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
• Develop guidelines for best practices, written
inputs into policy processes or action plans for the implementation of ICT policy changes
• Build the capacity of citizens to gain conidence,
knowledge and skills, which in turn will enable them to participate more fully in the policy devel-
opment process
• Lobby policy- and decision-makers for change
• raise the level of awareness of ICTs through col-
laborating with the media •
Evaluate and monitor progress of change and subsequent policy implementation
• Address other ICT issues that are relevant to socio-
economic progress.
5. What are the beneits of multi-stakeholder
partnerships?
multi-stakeholder partnerships do not only bring key stakeholders together to discuss policy issues,
build consensus and implement solutions, but also help to improve equity between players, and promote
transparency and participation of the public in the ICT policy process. The multi-stakeholder process uses
a wide range of methods and tools of engagement including face-to-face meetings, online discussions,
training workshops and the formation of working groups to prepare brieing papers, inputs into policy
processes and background research on priority ICT topics. In general:
• Multi-stakeholder partnerships promote inclusiv-
ity and equity in ICT policy and implementation. The approach facilitates the participation of all
interested parties in the process in an equitable manner – from issue identiication, preparation
of supporting research, knowledge sharing, de- velopment of action plans and assigning tasks to
monitoring the progress of policy changes. Both the DmTIC and KICTANet promote equal participation
of the private sector, the media, researchers, civil society and the public sector in the discussion of ICT
policy issues and implementation of solutions.
• Multi-stakeholder partnerships expand the
analytical capability to address ICT policy issues. The involvement of a wide range of
stakeholder groups enables the development of a more comprehensive analysis of policy issues
than any single stakeholder group can achieve. For example, the involvement of the Post and
Telecommunications Corporation of the DrC in the DmTIC was useful in bringing out the chal-
lenges that the government faces in rolling out broadband infrastructure and discussing projects
that were in the pipeline. In the case of KICTANet, the collaboration of civil society and the private
sector resulted in better understanding of the issues regarding universal access. Similarly the
collaboration with media decision-makers has resulted in a better understanding of areas of
mutual concern in the media Bill and the ICT Policy Bill.
• Multi-stakeholder partnerships promote grass-
roots mobilisation and participation. Their simple existence encourages the participation of civil
society and community-based organisations in the policy debate. multi-stakeholder partnerships also
help in raising the awareness of the key actors and their constituencies.
• Multi-stakeholder partnerships promote the de-
velopment of focused and holistic action plans. Both KICTANet and the DmTIC focused on only a
few issues at a time. In the case of KICTANet, one of the irst activities undertaken was to prioritise
the areas on which it would focus. In the early days, this was aimed primarily at moving the ICT
policy process forward, but after the ICT policy was drafted, the focus moved onto other areas such
as voice over internet protocol VoIP and more recently the media Bill.
• Multi-stakeholder partnerships foster the
sharing of skills and innovation. Bringing stake- holders with different perspectives together
encourages all participants to see problems in new ways and enables the development of new
and innovative strategies for change. The partici- pation of civil society, the public sector and the
private sector in the development of a national broadband plan for the DrC was educative for
all stakeholders. Similarly the participation of KICTANet members in the Kenyan ICT policy pro-
cess was useful for negotiating the deregulation of VoIP.
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A 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
• Multi-stakeholder partnerships provide an impor-
tant platform for training a new crop of experts who help to sustain the partnership and animate
the policy debates on an ongoing basis. This can take place either within the partnership or outside
it, when these experts move on to new positions in the ICT arena. Capacity-building is therefore a
very important outcome of the multi-stakeholder process, even when this is not explicitly built into
the process. This was particularly evident in the CATIA policy advocacy process. without exception,
each of the animators involved at the national level in these processes emerged with a deeper and
more extensive knowledge of ICT policy processes and the key issues. All have subsequently been
able to participate at a more sophisticated level in national and international debates and some
have moved on to more senior positions since the CATIA programme ended in 2006.
• Multi-stakeholder partnerships create a balance
between market orientation and development orientation. The participation of civil society and
the public and private sector helps to maintain a strong balance between commercial and public
interests, ensuring that delivery genuinely focuses on sustainable outcomes. KICTANet was able to
bring out the social and public dimensions through its focus on universal access in the Kenyan ICT
policy process. The fact that the commentary on the initial ICT policy document was drafted by a
multi-stakeholder group carried more weight with government decision-makers because it was seen
as coming from a representative body. many of the recommendations made by KICTANet were eventu-
ally incorporated into the inal policy document.
• Multi-stakeholder partnerships encourage good
governance. Partnerships provide an opportunity for different groups to identify conlicts, gaps or
overlaps between their respective policies and programmes, and to better coordinate their work
going forward. The inherent tension created through the coming together of partners with dif-
ferent goals and purposes can be used to good effect to ensure greater levels of transparency and
accountability.
• Multi-stakeholder partnerships enable par-
ticipants to leverage their inancial resources. They are useful on a number of levels during the
policy formulation process: a for pooling inancial resources during ICT policy processes to ensure
that policy recommendations are backed up by solid background research to support particular
approaches in the development of an ICT policy; and b for the combined undertaking of participa-
tive processes such as workshops and think tanks, awareness raising campaigns through the media,
the creation of online discussion lists, and the preparation of brieing papers.
once the ICT policy has been formulated and validated, multi-stakeholder partnerships be-
come important for developing public-private partnerships, especially in the implementation of
sustainable ICT projects. They can help to identify how public money can best be used to leverage
private investments.
• Multi-stakeholder partnerships motivate both
leaders and laggards. They create platforms for encouraging those with limited commitment and
for bringing progressive actors together. Success tends to breed success. In the case of KICTANet
fewer than ten organisations participated in the original start-up of the network in 2004. The
numbers have increased two-fold and since 2006 include increased participation from a broader
range of players, including media owners.
• Multi-stakeholder partnerships promote owner-
ship and commitment for action. They enable participants to gain a better understanding of the
need for change, feel ownership for a proposed plan of action and create a platform for peer pres-
sure to ensure delivery of outcomes.
• Multi-stakeholder partnerships help to develop
trust among groups that are usually suspicious and hostile towards each other. Civil society,
government and the private sector are traditionally suspicious of each other. The media, a relatively
new player in ICT policy processes, in turn brings in suspicions relating to the accuracy of reporting
and exposure of decision-makers, which is often not welcomed. This model promotes trust and
encourages further partnership outside the core partners. For example, KICTANet has been able
to bring the media into the ICT policy processes through a creating opportunities for the training
of journalists on ICT matters; b working with
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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
media editors and owners to raise understanding of the importance of emerging ICT policy issues
relating to technology convergence; and c cre- ating opportunities for close collaboration with
journalists to raise the proile of ICT reporting in the national media.
However the multi-stakeholder process is not always straightforward. It could fall into the trap of too much
talk and no action, with continual meetings and discussions and no recognisable and tangible result
being achieved. This is a particular risk if there is no political will to change and no widespread support
from key players. Enlisting all key stakeholders, reach- ing agreement on a shared vision and establishing
procedures for accountability and measuring progress checks and balances are all important for the multi-
stakeholder process to succeed.
6. How do you deal with the challenges
