concept to scale so that similar livelihood-critical information is accessible to a wider population? For example, to what extent do
schools in other poor urban areas across Africa have access to the same backbone architecture that presumably was available to the
Digital Village and local schools; and will similar initiatives started also be dependent on donated computers, or will HP find some way of reducing the these
potential costs?
3. CO N CLUSIO N S AN D RECO M M EN DATIO N S 3.1 M ulti-Stakeholder ICT Partnering and the W SIS
At the time of writing, the W SIS Secretariat was engaged in adapting the Bali Type II partnership principles, with the aim of developing a framework to filter applications
from interested parties for specific ICT partnerships to be officially adopted as part of the W SIS process.
To maximise the learning from these partnerships, it will be important for a single organisation to co-ordinate their evaluation, such that credible comparisons can be made,
the lessons synthesised and best practices scaled up. In developing guidance on partnership evaluation, consideration should be given to the evaluative methodologies developed by
other multi-stakeholder partnership initiatives, including the G8 DO T Force initiative on Building Digital O pportunities, the W EF Digital Divide Task Force as well as non-ICT sector
initiatives such as the W orld Bank’s Business Partners for Development programme.
As discussed at Roundtable N o 8 of the W SIS Pre Com II, the dual-Summit format of the conference provides a unique opportunity to pioneer a highly visible, strategically
targeted, results-based, suite of multi-stakeholder ICT4D partnerships. These would be directed at specific areas of ICT and development that persist as unresolved challenges,
and for which other, more conventional approaches to design and implementation have so far failed to deliver. The different phases of such a programme – training partnership
3 7
3.1 M ulti-Stakeholder ICT Partnering and the W SIS
At the time of writing, the W SIS Secretariat was engaged in adapting the Bali Type II partnership principles, with the aim of developing a framework to filter applications
from interested parties for specific ICT partnerships to be officially adopted as part of the W SIS process.
To maximise the learning from these partnerships, it will be important for a single organisation to co-ordinate their evaluation, such that credible comparisons can be made,
the lessons synthesised and best practices scaled up. In developing guidance on partnership evaluation, consideration should be given to the evaluative methodologies developed by
other multi-stakeholder partnership initiatives, including the G8 DO T Force initiative on Building Digital O pportunities, the W EF Digital Divide Task Force as well as non-ICT sector
initiatives such as the W orld Bank’s Business Partners for Development programme.
As discussed at Roundtable N o 8 of the W SIS Pre Com II, the dual-Summit format of the conference provides a unique opportunity to pioneer a highly visible, strategically
targeted, results-based, suite of multi-stakeholder ICT4D partnerships. These would be directed at specific areas of ICT and development that persist as unresolved challenges,
and for which other, more conventional approaches to design and implementation have so far failed to deliver. The different phases of such a programme – training partnership
brokers, modelling design parameters, identifying partners, negotiating Partnering
Recommendation 1
In the context of the evolving framework for promoting ICT partnerships within the W SIS process, we recommend that the GKP encourage the W SIS Secretariat to review the discussion
of the Bali Principles contained in this paper Section 1.3.2 and consider incorporating the seven Principles for successful multi-stakeholder ICT partnerships Section 1.5.
Recommendation 2
W e recommend that the Global Knowledge Partnership provide generic guidance on how to evaluate multi-stakeholder ICT4D partnerships, enabling the key lessons to be drawn out and
best practices to be substantiated and brought to scale.
3. CO N CLUSIO N S AN D RECO MMEN DATIO N S
3 8
Agreements, maintaining progress, and evaluating and showcasing outcomes – could be dovetailed with the different stages of the W SIS process. Tying the programme closely to
the schedule of the Summit would afford delegates and observers an opportunity to learn directly from these partnership experiences.
A draft Road Map for integrating a strategic programme of pioneer, results-based, multi-stakeholder ICT4D partnerships with the W SIS process is shown in
FIGURE 6
. The Road Map identifies the linkages between the strategic programme and the wider,
official, adoption of partnerships within the W SIS.
3.2 M ulti-Stakeholder ICT4D Partnerships – Key Lessons and Priority Areas
