which strengthens technical, social, and communication skills.
• Creation of Assistance Points: Establish “digitALL” points in strategic customer service spaces, providing accessible and accessible digital assistance.
  Multisectoral Collaboration: Involve public administration, the private sector, third-sector organizations, and universities to ensure a comprehensive, sustainable, and coordinated approach.
• Creation of a Social Digital Community: Foster a support network between mentors and users that facilitates cooperation and the development of joint initiatives to advance digital inclusion.

KEY SUCCESS FACTORS

To achieve the desired impact and ensure the sustainability of the Microcredential – Social Digital Mentoring, we consider the following factors essential:

1. Multisectoral commitment: Collaboration between the public administration, the private sector, universities, and the third sector is key to consolidating a comprehensive and sustainable approach.
2. Quality training: A program tailored to the needs of digital mentors, combining technical, social, and communication skills with a practical approach focused on citizen service.
3. Creation and revitalization of a digitalALL community: Beyond forming a network of mentors and users, it is essential to energize it to promote collective initiatives and concrete solutions that contribute to bridging the digital divide in the city.
4. Accessible and operational digital assistance points: Ensure that these spaces have well-defined services, strategic locations, and institutional support to offer effective digital support to citizens.
5. Sufficient human and financial resources: Having stable funding and qualified personnel is essential for the continuity and scalability of the project.
6. Adaptability and innovation: Flexibility to respond to new digital needs, integrate technological advances, and adjust methodologies according to evolving environments.
7. Communication and awareness strategy: Effective dissemination to highlight the role of the digital mentor, attract new participants, and build public trust.
8. Continuous evaluation and improvement: Establish impact indicators and collect feedback to optimize both training and digital support services.
9. Project governance: Clear management model, with defined roles and coordination mechanisms.

MAIN RESULTS OBTAINED

The first edition of the microcredential program is currently underway, with 15 future digital mentors in training, scheduled to conclude in April. A digital community will then be formed, comprised of these mentors and other interested individuals, such as those who expressed interest in the digital divide survey conducted among the population.

This community will play a key role in defining the services offered by the “digitALL” service centers, which are scheduled to launch in the second half of the year.