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Frequently Asked Questions

about Multi-Stakeholder Partnerships

in ICTs for Development

A guide f natinal ICT plic aniats

Lishan Ada

Tina Jaes

Alice munua wanjia

September 2007


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Frequently Asked Questions about Multi-Stakeholder Partnerships in ICTs for Development

A guide f natinal ICT plic aniats

Published b the Assciatin f Pgessive Cunicatins (APC)

2007

ISBN: 92-95049-42-X

APC-200710-CIPP-T-EN-P-0040

Ceative Cns Licence: Attibutin-NnCecial-NDeivs 3.0

http://ceativecns.g/licenses/b-nc-nd/2.5/

Gaphic Design:moNoCromo

[email protected]

APC dedicates this guide to the people with whom we worked on national ICT policy advocacy in Africafrom 2004 to 2006. Most of them are still contributing to national policy change.

Lishan Adam

Goretti Z. Amuriat

Dawit Bekele

Fatima Bhyat

Abebe Chekol

Willie Currie

John Dada

Anriette Esterhuysen

Coura Fall

Lina Gjerstad

Tina James

Michel Lambert

Alice Munyua

Jean-Claude Mwepu

Johnson Nkuuhe

Claire Sibthorpe

Jummai UmarKate Wild

David Woolnough


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1. Abotthisi/4

2. Backo/4

3. Whatati-stakhopatshipsoICTpoic?/5

4. Whatathoasoati-stakhopatship?/7

5. Whatathbtsoti-stakhopatships?/8

6. Howooawiththchasoti-stakhopatships?/10

7. Whatathosostakhosiati-stakhopocss?/11

8. Whatathiipicipsoti-stakhopatships?/14

9. Howooivati-stakhopocss?/16

10.Whatcoicatiosaavocacactivitisa?/19

11.HowoooitoavaatoICTpoicpocss?/21

SeleCTeduSefulreAdIngmATerIAlS/22

CASeSTudyThti-stakhopocssoICTpoicithdocaticrpbic

othCoo/23

CASeSTudy

KICTAnt:Ati-stakhopocssoICTpoiciKa/26

Table f cntents


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4 F r e q u e n t l y A s k e d q u e s t i o n s A b o u t M u l t i - s t A k e h o l d e r P A r t n e r s h i P s i n i C t s F o r d e v e l o P M e n t

1. About this guide

recent eas have seen signicant inteest in the

develpent f ulti-stakehlde patneships and

ulti-stakehlde pcesses that ai t addess vai-

us develpental challenges. These have spanned a

ange f applicatin aeas, f envinental ptec-

tin t scial inclusin; f glbal initiatives t lcal

and natinal patneships; f alliances beteen

the pivate and public sects t the inclusin f a

bade ange f patnes f civil sciet, gassts

ganisatins and the edia; in plic develpentbut als ipleentatin and sevice delive.

Partnerships between the public sector, the private

sector and particularly civil society in promoting in-

formation and communication technology (ICT) policy

are a relatively new venture. The echaniss, an-

ageent and gvenance f such patneships, f

lse aangeents t e fal echaniss, ae

still elativel ne and nt alas full undestd.

This guide is an attept t add t the ging bd

f knledge and expeience n ulti-stakehlde

pcesses and patneships, based n the pacticalexpeiences encunteed duing the thee-ea CATIA

pgae1 n ICT plic advcac. It pesents guide-

lines that a assist natinal ICT plic facilitats in

cing t gips ith the cplexities f ulti-stake-

hlde elatinships and the attainent f cn

gals and bjectives. It cnsides pactical issues f

the establishent f a ulti-stakehlde pcess f

ICT plic and lks at h ulti-stakehlde patne-

ships k, hat has been successful and hat has

nt, and ffes se pactical suggestins n h t

ake the e effective. Pactical expeiences f

t Afican cunties the Decatic republic f theCng (DrC) and Kena ae used t illustate t

pssible appaches.

1 The CATIA (Catalsing Access t ICTs in Afica) pgae an f 2003

t 2006, suppted b the UK Depatent f Intenatinal Develpent

(DFID), ith additinal suppt f the Intenatinal Develpent

reseach Cente (IDrC) and the Sedish Intenatinal DevelpentAgenc (Sida). The expeiences in this handbk ae based n the ICT

plic advcac cpnent, hich as ipleented b the Assciatin

f Pgessive Cunicatins (APC) in ve cunties (Kena, Ethipia,

Senegal, Nigeia and the Decatic republic f the Cng).

2. Background

The public sect has been the aj fce behind

st ICT plic and natinal ICT stateg initiatives in

Afica ve the last decade. Heve, it is becoming

increasingly clear that the success of ICT in develop-

ment cannot be met without the active participation

of civil society, the media and the private sector.

The ain ingedients f ICT f develpent include

a ange f aeas that need t be addessed an

enabling plic and egulat envinent, accesst basic infastuctue, acceleated develpent f

basic ICT skills, develpent f apppiate cntent,

ICT applicatins f develpent, and advanced ICT

eseach and develpent t pvide innvative slu-

tins applicable in develping cunt cntexts. Such

a ide ange f equieents needs stategic alliances

beteen diffeent acts at natinal, eginal and

intenatinal levels. N single sect in sciet can

delive sevices t addess the cplexities f sus-

tainable develpent; n can public initiatives alne

eet ICT f develpent challenges.As a result the

multi-stakeholder approach has become preferredto a traditional top-down approach for promoting

policy changes and managing accountability in the

implementation of ICT programmes. The undestand-

ing that the vices f the cns ae a stng

catalst f change and a ke f eeting these ICT f

develpent challenges has given ise t the inceas-

ingl pivtal le f civil sciet ganisatins (CSos)

dan f nn-gvenental ganisatins, faith-

based institutins, gassts ganisatins, pfes-

sinal assciatins, tade unins, cnsue gups,

eseach institutes, think tanks and the edia. Thei

invlveent in ulti-stakehlde pcesses ith thepivate sect and plic-akes has given ise t a

ne f f ulti-stakehlde patneship that has

ceated a psitive fce f diving fad ICT plic

and ICT f develpent (ICT4D) pgaes aund

the ld. Se gvenents have launched thei

n patneship pgaes, eaching ut t the

stakehldes in de t enhance thei k in ICT

plic, planning and pgae ipleentatin.


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5A G U I D E F o r N A T I o N A L I C T P o L I C y A N I m A T o r S

3. What are multi-stakeholder partnershipsfor ICT policy?

multi-stakehlde patneship is a ve bad te

that descibes gupings f civil sciet, the pivate

sect, the public sect, the edia and the stake-

hldes that ce tgethe f a cn pupse,

hich hee efes t the intent t dive changes in

ICT plic develpent and ensuing ipleenta-

tin. In such patneships the patnes have a shaed

undestanding that thepla diffeent les and

have diffeent pupses,

but that the can pusue

cllective gals thugh

cllabatin and cn

activities t achieve such

gals. These patneships

ae vlunta, ith pa-

ticipatin diven b the pe-

ceived benets the a

see eeging f the pcess. Such patneships

ae inceasingl being used t challenge and lbbf change in plic pcesses. This is, in a nube f

cases, undepinned b cllective eseach funding t

suppt a paticula psitin in the plic pcess and

t aise geneal levels f aaeness and knledge

abut the issues unde cnsideatin.

multi-stakehlde patneships sh a ange f

dalities f lse fu-like stuctues all-

ing f active debate and the exchange f knledge

and expeience, t e falised stuctues based

n the ceatin f a legal entit ith apppiate

gvenance stuctues t ensue tanspaenc and

accuntabilit. The ulti-stakehlde patneship is

ften vieed as a netk appach. Heve thee

is a substantial diffeence beteen netks and

ulti-stakehlde patneships. Netks el n the

ebeship f like-inded institutins that shae

a cn pupse f ce activities, hile ulti-

stakehlde patneships ai t band institutins

ith diffeent agendas t-gethe t addess c-

n issues that a affect

the thei stakehld-

es. Netks tend t be

self-ganising, evlving

in espnse t cplex

ealities facing the

thei cnstituents. The ae

highl dependent n inf-

al leadeship t achieve

thei pupse. multi-stakehlde patneships can be

egaded as netks ith se fal eleent (e.g.a nae cllective identit, guiding pinciple and

sall secetaiat). multi-stakehlde patneships ae

ften ceated b agents (chapins, extenal dns,

etc.) t addess specic plic challenges.

Table 1 shs se f the siilaities and diffeences

beteen netks and ulti-stakehlde patne-

ships.

Patneships ae dened as vlunta andcllabative elatinships beteen vaiuspaties, bth state and nn-state, in hich allpaticipants agee t k tgethe t achievea cn pupse undetake a specic taskand t shae isks and espnsibilities,esuces and benets.

UN General Assembly, 60th session, Report of theSecretary General. UN Doc A/60/214.

TABLE 1. CHArACTErISTICS oF NETworKS AND mULTI-STAKEHoLDEr PArTNErSHIPS

CHArACTErISTICS NETworKS mULTI-STAKEHoLDEr PArTNErSHIPSmebeship Institutins ith sehat siila ce bjectives

and agendas and thse ith shaed inteestin exchanging ideas, geneating knledge bilising capacit f cllective actin

Institutins that a have diffeent agendasbut ae bught tgethe because f apeceived cn pupse

Aeas f fcus reseach, infatin shaing, ipleentatinf stategies

Advcac, plic-aking andipleentatin

manageent andgvenance

Netk anage spnsing institutinSelf-gvening, self-egulatingDependent n infal leadeship

Tend t be anaged b civil scietganisatins, develpent agencies,ganisatins that pla a facilitating leGeneall have a nae and identitPesence f a secetaiat t facilitate thefunctining f the patneships

Pupse Jint value ceatin b all ebes, identicatinf stategies t engage ith decisin-akes

Advcac f change, ipleentatin fchange

Duatin mediu and lng te Sht and ediu te


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Thee is se velap beteen hat ae dened

as ulti-stakehlde patneships and thse that

ae netks and the bundaies can be blued.

multi-stakehlde patneships ften give ise t lng-

te netks, hich pla an nging le in plic

fulatin, citique, debate, dialgue, niting

and ipleentatin. multi-stakehlde patneships

culd lead t:

A futhe vlunta assciatin f like-inded -

ganisatins that f thei n netk t pusue

specic gals such as exchanging knledge pactices, and/

me uid, less fal and ganic stuctues that

eege and g ut f ulti-stakehlde gups

and adapt t achieve specic utces.

Likeise, lsel cupled netks can in tun lead

t the ceatin f e falised ulti-stakehlde

patneships, plic spaces and a eans f negtiat-

ing ith state and intenatinal institutins. A gd

exaple can be seen in the case f Kena, hee

KICTANet stated ut as a lse assciatin f in-

teested individuals but eventuall becae a e

falised institutin, as this as felt t be a e

apppiate echanis t gain legitiac and ced-

ibilit in ICT plic negtiatins.

In the ICT sector, the multi-stakeholder partnershipapproach has been used by donor agencies to work

together in promoting policy changes or ICT appropri-

ation for social and economic development. one such

aangeent is the Glbal Knledge Patneship

(GKP),2 hich bings tgethe public sect, pivate

sect and civil sciet ganisatins ith the gal

f shaing knledge, expetise, expeiences and e-

suces. mebes f the GKP cpise gvenents,

bilateal dn agencies, pivate sect cpanies,

netks and ultilateal/intenatinal institutins

that ae citted t hanessing the ptential f ICT

f equitable and sustainable develpent.

Heve, the key impact of multi-stakeholder proc-

esses is largely at the national level where the centre

of gravity lies for ICT policy support. Natinal ICT f

develpent challenges that deand ulti-stake-

hlde patneships ae nueus. The ange f

a lack f enabling plic and egulat envinents

that pte investent, inadequate cntent and

applicatins that eet ke develpent challenges,

paticulal the livelihds f the p, liited e-

seach capacit in the ICT sect, liited skills bases,

inadequate natinal backbnes and liited access tual and ete aeas.

The wld Suit n the Infatin Sciet (wSIS)

has been influential in stiulating natinal ulti-

stakehlde appaches t ICT plic develpent and

applicatin. The Geneva Phase f wSIS in 2003, ang

thes, ecended that all cunties ipleent the

Plans f Actin eeging f the Suit thugh a

netk appach and ept back t the Tunis Phase

in 2005. WSIS did not only prompt governments to

reach out to the private sector and civil society but

also, in some cases, enabled civil society to assumeleadership roles in ICT policy development.

2 .glbalknledge.g

The Kenya ICT Action Network(KICTANet)

The ipetus f a ulti-stakehlde pcessin Kena ase f a ecendatin fthe wld Suit n the Infatin Scietand lng-standing cllabatin beteen civilsciet and the pivate sect in advcating fdiffeent ICT plic changes in Kena ve thelast t decades. KICTANet as initiated b civilsciet ganisatins in octbe 2004 duinga eeting ganised b the media Cuncil,APC, the DFID-suppted CATIA pgae,TESPoK (Telecunicatins Sevice PvidesAssciatin f Kena), Suit Stategies andthe Kena wSIS Civil Sciet Caucus. Theseganisatins tgethe ith the Kena ICT

Fedeatin (KIF) fed the initial ebes fKICTANet.

The initiats f KICTANet ee facing cnpbles elating t ICT plic in Kena and feltthat thei individual gals culd be achievedb fcusing n the cllective gal f shaingesuces and skills, stiulating debateand catalsing the plic pcess. Thughinteactin ith stakehldes, aaenessceatin, bilisatin f the pivate and publicsects and civil sciet aund plic issuesand encuageent f snegies, KICTANetas able t achieve tust and scial legitiacang plic-akes, intenatinal institutins

and the geneal public in Kena. KICTANetplaed a cataltic le in facilitating ICT plicchanges in the cunt.


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The ceatin f the DmTIC, a ulti-stakehlde ICTplic advcac gup in the Decatic republicf the Cng, as facilitated thugh the DFID-suppted CATIA pgae. In 2004, based n theexpeience f the cunties, the CATIA pgaen plic and advcac, ipleented b APC,identied Altenatives as natinal facilitat fplic advcac k in the DrC.

In Febua 2005, Altenatives bught kestakehldes f civil sciet and the pivate andpublic sects tgethe t aticulate natinal ICTchallenges and ebak n eseach and advcack. The aj ICT issues identied b the DmTICee:

Develpent f a natinal backbne

infastuctue

Develpent f a natinal ICT plic and stateg

Fsteing ICT egulatin and legislatin

Ptin f cntent and applicatins t advance

pst-cnict scial and ecnic develpent

Distibutin f ICT equipent and esuces t

ipve access t cputes and the intenet.

The DmTIC began its plic advcac k bcnducting eseach n a natinal backbne netkthugh funding f the IDrC. The stud is expectedt ceate the basis f lbbing decisin-akes fplic changes, and f the pivate and public sects

t ll ut the ugentl needed badband backbneinfastuctue in the Decatic republic f theCng.

multi-stakehlde patneships can be spnsed b

the public sect, civil sciet the pivate sect,

a cbined efft f all f the. Netks can

and have been stated b civil sciet ganisatins,

gvenent, the pivate sect and individuals. The

can be glbal, eginal, natinal lcal, can

peate at diffeent gegaphical levels at the sae

tie. The question of who should initiate or drive a

multi-stakeholder process is dependent on the local

setting and context; but it has become clear that

civil society-driven partnership models fare betterthan the public sector models. The ulti-stakehlde

patneships in Kena and the Decatic republic

f the Cng ee bth spnsed b civil sciet

ganisatins; but the public sect and the pivate

sect ee invlved, t vaing degees, f the

eal stages f thei fatin.

4. What are the goals of a multi-stakeholderpartnership?

The ce thee f ulti-stakehlde patneships

is jint value ceatin b all the paticipating e-bes. multi-stakehlde patneships ae iptant

t bing abut plic change, shae isks, and nd

innvative and snegistic as t pl esuces

and talents, based n each paticipants stengths.

multi-stakehlde pcesses ae lngitudinal and

iteative initiatives that ae develped t delive u-

tual benets f all that ae engaged in the pcess n

a lng-te basis. The pupse is t pusue a shaed

visin, aintain a belief in favu f jint pble

slving, and add value t the challenge unde cnsid-

eatin bend that hich can be achieved thugh

the effts f individual initiatives. The main goal of

a multi-stakeholder ICT process is to see change in

policy and implementation. A gd exaple can be

fund in the Kena ICT plic pcess hee the jin-

ing f fces f the pivate sect and civil sciet

esulted in a cbined efft that supassed anchange that culd be effected b eithe f the sects

n thei n.

The specic gals f ulti-stakehlde patneships

in ICT plic develpent ae t:

Identif specic ICT issues that affect scial and

ecnic pgess and hich need piit atten-

tin

Ca ut jint analsis and eseach hich ill

bette inf the plic fulatin pcess and

subsequent ipleentatin

Pl esuces, talents and the capabilities f a

divese ange f stakehldes, theeb stengthen-

ing the capacit t effect change

Shae infatin n pbles and slutins, and

pte geate levels f undestanding and tust

beteen the vaius stakehldes

Goals of La Dynamique Multisectorielle pour les Technologies de lInformationet de la Communication (DMTIC)


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F r e q u e n t l y A s k e d q u e s t i o n s A b o u t M u l t i - s t A k e h o l d e r P A r t n e r s h i P s i n i C t s F o r d e v e l o P M e n t

Develp guidelines f best pactices, itten

inputs int plic pcesses actin plans f

the ipleentatin f ICT plic changes

Build the capacit f citizens t gain cndence,

knledge and skills, hich in tun ill enable

the t paticipate e full in the plic devel-

pent pcess

Lbb plic- and decisin-akes f change

raise the level f aaeness f ICTs thugh cl-

labating ith the edia

Evaluate and nit pgess f change and

subsequent plic ipleentatin

Addess the ICT issues that ae elevant t sci-

ecnic pgess.

5. What are the benets of multi-stakeholderpartnerships?

multi-stakehlde patneships d nt nl bing

ke stakehldes tgethe t discuss plic issues,build cnsensus and ipleent slutins, but als

help t ipve equit beteen plaes, and pte

tanspaenc and paticipatin f the public in the ICT

plic pcess. The ulti-stakehlde pcess uses

a ide ange f ethds and tls f engageent

including face-t-face eetings, nline discussins,

taining kshps and the fatin f king

gups t pepae bieng papes, inputs int plic

pcesses and backgund eseach n piit ICT

tpics. In geneal:

Multi-stakeholder partnerships promote inclusiv-

ity and equity in ICT policy and implementation.

The appach facilitates the paticipatin f all

inteested paties in the pcess in an equitable

anne f issue identicatin, pepaatin

f suppting eseach, knledge shaing, de-

velpent f actin plans and assigning tasks t

niting the pgess f plic changes. Bth the

DmTIC and KICTANet pte equal paticipatin

f the pivate sect, the edia, eseaches, civil

sciet and the public sect in the discussin f ICT

plic issues and ipleentatin f slutins.

Multi-stakeholder partnerships expand theanalytical capability to address ICT policy

issues. The invlveent f a ide ange f

stakehlde gups enables the develpent f

a e cpehensive analsis f plic issues

than an single stakehlde gup can achieve.

F exaple, the invlveent f the Pst and

Telecunicatins Cpatin f the DrC in

the DmTIC as useful in binging ut the chal-

lenges that the gvenent faces in lling ut

badband infastuctue and discussing pjects

that ee in the pipeline. In the case f KICTANet,

the cllabatin f civil sciet and the pivate

sect esulted in bette undestanding f theissues egading univesal access. Siilal the

cllabatin ith edia decisin-akes has

esulted in a bette undestanding f aeas f

utual cncen in the media Bill and the ICT

Plic Bill.

Multi-stakeholder partnerships promote grass-

roots mobilisation and participation. Thei siple

existence encuages the paticipatin f civil

sciet and cunit-based ganisatins in the

plic debate. multi-stakehlde patneships als

help in aising the aaeness f the ke acts and

thei cnstituencies.

Multi-stakeholder partnerships promote the de-

velopment of focused and holistic action plans.

Bth KICTANet and the DmTIC fcused n nl a

fe issues at a tie. In the case f KICTANet, ne

f the st activities undetaken as t piitise

the aeas n hich it uld fcus. In the eal

das, this as aied piail at ving the ICT

plic pcess fad, but afte the ICT plic as

dafted, the fcus ved nt the aeas such

as vice ve intenet ptcl (VIP) and e

ecentl the media Bill.

Multi-stakeholder partnerships foster the

sharing of skills and innovation. Binging stake-

hldes ith diffeent pespectives tgethe

encuages all paticipants t see pbles in

ne as and enables the develpent f ne

and innvative stategies f change. The patici-

patin f civil sciet, the public sect and the

pivate sect in the develpent f a natinal

badband plan f the DrC as educative f

all stakehldes. Siilal the paticipatin f

KICTANet ebes in the Kenan ICT plic p-cess as useful f negtiating the deegulatin

f VIP.


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Multi-stakeholder partnerships provide an impor-

tant platform for training a new crop of experts

h help t sustain the patneship and aniate

the plic debates n an nging basis. This can

take place eithe ithin the patneship utside

it, hen these expets ve n t ne psitins

in the ICT aena. Capacit-building is theefe a

ve iptant utce f the ulti-stakehlde

pcess, even hen this is nt explicitl built int

the pcess. This as paticulal evident in the

CATIA plic advcac pcess. withut exceptin,each f the aniats invlved at the natinal level

in these pcesses eeged ith a deepe and

e extensive knledge f ICT plic pcesses

and the ke issues. All have subsequentl been

able t paticipate at a e sphisticated level

in natinal (and intenatinal) debates and se

have ved n t e seni psitins since the

CATIA pgae ended in 2006.

Multi-stakeholder partnerships create a balance

between market orientation and development

orientation. The paticipatin f civil sciet and

the public and pivate sect helps t aintain a

stng balance beteen cecial and public

inteests, ensuing that delive genuinel fcuses

n sustainable utces. KICTANet as able t

bing ut the scial and public diensins thugh

its fcus n univesal access in the Kenan ICT

plic pcess. The fact that the centa n

the initial ICT plic dcuent as dafted b a

ulti-stakehlde gup caied e eight ith

gvenent decisin-akes because it as seen

as cing f a epesentative bd. man f the

ecendatins ade b KICTANet ee eventu-

all incpated int the nal plic dcuent.

Multi-stakeholder partnerships encourage good

governance. Patneships pvide an pptunit

f diffeent gups t identif cnicts, gaps

velaps beteen thei espective plicies and

pgaes, and t bette cdinate thei k

ging fad. The inheent tensin ceated

thugh the cing tgethe f patnes ith dif-

feent gals and pupses can be used t gd

effect t ensue geate levels f tanspaenc and

accuntabilit.

Multi-stakeholder partnerships enable par-

ticipants to leverage their nancial resources.

Theae useful n a nube f levels duing the

plic fulatin pcess: a) f pling nancial

esuces duing ICT plic pcesses t ensue

that plic ecendatins ae backed up b

slid backgund eseach t suppt paticula

appaches in the develpent f an ICT plic;

and b) f the cbined undetaking f paticipa-

tive pcesses such as kshps and think tanks,

aaeness aising capaigns thugh the edia,

the ceatin f nline discussin lists, and the

pepaatin f bieng papes.

once the ICT plic has been fulated andvalidated, ulti-stakehlde patneships be-

ce iptant f develping public-pivate

patneships, especiall in the ipleentatin f

sustainable ICT pjects. The can help t identif

h public ne can best be used t leveage

pivate investents.

Multi-stakeholder partnerships motivate both

leaders and laggards. The ceate platfs f

encuaging thse ith liited citent and

f binging pgessive acts tgethe. Success

tends t beed success. In the case f KICTANetfee than ten ganisatins paticipated in the

iginal stat-up f the netk in 2004. The

nubes have inceased t-fld and since 2006

include inceased paticipatin f a bade

ange f plaes, including edia nes.

Multi-stakeholder partnerships promote owner-

ship and commitment for action. The enable

paticipants t gain a bette undestanding f the

need f change, feel neship f a ppsed

plan f actin and ceate a platf f pee pes-

sue t ensue delive f utces.

Multi-stakeholder partnerships help to develop

trust among groups that are usually suspicious

and hostile towards each other. Civil sciet,

gvenent and the pivate sect ae taditinall

suspicius f each the. The edia, a elativel

ne plae in ICT plic pcesses, in tun bings

in suspicins elating t the accuac f epting

and expsue f decisin-akes, hich is ften

nt elced. This del ptes tust and

encuages futhe patneship utside the ce

patnes. F exaple, KICTANet has been ablet bing the edia int the ICT plic pcesses

thugh a) ceating pptunities f the taining

f junalists n ICT attes; b) king ith


10/32


edia edits and nes t aise undestanding

f the iptance f eeging ICT plic issues

elating t technlg cnvegence; and c) ce-

ating pptunities f clse cllabatin ith

junalists t aise the ple f ICT epting in

the natinal edia.

Heve the ulti-stakehlde pcess is nt alas

staightfad. It culd fall int the tap f t uch

talk and n actin, ith cntinual eetings and

discussins and n ecgnisable and tangible esult

being achieved. This is a paticula isk if thee is nplitical ill t change and n idespead suppt

f ke plaes. Enlisting all ke stakehldes, each-

ing ageeent n a shaed visin and establishing

pcedues f accuntabilit and easuing pgess

(checks and balances) ae all iptant f the ulti-

stakehlde pcess t succeed.

6. How do you deal with the challengesof multi-stakeholder partnerships?

multi-stakehlde pcesses ae nt eas t anage.

The face a nube f challenges hich culd esult infailue t each thei hped-f utces. Bel ae

se f the pbles that ae likel t be encunteed

and hich ill equie extadina effts at ties

t ensue that the d nt deail the pcess:

Different groups of stakeholders are likely to

compete with each other. This can be due t

self-inteest, the a be cpetits in thei

espective ICT activities, f instance, bile pe-

ats cpeting f the sae custes f the

attentin f the egulat; NGos cpeting f the

sae liited pl f funding; natinal gvenentdepatents ith velapping andates h ant

t lk cedible and cpete f the ight t n

the pcess, paticulal if it is a successful ne;

cnsultants cpeting f pssible eseach as-

signents; dns h ish t be assciated ith

the pcess, a paticula pble hen seveal

suces f funding have been pvided.

External funding resources may be limited and

not always easy to identify and access. This has

pved t be a difcult pble f an ulti-

stakehlde pcesses. Gd pactice leant

f the Kena expeience is that a) success

beeds success nce the pcess as seen as

legitiate and pducing visible utces, it

becae uch easie t nd funding suces; and

b) ultiple funding suces, paticulal hee

thee is an active pivate sect, ceate a e

sustainable evenue . F exaple, in the

case f Kena, st f the eetings, kshps,

backgund eseach, etc. ee funded eithe

thugh in-kind cntibutins f nueus

businesses (ne pviding the venue, anthe the

cateing, intenet csts, fce space, and s n)

funding f peating csts and backgund

eseach hich as pvided b vaius dns(e.g. the IDrC, DFID). Lack f sustainable funding

esuces culd jepadise the cpletin f the

pcess.

Finding common ground between various

stakeholders requires strong negotiation and

facilitation skills. Due t the fact that the p-

cess ks ith a ide vaiet f stakehldes,

it a be difcult t identif cn bjectives

and utces. Diffeent paties a have a

hist f antagnis due t ppsing idel-

gies and appaches, in se cases, neve

having ked tgethe befe. This a ake

it difcult f the patnes t nd each the;

f exaple, the pivate sect is geneall seen

as diven nl b pt tives, hich in tun

is seen as negative b thse e inteested in

seeing develpents f the public gd. once

again, the Kena case illustates that thee ae

pssibilities f nding cn gund; in this

case, st f the stakehldes anted t see a

cpehensive ICT plic n the table.

Multi-stakeholder processes run the danger of

becoming no more than endless talk shops, ithlittle actin visible utce despite nueus

eetings and kshps. It is iptant t ensue

that the pcess includes a stng ephasis n the

utces that need t be eached, and t build

in a niting echanis that ensues that the

pcess is kept n tack, that its utputs ae vis-

ible, and that thee is cntinual eectin n the

diectin in hich the pcess is ving. It ust

als be accepted that st ulti-stakehlde

pcesses have a liited lifetie. once the gals

f the patneships have been achieved, thee

a be n easn t cntinue unless ne issues

ae identied hich uld benet f a ulti-

stakehlde appach.


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The existence of many initiatives will result in

a fragmented process. recent inteest in ulti-

stakehlde pcesses b gvenent, the pivate

sect and civil sciet has esulted in cpeting

initiatives. F exaple, thee ae thee diffeent

initiatives in the Decatic republic f the Cng

t bing tgethe ke acts, nael the ComESA

(Cn maket f Easten and Suthen Afica)

reginal ICT Suppt Pgae, the UNECA

(United Natins Ecnic Cissin f Afica)

natinal ICT plic pject and the APC/CATIA andAltenatives DmTIC. This ften leads t cnfusin

and dissipatin f enegies and esuces. whee

pssible, snegies shuld be fund s that these

pcesses can suppt each the eventuall

ege int a single pcess.

Multi-stakeholder partnerships rely heavily on

the presence of a visible and active champion.

when chapins leave and the ae ften highl

in deand due t thei visible les and knledge

f ICT plic the ulti-stakehlde pcess a

unde. This can be cunteacted thugh ensu-

ing that thee is a successin plan in place.

Volunteerism is not sustainable. It is difcult

t keep ulti-stakehlde patneships ging

ithut a cntinuus f esuces. running a

ulti-stakehlde pcess based n the vlunta

effts f a fe ce aniats is unlikel t be

sustainable.

7. What are the roles of stakeholdersin a multi-stakeholder process?

multi-stakehlde patneships engage an pla-

es in plic-aking and ipleentatin. These

include:

Plic- and decisin-akes at vaius levels f

gvenent

Public epesentatives (paliaentaians)

Civil sevants (unicipal, ual and znal)

Civil sciet ganisatins (eginal, natinal and

intenatinal)

Gassts ganisatins

Cnsues and cnsue gups

End-use beneciaies

The edia pint, adi and TV (eginal and

natinal) n vaius levels e.g. nes, edits,

junalists

Acadeics and eseaches

Cnsultants

Pivate sect (sall and ediu entepises,

sevice pvides, natinal and ultinatinal

cpanies)

Indust assciatins Public sevice pvides including incubent

telecunicatins peats and egulats

Develpent aid agencies and the supptes.

Each f these stakehldes ill pla, t a geate

lesse extent, a diffeent le in the ICT plic pcess.

It is useful to carry out a stakeholder analysis at the

beginning of a multi-stakeholder process to ensure

that there is a clear understanding of who should be

involved in the process, to what extent, and at what

time during the process.

Geneall gvenent leads the plic pcess but it is

likel that duing the pcess chapins a eege

f the anks f an f these stakehlde gups.

Leadeship a als change duing the cuse f the

pcess. Flexibilit and adaptabilit ae ke featues

f such pcesses.

Policy- and decision-makers: The paticipatin f

plic- and decisin-akes is citical f successful

ICT plic utces. Plic-akes culd pla

the flling aj les in the ulti-stakehldepcess:

Spns the ICT plic pcess as in the case f

Kena hee this as dne in patneship ith

dn agencies and the pivate sect

Pvide esuces including funding and dcuen-

tatin

Ceate echaniss f fll up and ipleenta-

tin f the plic

Ca ut efs that stiulate the develpent

f ICTs.


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Plic-akes can benet f the capacities f the

pivate sect in adinisteing pjects and thse f

civil sciet ganisatins in pting scial and

ecnic agendas tageted at the p.

Expeiences in the DrC and Kena sh that ke deci-

sin-akes can be bught n bad in vaius as:

The civil sciet spnsing institutins culd

eet ith the espnsible seni iniste

peanent seceta t secue thei suppt.

Expeience suggests that a face-t-face eeting

ith plic-akes is essential t geneate bu-in

t the veall pcess and f fll-up activities.

KICTANet ebes ee able t eet the iniste

f cunicatins and infatin and secue

the full suppt f the iniste and the peanent

seceta in the develpent and ipleentatin

f the Kenan ICT plic.

regulats and plic adviss culd be ap-

pached as an ent pint t secue seni plic-

akes citent. It is difcult t eet ith

seni inistes in se cunties. In such cases,

plic adviss cunicatins egulatsculd be used as a channel t appach inistes

and pie inistes.

Develpent agencies culd be used t bing the

plic-akes and lcal stakehldes tgethe. De-

velpent agencies that enj gd elatinships

ith seni plic-akes culd be used as an ent

pint. In the case f KICTANet and the DmTIC, the

IDrC and DFID, thugh its CATIA pgae, plaed

this le.

Parliamentarians: Paliaentaians ae essential t

pvide high-level leadeship and pass an legislatin

aising f an ICT plic pcess. Thei invlveent

and citent is essential t pvide visin and

t lbb thei clleagues duing the paliaenta

debates likel t ensue afte a plic has been dafted

and tabled in paliaent. Paliaentaians have the

flling ke les in ICT plic develpent and

ipleentatin:

Pviding visin and leadeship n hat cnstitu-

encies need and h technlgies ae applied t

eslve lcal develpent challenges

Suppting the evlutin f las and legislatin

that stiulate ICT sect develpent and its ap-

plicatin

mniting the ipleentatin f plicies and

egulatin including scutinising plic-akes

and aking the accuntable f fll-up ac-

tins.

Civil servants (municipal, rural and zonal): The pa-

ticipatin f civil sevants at vaius levels in the ICT

plic develpent and ipleentatin pcess is

citical due t thei pxiit t sevice delive. The

ae heve ften left ut f natinal pcesses,

leading t lack f citent t ppsed actins.

Civil sevants at the distict and unicipal levelsften act as a gatea beteen gvenent pli-

cies and lcal initiatives. As gatekeepes, the have

a unique psitin in unlcking ( stalling) access

t infatin and cunicatin sevices. Thei

paticipatin in ICT plic delibeatins is theefe

iptant.

Civil society organisations (CSOs): Civil sciet -

ganisatins have bece pivtal f pting ICT

plicies in ecent eas. CSos have shn substantial

successes in agenda setting, building entu

behind a plic issue and inuencing the fula-tin, ipleentatin, niting and evaluatin f

plicies. Civil sciet has nt nl been plaing a ke

le in advcac f p-p ICT plicies but has als

been instuental in ceating an infed netk

f lcal ganisatins including ens gups,

the edia and thes inteested in ICT plic issues.

Daing n lcal knledge and capacit f inn-

vatin, and caing the tust f the geneal public,

CSos can cntibute enusl t the develpent

f ICTs. The pla the flling les duing a ulti-

stakehlde pcess:

The ae inceasingl becing a aj initiat

and cdinat f ulti-stakehlde platfs

paticulal in the ICT aea.

The pla a ke le as atchdgs t ensue that

gvenent citents ae adheed t and that

pcesses delive n ageed-upn utces.

The pla a ke le in analsing issues and

pviding suggestins n pssible actins. This

includes aising aaeness and geneal levels f

undestanding f the issues and pcesses.

The culd pla a ke le in lbbing the gven-

ent and pivate sect t ce t a cnsensus

n ICT plic issues and slutins.


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Think tanks and eseach-iented ganisatins

culd analse issues and pvide backgund

knledge t all stakehldes in the ulti-stake-

hlde pcess.

Grassroots organisations: Cunit-based -

ganisatins such as ens gups, cpeatives,

and faith-based ganisatins need t be invlved in

ICT plic delibeatins in de t ensue that lcal

challenges and equit issues ae facted int ICT

plic-aking. Thei vices ae e likel t addess

iediate needs elating t pvet alleviatin.

Consumers: Cnsues and cnsue gups,

hee these exist, ae ften velked in ICT

plic discussins. Inceasingl thee is aaeness

that cnsue ights need t be put n the table

in a e visible anne,

paticulal egading affd-

able picing and levels and

each f sevice pvisin in

undeseved aeas.

End-user beneciaries: ICTplicies have a ide ange f

end-uses and beneciaies

h ae nt appaent (

geneall included) in the

plic fulatin pcess.

These ange f acadeic

institutins (e.g. schls and

teaches), sall and ediu

entepises, extensin k-

es that a benefit f

access t ICTs, faes, the

uth and the disabled. while

plicies ften invlve the

suppl side institutins and

businesses such as tele-

cunicatins and ICT

cpanies, the deand side

institutins and beneciaies

ae nt invlved n equal

tes, if at all. Liited invlveent f develpent

pfessinals in the ICT plic and egulat dis-

cussin eans the utces ae ften skeed t

infastuctue and access athe than the cntent and

applicatins that undepin p-p inteventins and

the delive f scial sevices.

Media: The edia is inceasingl becing invlved

in ICT plic issues. The edia plas a aj le

in ipving public aaeness and disseinating

eseach esults t thei audiences. It is instuental

in pducing eas t undestand aticles n diffeent

plic issues and aking technical issues accessible

t a ide public. Unftunatel, the use f the edia

in ICT plic ptin is fa f develped in Afica.

The paticipatin f the edia and edia assciatins

in ICT plic fulatin ill nt nl ipve the abil-

it t inf the ppulatin abut pptunities andchallenges f ICTs but als incease the integatin f

the edia in the delive f badcasting, pint and

the den edia sevices.

Private sector: The pivate sects cntibutin is

citical t the develpent f plic and ipleent-

ing lng-te slutins. The

pivate sect bings t the

table a cultue f initiative,

innvatin, ipleentatin

and isk-taking that is citical

f ipleenting successful

plic utces. The pi-vate sect culd als help

in financing a ulti-stake-

hlde pcess, but cautin

is needed t ensue that the

pcess is nt hijacked b

vested inteests and pivate

sect agendas. B patne-

ing ith civil sciet and the

public sect, the pivate

sect culd lean and p-

te the scial agenda f

ICT develpent as pat f

thei ce activities. Indust

assciatins, hee the

exist, can pla a useful le

in cnslidating pivate sec-

t pints f vie. This has

been ve uch the case in

KICTANet hee TESPoK, the

telecunicatins and intenet sevice pvides

assciatin, has plaed a ke le.

Incumbent telecommunications operators: Telec-

unicatins peats ae ang the st pefulplaes in the ICT indust in Afica. while ecent libe-

alisatin f the sect has ipved cpetitin, the

Multi-stakeholder partnershiparound ICT policy developmentand approval in Kenya

The pivate sect ubella bd f intenetsevice pvides (ISPs), the Telecuni-catin Sevice Pvides f Kena (TESPoK),as b fa the st bilised and ganisedlbbing gup in ICT plic issues in Kena.TESPoK as engaged in advcac and lb-bing gvenent and seveal f its achieve-ents esulted in signicant changes in theICT sect. Heve, hile the vaius lb-bies had esulted in the end f npl,thee had nt been a cllective efft t-ads encuaging the gvenent t speedup the ICT plic pcess in an pen andinclusive anne. Afte its establishent,the ain fcus f KICTANet as n the de-

velpent and ipleentatin f a natinalICT plic f Kena. Thugh lbbing bKICTANet and in pepaatin f the secndphase f wSIS, the minist f Infatinand Cunicatin issued a daft ICT plicin Febua 2005. This as flled b a na-tinal cnsultatin kshp aniated bKICTANet. The plic as appved b theKenan paliaent in Febua 2006.


14/32


ajit f cunties still un npl incubents

that ften k against all the initiatives intended t

pen up the ICT sect t cpetitin and affdable

picing. The invlveent f incubent peats in

ICT plic is iptant t ipve thei cntibutin

t scial bjectives f ICT plicies such as univesal

access.

Telecommunications regulators: Telecunicatins

and badcasting sect egulats, including thei

eginal assciatins such as the Cunicatins

regulats Assciatin f Suthen Afica (CrASA)and the west Afica Telecunicatins regulats

Assebl (wATrA), pla a ke le in ICT plic and

egulatin. regulats ae essential t:

Pla a efeee le in balancing public access

bjectives ith ptabilit f the pivate sect

Pvide a platf and technical expetise duing

the discussins f vaius plic and egulat

issues

Develp egulatins that tanslate plicies int

actins.

Academics, researchers and consultants:This gup

plas a ke le in an Afican ICT plic pcesses

as facilitats, adviss and eseaches duing

plic-aking and ipleentatin. In an cases,

thei knledge and expetise is needed t gathe

evidence in suppt f specic ke ICT plic issues.

In se cunties the als f a ce f secnd-

level plaes h eain pesent hen pliticians and

ke gvenent decisin-akes ae eplaced due t

changing plitical situatins.

Development agencies: mst f the financial e-

suces t suppt ulti-stakehlde pcesses ce

f dn agencies. These agencies have ealised

that assciatin ith lcal stakehldes is ne f the

st effective as t ensue citent t the

develpent and ipleentatin f apppiate ICT

plicies. Ceating pepetual dependenc is a dange

and needs t be avided. All stakehldes shuld

cntibute tads a ulti-stakehlde pcess. In

the case f KICTANet, esuces ee pvided b

seveal dn agencies, but in additin the pivatesect ade substantive cntibutins t kshps,

suppt f a secetaiat and shaing the csts f

public events.

8. What are the guiding principlesfor multi-stakeholder partnerships?

The evlutin and sustainabilit f a ulti-stake-

hlde pcess f ICT plic depends n individual

cunt settings. The t case studies included at

the end f this handbk illustate h iptant an

undestanding f lcal cntexts is t the successful

ipleentatin f such a pcess. Heve, thee

ae a nube f pinciples that appl acss all ulti-

stakehlde pcesses. These ae listed bel.

The multi-stakeholder process needs to deal with

inclusive or cross-cutting issues. The pcess

can be cstl in tes f esuces and tie. As

a esult, cnsistent paticipatin f stakehldes

culd be a pble. The highe the incentives f

all and the e tiel the delive f utces,

the bette the levels f paticipatin. The Kenan

case pvides an inteesting exaple the ke

incentive f Kenan stakehldes as the lack f

a natinal ICT plic and the fact that the existing

pcess had been dagging n f a nube f

eas. Thee as theefe a stng incentive fvaius stakehldes t get the pcess accele-

ated. The fatin f KICTANet pved t be a

tiel inteventin as it pvided a cedible ulti-

stakehlde platf f advcating ICT plic de-

velpent. Siilal stakehldes in the DrC ee

inteested in eslving infastuctue challenges

the DrC des nt have a backbne infastuctue

that suppts its scial and ecnic develp-

ent. Ageeents n a shaed visin and bjective

at the beginning f thei ulti-stakehlde pcess

tk the pcess fad e speedil.

The multi-stakeholder process has to ensure that

all relevant stakeholders are included. Patici-

pants shuld feel that the ae teated equall in

discussing the issues unde cnsideatin. This

is paticulal iptant hen vaius paties

a ce int the pcess ith unequal pe

bases. F exaple, in an develping cunties

telecunicatins peats ield cnsideable

inuence in deteining plic diectins. This

a ake it ve difcult f CSos t bing thei

vices t the table. wheve facilitates the pc-

ess has t ecgnise such inequities and ensuethat echaniss ae in place t pvide a space

f all stakehldes t ake thei cntibutins.

In pactical tes this eans that cnsideatin


15/32


has t be given t the flling issues, t nae

but a fe: 1) hen, hee and at hat tie eet-

ings ill be held; 2) the ceatin f a space f all

stakehldes t cntibute t the setting f the

agendas; 3) the stle and level f falit f the

eetings (e.g. pesentatins, paticipative ap-

paches f inceased dialgue beteen vaius

stakehldes, facilitated gup sessins, etc.); 4)

h chais the eetings; 5) the tpe and level

f cunicatin (technical nt, use f lcal

languages, tanslatin facilities); 6) the annein hich pesentatins ae ade and inteactin

is encuaged; 7) the use f nline discussin

lists vesus face-t-face inteactins, since an

CSos a nt have access t the intenet due t

high csts unavailabilit in ual aeas and this

uld ean that an nline pcess culd exclude

thei vices f being head. The pcess shuld

cntinuall be nited and adjustents ade

t ensue the apppiate level f inclusiveness is

aintained.

The multi-stakeholder process has to be seen as

legitimate and credible in the eyes of key stake-

holders. much f this legitiac ill depend n

the anne in hich the facilitat(s)/chapin(s)

f the pcess ae vieed: the have t be e-

gaded as neutal and bjective, and theefe

able t invlve an gups f stakehldes in an

equitable anne, ithut being seen t favu

ne ve the the. This can be paticulal chal-

lenging, as has alead been pinted ut in Sec-

tin 5. In the case f KICTANet, f exaple, the

natinal aniat as ell egaded b a bad

spectu f stakehldes and, as nging evalu-

atins evealed, each gup vieed he as being

ne f us. This, tgethe ith suppt f APC,

ade it pssible t negtiate and nd cn

gund e easil.

Building trust with all partners is an important

component of a multi-stakeholder process. multi-

stakehlde patneships k ell hen thee

is tust and cdialit ang the stakehldes.

This is nt ithut its challenges as the natue f

a ulti-stakehlde patneship is abut peple

f diffeent envinents, tives and inteests

cing tgethe t eslve an ICT plic challenge.Feelings f cnalit f pupse incease as

paticipants cntinue t engage in the inteactive

ulti-stakehlde pcess. Tust ces hen all

paties ae head and ecgnised f hat the

bing t the table.

Multi-stakeholder partnerships thrive on ongoing

interaction. Ceating spaces f infal inteac-

tin, cffees, afte-eeting dinks, spntaneus

exchanges, ff-tpic nline discussins, etc.

pla a vital le in stiulating patneships. A

fal and igid eeting pcedue can stie the

fatin f stng elatinships. ove tie, the

less fal inteactins can build caaadeie,cn undestanding, fiendships and a c-

unit f pupse acss diffeent ganisatins

and individuals.

Multi-stakeholder processes require champions

or sponsoring institutions. Chapins and spn-

sing institutins ae iptant t pull evene

tgethe. In the case f KICTANet, a sall gup f

enthusiastic individuals chapined the pcess

the CATIA-appinted natinal aniat (h

had been pedinantl invlved in civil sciet

activis), and t pivate sect epesentativesh ee suppted b a sall bd f ICT expets

dan f the lcal ICT cunit. The IDrC

plaed a signicant le in pting tust ang

ke plaes, paticulal beteen gvenent

and the pivate sect. Likeise, Altenatives as

instuental in ensuing that the DmTIC caied

ut its bjectives and built elatinships ith ke

patnes in the DrC.

Strong political support is essential for a success-

ful outcome. multi-stakehlde patneships in

bth the DrC and Kena ee diven b the need

t bing abut changes in infastuctue ll-ut

in the fe and in ICT plic f the latte. In

bth cases stng plitical suppt as necessa.

withut slid, supptive plic faeks and

basic gd gvenance, the effectiveness f ulti-

stakehlde pcesses ill inevitabl be liited.

Multi-stakeholder processes require monitoring

and evaluation. measuable gals and bjectives

ae difcult t enfce but ae essential f a suc-

cessful ulti-stakehlde pcess. The exibilit

f the ulti-stakehlde appach ften akes

it difcult t establish h pgess shuld beeasued and h shuld ca espnsibilit f

failues t delive n bjectives. Nevetheless, a


16/32


ulti-stakehlde pcess needs se level f

tanspaenc and accuntabilit t succeed. Pa-ticipant institutins shuld establish and agee

n ke pefance tagets and encuage

challenge ne anthe t delive n stated gals

and bjectives.

Key people should be involved. The st success-

ful patneships ae thse that have included ne

e plaes f each f the ke stakehlde

gups. A ulti-stakehlde pcess shuld nt be

seen as a epesentatin but as a tl f ensuing

the effectiveness f the patneship b binging t

the table thse h have the visin, expetise and

expeience t ake the gals f the patneship

happen. Engageent f seni chapins that

advcate f the cn gals set up as pat f

the ulti-stakehlde pcess is fa e essential

than the patneship itself.

Funding is needed. Patneships need t estab-

lish special tust funds t functin, paticulal

t ipleent ediu-te pgaes such as

eseach and cntinued lbbing and aaeness

aising. withut adequate funding and suppt

f the ipleentatin f its pgaes, and

f cdinating activities, it is unlikel that thenecessa diving fce can be aintained.

9. How do you drive a multi-stakeholder

process?A ulti-stakehlde pcess f ICT plic begins ith

a chapin ganisatin identifing a plic issue.

A pcess patneship a alead exist and this

shuld be used as a basis f futue activities. Build-

ing n existing pcesses extending the nube

f plaes is an iptant step in the develpent

f a ulti-stakehlde pcess. In the case f Kena,

TESPoK had been king ith ke chapins n ICT

Global Knowledge Partnership - Principles of multi-stakeholder partnership

PRINCIPLE 1 Kn hen t appl a ulti-sect ICT patneship.

PRINCIPLE 2 Befe ageeing t ente int patneship eigh its eits against the altenatives and isks.

PRINCIPLE 3 multi-stakehlde ICT patneships k best hen the utuall einfce the inteests f allpatnes.

PRINCIPLE 4 Successful patneships ae built n cpleenta cpetencies and esuces that incbinatin eet the paaetes f se stategic design.

PRINCIPLE 5 The esuces and cpetencies cntibuted t the patneship shuld be dan f as clse aspssible t the ce business f the patne ganisatins.

PRINCIPLE 6 Cnsensus shuld be sught f a itten dcuent identifing at a iniu: the shaed visin fthe patneship, the bjectives f each patne f the patneship, and the divisin f les and espnsibilities.

PRINCIPLE 7 when evaluating the utces f ulti-stakehlde ICT patneships cae shuld be taken tidentif the inceental cntibutin f the patneship activities ve and abve extenal facts and the nextst likel altenative.

Suce: Glbal Knledge Patneship, multi-stakehlde Patneships: Issue Pape.

Raising funds to foster a multi-stakeholder process in the DemocraticRepublic of the Congo and Kenya

As sn as it as established, the DmTIC fcusedn nl a fe issues f hich the aj ne asthe develpent f a natinal backbne. InKena, KICTANet als fcused its activities na ve specic initial activit speeding up theICT plic fulatin pcess. This peventedthe institutins f speading theselvest thinl. Altenatives, hich spnsed theDmTIC, then appached dns f funding anatinal backbne stud that uld f thebasis f advcac egading infastuctue ll-

ut, including badband. IDrC pvided thefunding f this stud, hich has invlved allstakehldes.


17/32


plic issues f a decade, but did nt appea t be

aking sufcient pgess. once e stakehldes

ee bught int the pcess, and KICTANet as es-

tablished, a e cedible patneship as ceated.

In de t be effective, ICT policy partnerships need

to have clear objectives, shared by all participating

stakeholders. These bjectives and issues va f

ne cunt t the the. Exaples f the issues that

ae ften addessed include:

Develpent and ipleentatin f a bad-based

natinal ICT plic and stateg

Paticipatin in intenatinal egies and plic

pcesses f infastuctue (e.g. eginal badband

plicies, intenet addessing, adi fequenc spec-

tu anageent, standadisatin, etc.) and cn-

tent and applicatins issues (e.g. pivac, secuit,

taxatin, authenticatin, pngaph and spa)

Infastuctue develpent issues

= rual and ete access

= Natinal backbne and badband infastuc-

tue= open access and css-bde cnnectivit

Specic egulat issues

= Intecnnectin f sevices

= Vice ve intenet ptcl (VIP)

= Licensing fees pcedues

= radi fequenc spectu allcatin

= Taiff issues

= Qualit f sevices and attending t cnsue

cplaints

= Custs cleaance and tax exeptin issues= Univesal access stategies

Applicatin f ICT f scial and ecnic develp-

ent

= Applicatins f health, educatin, agicultue,

anageent and niting f the envin-

ent, etc.

= ICT sect develpent

= Use f ICTs b business and sevices

= Use f ICTs b civil sciet

= Access t cputes and the gadgets b

thse h need the st including peple

h ae phsicall challenged (disabled)

= ICT and diffeent gups such as en, uth

and the disabled

= Cpetitiveness issues including ICT-enabled

sevices such as business pcess utsucing

and call centes

reseach and develpent

= Natinal capacit in ICT innvatin

= reseach and develpent in univesities

= Teaching, taining, ceticatin f enginees

= Natinal and eginal eseach netk

Taining and capacit-building

= Aaeness aising

= Building capacities f develpent pfes-

sinals and plic-akes

= Building capacities in the ide ppulatin f

basic ICT skills

Cultue and tls

= ICTs and lcal cultue, indigenus knledge

= Fee and pen suce sftae= open cntent.

These issues ae iptant f an cunties. H-

eve, it is essential for a multi-stakeholder process to

focus on only a few challenges at a time. Expeience in

the DrC and Kena shs that pefeabl t t thee

issues shuld be addessed at a tie.

Champions: once the pcess is undea, it is i-

ptant t identif a chapin all vluntees t

put theselves fad f this task. A chapin in

this case uld be an individual ganisatin thatis tusted and espected b all stakehldes and plas

a cataltic le thughut the engageent pcess.

The chapin identies ptential paticipants, and

sets the ulti-stakehlde pcess in tin.

mebeship size is dependent n the issue unde

discussin. T enable full tanspaenc it is iptant

that the ebeship be inclusive but fcused n the

issue unde cnsideatin. T lage t sall a

ebeship base shuld be avided.

Facilitators/animators: A ulti-stakehlde pcess

needs t be facilitated b a capable facilitat. Thei du-

ties include the cnvening f eetings ith patnes.

Eal eetings need t fcus n eaching ageeent


18/32


n the gals and bjectives f the ulti-stakehlde

patneships, designing the pcess and building

a jint analsis f the pbles that the pcess is

ting t tackle. At this pint paticipants a need

t ake public citents t eeting the shaed

bjectives.

once shaed bjectives have been ageed upn, the

pcess ves n t identifing a eseach agenda

and jint actin t tackle the ICT plic pble unde

cnsideatin. These a be develped int an actin

plan ith tagets and tietables. Paticipants culdals discuss the divisin f labu and echaniss f

cunicatin including the use f ailing lists and

egula face-t-face eetings, taining kshps,

think tanks, etc.

Electnic cunicatins ae iptant f ulti-

stakehlde pcesses. mailing lists and eail en-

able stakehldes t k tgethe in develping

ideas and keeping less-engaged stakehldes up-

t-date ith pgess. This as paticulal effective

in KICTANet, hee a lage pptin f the inputs

int the daft ICT plic ee dealt ith electni-

call. websites enable pcesses t be tanspaent,

and enable uteach t ptential paticipants and

the geneal public. Vide-cnfeencing has als

been used ve successfull in se cases, pa-

ticulal hen the ebes peate f diffeent

gegaphic lcatins. Heve, given the ip-

tance f building stng tust-based elatinships,

ulti-stakehlde patneships d benet stngl

f having se pptunities f face-t-faceinteactin, bth fal and infal. This is als

paticulal iptant hee CSos a nt alas

have access t the intenet.

Securing high-level commitment: High-level cit-

ent is essential f the ulti-stakehlde pcess t

delive eal plic change and needs t include deci-

sin-akes in gvenent and the cunities.

Governance structures need t be established and

a include the flling:

Setting the diectin

what ill be the gals and bjectives?

what ae the ppsed utces f the patne-

ship?

on hich activities shuld the patneship fcus?

Leadeship and cdinatin

wh ill lead the pcess? (the chapin)

wh ill take the patneship pcess fad? (thefacilitat/s)

wh is ging t paticipate in the ulti-stakehlde

pcess? (stakehlde analsis/the patnes)

what gvenance stuctues need t be put in place

t ensue a tanspaent and accuntable pcess?

The pcess

H is the patneship pcess ging t be taken

fad? (the actin plan)

H lng ill it take t develp and agee n a

detailed actin plan f ipleentatin?

what divisin f labu is pssible f deliveing n

the utputs f the actin plans?

what eseach and baseline studies shuld the

patneship undetake t substantiate its case?

what capacit-building activities need t be unde-

taken t ensue that all patnes/ke plaes can

paticipate activel in the pcess?

Cunicatins and infatin disseinatin

wh ill take espnsibilit f develping a c-

unicatins plan?

what activities ill u undetake t suppt aae-

ness aising and advcac activities?

Funding

H ill the patneship pcess be funded?

Ae thee pptunities f ulti-funding beteen

the patnes?

wh ill take espnsibilit f fundaising?

mniting and evaluatin

what niting and evaluatin pcess shuld

be put in place t gauge the success f the ulti-

stakehlde pcess?

Questions for establishing a multi-stakeholder process


19/32


Steering committee: These geneall include

epesentatives f all the stakehlde gups

invlved in the ulti-stakehlde pcess. The

steeing cittee/gup is useful t vesee

the geneal pgess f the ulti-stakehlde

patneship in deliveing n its actin plans. It is

benecial t identif high-level stakehldes (e.g.

inistes, egulats, diects and heads f the

aj gup ganisatins in the patneship) t

be ebes f the steeing gup t ensue thei

cntinuing citent and engageent. Working groups: once a ulti-stakehlde pat-

neship has ageed n its geneal bjectives, it

beces necessa t ceate salle gups f

stakehldes t d detailed k n specic ICT

issues. wking gups ae effective in develping

actin plans, caing ut studies and in iple-

entatin and evaluatin f the pcess.

A facilitating institution or a secretariat: This is

iptant t kick-stat a ulti-stakehlde pcess.

The pcess needs t be anaged and facilitated

b a secetaiat based in an ganisatin that istusted b all paties, and that is peceived t be

elativel neutal in its psitin n the ICT plic

issues. The ganisatin shuld have se pi

expeience and eputatin in the aea t be ad-

dessed. The facilitat als takes espnsibilit f

peatinal aspects such as ganising eetings

and kshps, liaisn ith patnes, pepaatin

f dcuentatin, iting f ppsals, etc. F

exaple, the chapin institutin in the DrC, Alte-

natives, alead had se expeience in ICT plic

and infastuctue in the cunt pi t the fa-

tin f a lcal ulti-stakehlde netk (DmTIC).Altenatives has been pting ICTs thugh the

public edia and cntibuting t the APC ICT plic

nit ebsite f the DrC. Siilal, KICTANet

bings ke chapins that have had expeience

in ICT plic pcesses tgethe. The secetaiat,

and paticulal the chapins h dive the pc-

ess, ae cental gues in pviding the eneg t

facilitate the ineeld f divese inteests ang

patnes.

Action plans: The develpent f actin plans is an i-

ptant step in the cnsultatin and iteatin pcess.

Heve it is geneall easie t develp actin plans

than it is t ipleent the.The actin plans that ae

develped b ebes f the netk need t:

respnd t challenges n the gund

Be pagatic and take the capabilities f stake-

hldes int accunt. Patnes shuld sign up t

actin plans n hich the can delive

Liit the nube and fcus t educe dissipatin

f esuces n t an unpductive issues.

Funding: Funding is iptant t take the actin

plans fad and t nutue the ulti-stakehlde

pcess. Funding is needed f initiating a ulti-

stakehlde pcess, f unning a secetaiat,develping a cunicatins capaign, setting

up ailing lists, ganising eetings and at late

stages f the ipleentatin f actin plans. once

the ke patnes have ageed n the ptins f jint

actin, paticipants need t ake a futhe public

citent t ipleentatin including annuncing

funding citents. If extenal funding is needed

t ipleent the actin plans, paticipants ill need

t k t identif suces f funding.

Implementation of action plans: Ipleentatin

stats ith the develpent f a atix f cit-

ents f all the stakehldes. It a be useful te-establish a netk f ipleentatin f actin

plans appint a ne chapin t delive the ac-

tin plans. Denstatin f esults is essential f

stakehldes t see that citents have bece

ealit. Denstatin f actual esults is a ke step

in the ulti-stakehlde pcess.

10. What communications and advocacyactivities are needed?

As discussed abve, a ulti-stakehlde pcess

in ICT plic invlves agenda setting, caing uteseach n specic plic issues, develpent f

actin plans, ipleentatin and niting the

utces. Cunicatin and advcac ae cental

t a ulti-stakehlde pcess. Thee tpes f c-

unicatin activit shuld be cnsideed:

Cunicating eseach esults and studies n

specic ICT plic issues

Disseinating ateials that ill aise aaeness

f the issues ith a bade audience and esult

in a bette knledge and undestanding f ICT

issues

Advcac f specic plic changes the iple-

entatin f an ICT pgae.


20/32


Communicating research ndings

multi-stakehlde patneships ae nt geneall ell

suited t pducing detailed acadeic eseach k.

Heve the patnes need t pvide plic-akesand the public ith evidence in suppt f ( against)

a paticula psitin. This alls the patneship

t build thei case f a psitin f stength. This

invlves identifing the issues t be analsed, desk

eseach t identif lcal and intenatinal expeience

n the issue, designing suve instuents, cllectin

f bth qualitative and quantitative data, and iting

up the ndings. Disseinatin f the esults and

cunicating the utce is an essential pat f

ICT plic advcac. The esults f the stud shuld

be itten in a a that is apppiate f a specic

taget audience. Se ptins a include:

A detailed vesin f the stud hich ill be f

inteest t technical adviss, technical expets

and the bade eseach cunit. This shuld

include the atinale f the execise, intductin

t the ethdlg, degaphic ples, ke

ndings and plic ecendatins.

A shte ppula vesin highlighting the ati-

nale f the execise and ke ndings ith plic

pintes.

A edia bieng nte that can be used b junal-ists t ept n the ndings in an easil unde-

std stle, ith little use f jagn.

A sht sua f plic ecendatins,

pepaed in a glss fat that can be used t

lbb ith seni decisin-akes and paliaen-

taians.

Disseinatin f the esults culd take place in vai-

us settings including a pe-launch pesentatin t

the ebes f the ulti-stakehlde patneship,

edia cnfeences and pess ntes f junalists, a

pst-launch cnfeence f a ide audience and ce-

ative pptunities that enable the ulti-stakehlde

patneship t each ut t seni plic-akes as

ell as t a bade gup f inteested paties.

Advocating for policy change or implementation

of a specic ICT programme for social

and economic impactA fcused advcac capaign tageting paticula

decisin-aking bdies is essential in de t get

changes in fcial plicies legislatin. Advcac f

changes in legislatin is an iptant pat f the ICT

plic patneship. The gal f advcac capaigns

is nt just t change legislatin and plicies, but

als attitudes and behaviu, and ake sustainable

changes in decisin-aking pcesses. The stength

f the capaign theefe is dependent n the inteac-

tin and the divesit f institutins fing a stng

patneship and chesive fnt t push the plic

issues fad.

TABLE 2. ADVoCACy FrAmEworK For TArGETING KEy ACTorS

Players Name of institution Inuentialindividuals

Present stanceon issue

What is needed toinuence/engage?

Natinal gvenent

Pvincialgvenent

Lcal gvenent

Pivate sect

Civil sciet

Dn agencies

media

Cunit gups/assciatins


21/32


Advcac f ICT plic changes invlves a nube

f steps:

a. Whoaotat

aics/stakhos?

multi-stakehlde plic pcesses need t ap ut

the ke acts and thei level f inuence/pe, bth

psitive and negative, and thei stake in the plic-

aking pcess. Classifing the vaius acts in

each institutin ganisatin as allies, ppnents

undecided, and accding t thei levels f inte-

est and inuence, is essential t ca ut tageted

advcac. Inuential individuals in ke institutins

shuld be identied and tageted. Table 2 pvides a

faek f identifing individuals and institutins

that inuence ICT plic.

once the individuals and institutins ae apped ut,

advcac shuld taget thse individuals that ae

st likel t espnd t the deand and lk f s-

lutins. This includes peple h have pe t effect

the plic change, st likel seni plic-akes

such as heads f states, inistes f cunica-

tins, chief executive fces f egulat agenciesand incubent peats. Peple h can inuence

seni plic-akes culd include, f exaple,

pinent junalists, businesspeple, ke adviss

and acadeics, including univesit vice chancells.

Thei invlveent ill be iptant t ve the plic

agenda fad hen the inuencing f the pia

tagets beces difcult.

b. Capacit-bii

Capacit-building and institutinal develpent is an

iptant aspect f ICT plic patneships. Capacit-building ipves bette undestanding f the issues

and ceates a sustainable and bade lbbing fce.

Patne institutins d nt nl need a deepe unde-

standing f the plic issues unde cnsideatin but

shuld als have advcac, negtiatin and esuce

bilisatin skills t ve the plic agenda fad.

Pactical taining n plic advcac, eseach eth-

dlg, stateg develpent, plic analsis and

cunicatin shuld be an integal cpnent f

the ulti-stakehlde pcess.

c. dciiothchasaactivitis

toachottoitaics

In develping a cunicatins plan f the ICT plic

pcess, diffeent channels f inceasing the aae-

ness f the ICT plic issue shuld be cnsideed.

Se pssible cunicatins tls include:

Pductin f specific plic biefs f seni

plic-akes

Theatic papes f a ide audience that is

inteested in ICT plic issues

Pductin f ptinal pducts and infa-

tin packages such as bchues, audivisual

tls, edia biefs, case studies and PePint

pesentatins

Taining kshps f specic gups t ipve

thei knledge f ICTs (e.g. junalists, cu-

nit-based ganisatins, etc.)

wkshps t bing ke stakehldes inteested

in ICT plic tgethe t bief institutins and

individuals that have a stake and ae likel tinuence the plic pcess.

11. How do you monitor and evaluate your ICTpolicy process?

multi-stakehlde pcesses d nt lend theselves

t evaluatin and niting due t the uidit f ICT

plic issues and the divesit f cntibutins f

diffeent institutins and individuals that ae nt bind-

ing. It is als difcult t attibute plic changes t

a single patneship, netk event. Nnetheless,

ulti-stakehlde patneships shuld set bench-

aks and indicats t easue thei pgess and

gals. mniting pgess is essential especiall if

the issue unde scutin is fcused and tie bund.

The abilit t sh successful utces is e likel

t esult in suppt f nging and futue ulti-

stakehlde appaches. n


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Selected useful eading ateials

Afica media Develpent Initiative (2006). Democratic Republic of the Congo Case Study. Lndn:

BBC wld Sevice Tust. Available f:

dnlads.bbc.c.uk/ldsevice/tust/pdf/AmDI/dc/adi_dc19_case.pdf

Assciatin f Pgessive Cunicatins (2005). Resources on multi-stakeholder participation

in UN processes [nline].Cpiled b Kaen Banks. Available f:.apc.g/english/nes/index.shtl?x=3149

Batliala, S. (2002). Gassts mveents as Tansnatinal Acts: Iplicatins f Glbal Civil

Sciet. Voluntas: International Journal of Voluntary and Non-Prot Organizations, 13(4), Decebe

2002. Available f:.justassciates.g/assciates_les/Si_rise_f_Glbal_Civil_Sciet.pdf

Ceech, H. and willad, T. (2001). Strategic Intentions: Managing knowledge networks for sustainable

development. winnipeg: Intenatinal Institute f Sustainable Develpent. Available f:

.iisd.g/pdf/2001/netks_stategic_intentins.pdf

Estehusen, A. (2005a). Multi-stakeholder participation and ICT policy processes [nline]. Available f:

.apc.g/english/nes/index.shtl?x=31497

Estehusen, A. (2005b). Paticipatin in develpent pcesses: can ICT ake a diffeence?

In: r. Abdul rahi, D. waldbuge and G. Siegenthale muinde (Eds.),Access, Empowerment and

Governance. Creating a World of Equal Opportunities with ICT. Kuala Lupu: Glbal Knledge

Patneship (pp. 65-2). Available f:

.glbalknledge.g/gkps_ptal/vie_le.cf?leid=3502

Finla, A. (2006). Breaking new ground towards each other: Working in multi-stakeholder environments inICT policy development in Africa the CATIA experience. Available f:

.cipac.g/suces/Engaging_multi_Stakehldes_Final.dc

Glbal Knledge Patneship (2003). Multi-stakeholder Partnerships: Issue Paper. Knledge

f Develpent Seies. ISBN 93 25 04 9. Available f:

.fdc.g.au/Files/Infatin/4.2%20mSP.pdf

mueithi, m. (2007). ICT development in Kenya: Strategic positioning to catalyse growth. Kena ICT Actin

Netk Stud rept.

Nelsn, J. and Vadek, S. (n.d.). Partnership Alchemy: New social partnerships in Europe. ISBN 7-97643-1-

4. Cpenhagen: The Cpenhagen Cente. Available f:

.cpenhagencente.g/gaphics/CpenhagenCente/Publicatins/Patneship_Alche.pdf

United Natins (2004). Strategic Partnership: Challenges and Best Practices in the Management and

Governance of Multi-Stakeholder Partnerships Involving UN and Civil Society Actors. Backgund

pape pepaed b Caen malena f the multi-Stakehlde wkshp n Patneships and UN-Civil

Sciet relatins. Pcantic, Ne yk, Febua 2004. Available f:

.un-ngls.g/patneship-caen-alena.dc

United Natins Geneal Assebl (2005). Towards Global Partnerships. Enhanced cooperation between

the United Nations and all relevant partners, in particular the private sector:Report of the Secretary

General. 60th sessin, UN Dc A/60/214, Paagaph . Available f:

.glbalpublicplic.net/leadin/gppi/GArept05.pdf

United Natins Develpent Pgae (2006). UNDP and Civil Society Organizations: A Toolkit for

Strengthening Partnerships. Ne yk: UNDP. Available f:

.undp.g/patnes/cs/publicatins/CSo_Tlkit_linked.pdf


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I. The multi-stakeholder process in the DRCand its governance framework

The ulti-stakehlde pcess f ICT plic in the

Decatic republic f the Cng (DrC) began ith

assistance f APC thugh funding f the Catals-

ing Access t ICT in Afica (CATIA) pgae f the

Depatent f Intenatinal Develpent (DFID) that

an beteen 2003 and 2006. The pcess began ith

identicatin f a lcal ICT plic aniat.

APC selected Altenatives, a Canadian nn-gven-ental ganisatin ith a banch in the DrC. The

selectin f Altenatives as a natinal aniat as

nt accidental. Altenatives shed a signicant inte-

est in the ICT eld and plaed a ke le in inceasing

aaeness f ICT plic and infastuctue in the DrC.

It cntibuted t the APC ICT plic nit ebsite

that pvides up t date infatin n ICT plic

and infastuctue in the DrC (afica.ights.apc.g).

It has established a ebsite f civil sciet (.

scietecivile.cd) t incease aaeness f thei activi-

ties in the cunt.

Heve it as clea that Altenatives alne uld nt

be able t addess the challenges f ICTs in the DrC.

Thugh assistance f APC, Altenatives bught

ke plaes f civil sciet, the pivate sect and

gvenent tgethe in Janua 2005 t discuss

the issues and pssible slutins. This led t the

fatin in 2005 fLa Dynamique Multisectorielle

pour les Technologies de lInformation et de la Com-

munication (DmTIC), a lcal netk f ICT plic in

the cunt.

The aj stakehldes f the DmTIC ae:

Lcal civil sciet ganisatins: reginal Cente

f Cultual Exchange

Intenatinal NGos: Altenatives Canada

Acadeia, paticulal the Univesit f Kin-

shasa

The edia

The pivate sect, such as Afinet

The public sect, such as the telecunicatins

egulat agenc

The diaspa.

The fatin f the DmTIC as flled b a eginal

kshp n ICT plic advcac ganised b the

DmTIC and Altenatives. This pvided an pptunit

f expsue t ne ideas and building the skills f

civil sciet ganisatins in DrC in ICT plic-aking

and advcac.

while Altenatives pvided a platf f binging

stakehldes tgethe at the beginning, the DmTIC

becae an independent entit, un b a steeing

cittee dan f lcal stakehldes. The se-

lectin f the steeing cittee as held duing

the assebl f a undtable that bught ke ICT

plaes tgethe.

The DmTIC has a gvenance stuctue cpised

f a geneal assebl, a steeing cittee and

an executive seceta. mebes f the steeing

cittee ee ell egaded and had cntacts

ith the public and pivate sects. The steeing

cittee is cpsed f ve ebes h ae

vluntees. The peatin f the DmTIC is funded

b Altenatives. The DmTIC chse Alfnse Ntita, h

had expeience in gvenent and the pivate sec-

t, t act as the facilitat and executive seceta.Altenatives plaed a cdinating and fundaising

le f the netk.

CASE STUDy

The multi-stakeholder process for ICT policy

in the Democratic Republic of the Congo


24/32


II. ICT policy and development challengesof the DMTIC

At its inceptin the DmTIC debated ke ICT plic

challenges facing the DrC and identied fu aj

aeas f fcus. These ee:

Develpent f basic ICT infastuctue

Develpent and ipleentatin f a natinal

ICT plic

Fsteing the egulat and legislative fae-

k

Ipving the explitatin f ICTs b diffeent

sects and ebes f the sciet.

Fistl, it as established that the absence f basic

cunicatin infastuctue as the aj pec-

cupatin f all the stakehldes in the DrC and the

aj bstacle t the develpent f the ICT sect.

Fixed lines ae vituall absent except f a fe lines

in the capital cit f Kinshasa. The cunt des nt

have a natinal backbne that cnnects its vast te-

it. The ke infastuctue issues identied b theDmTIC ee:

Extending basic infastuctue t the uban and

ual aeas, paticulal expanding links using bth

ieless and xed netks t ete aeas

Develpent f a natinal backbne

Extending cnnectivit t neighbuing cun-

ties

Cnnecting t the SAT-3 be ptics cable.

In de t dene a stateg f infastuctue the

DmTIC cnducted an ICT situatinal analsis that as

published in August 2006. This as funded as pat f

the CATIA pgaes activities in the cunt. It as

clea f the stud that the absence f a natinal

backbne infastuctue as hindeing ICT sect

gth and the veall develpent f the cunt.

The DmTIC and Altenatives ee then able t secue

funds f the IDrC t launch a natinal backbne

feasibilit stud that ill be used as evidence t ad-

vcate f the develpent f a natinal badband

netk. The develpent f a natinal backbne

becae the aj task f the DmTIC in 2006.

Secndl, it as ecgnised that the DrC des nt have

a natinal ICT plic. This is paaunt f the cunt

if it is t eege ith a visin n ICTs and ipleent

vaius ICT pgaes that ill pte pgess in

health, educatin, ining, agicultue and pst-cn-

ict ecnstuctin and bing tgethe the suppt f

intenatinal develpent agencies, civil sciet, the

pivate sect and public institutins.

Heve, the develpent f a natinal visin and

ipleentatin plan alng ith an institutinal

faek t ipleent vaius ICT pgaes asnt pssible due t the peccupatin f the gven-

ent ith electins in 2006. The DmTIC theefe

planned t push the ICT plic pcess fad b ais-

ing aaeness n ICT plic issues. In cllabatin

ith Altenatives it has launched a edia capaign

ith adi talk shs and TV pgaes n specic

ICT plic issues.

Thidl, the DmTIC established that the DrC had devel-

ped a telecunicatins plic faek in 2002.

while the plic encuaged the expansin f the

bile sect, it did nt help the cunt t achievecnnectivit t the vast ajit f the ppulatin liv-

ing in ual aeas. An enabling egulat faek

n the ICT sect is theefe absent.

Ke issues f cnsideatin ee:

revisin f the telecunicatins plic f

2002

Ipving the capacit f the egulat

Putting ne las and egulatins in the ICT sect

in place

Ipving the paticipatin f the pivate sect

in ICT investent.

Finall, it as clea that access t ICTs lags fa behind

the est f the ld. Ipving access t cputes

as anthe challenge addessed b the DmTIC in its

business plan. This includes distibuting cputes t

ual aeas and pviding taining t uses.

Heve, the DmTIC decided t fcus n a fe issues

f natinal iptance such as a natinal backbne

and pusued these aggessivel athe than speading

itself t thinl n an issues. The inceased fcus

had the flling ipact n the ulti-stakehlde

pcess:


25/32


Ipved cedibilit. The DmTIC ks ith plic-

akes, telecunicatins peats, intena-

tinal expets, civil sciet and the pivate sect

in eseaching and advcating f the natinal

backbne. This has inceased its cedibilit and

fsteed tust ang ke plaes, including the

gvenent. F exaple, the minist f Pst and

Telecunicatins and the egulat cntibuted

t the feasibilit stud.

The fcus n a sall nube f actin plans al-

led dn agencies t suppt the ppsedpgaes that ae cnsideed feasible.

The fcus n a natinal backbne as als useful

in aligning itself ith the pivate sect hich faces

a signicant bandidth challenge.

It alled the DmTIC t k ith gvenent n

an issue f natinal iptance.

III. Capacity-building

Building the capacities f its stakehldes and thesas pat f the ulti-stakehlde pcess f the DrC.

Capacit-building tk place n an fnts thugh

the ganisatin f kshps and b invlving exte-

nal expets h plaed enting les. In additin

t a eeting that led t the fatin f the DmTIC,

Altenatives ganised t eetings that bught

bth natinal and intenatinal advcac netks

and expets tgethe. The eetings ee intended t

suppt the DmTIC t aticulate plic issues, lean

f the expeiences f thes and pvide expsue

t diffeent advcac stategies. The DmTIC has als

cntinued t seek advice f intenatinal expetsthat have cnsideable expeience in the ICT infa-

stuctue and plic elds.

IV. Monitoring and evaluation of themulti-stakeholder process in the DRC

The DmTIC did nt intduce a fal niting and

evaluatin pcess except f the feasibilit stud

that equied extensive epting t the dn. The

CATIA pgae undetk its n evaluatin f

the pgess f the ulti-stakehlde pcess in theDrC in 2006.

The CATIA suve shed that despite the difcult

situatin the netk has ade substantial pgess,

paticulal in aticulating piities, secuing fund-

ing f the IDrC and king clsel ith the

gvenent and the develpent agencies. The

evaluatin highlighted that the DmTIC as able t

use the badcast edia extensivel and launched

evidence-based advcac. The evaluatin bseved

that the paticipatin f en as ve liited

and encuaged the DmTIC t ecuit e en

t pte its bjectives and stengthen the gendepespectives f ICT plic.

V. Conclusion

The DmTIC and Altenatives plaed a signicant le

in aising ICT plic issues in the DrC unde the se-

hat difcult plitical and ecnic cicustances

facing the cunt. The ulti-stakehlde netk has

t deal ith a nube f challenges such as ipv-

ing the paticipatin f en and the edia in the

netk and aising nancial esuces t cntinueits peatin. Nevetheless, thugh the suppt f

Altenatives Canada and the deteinatin f se

f its ke steeing cittee ebes the DmTIC

as able t cplete a feasibilit stud n a natinal

backbne that ill la the fundatin f its advcac

f infastuctue develpent in the cunt.

In Janua 2007, the minist f Pst and Telec-

unicatins initiated a cnsultatin pcess ith

stakehldes aied at ceating a eal ICT plic. The

DmTIC and Altenatives ee invited t facilitate

the civil sciet cissin. This p

Documents

Catia Ms Guide en-1