Forum: 2013 CTA ICT OBSERVATORY “Strengthening e-Agriculture Strategies in ACP Countries”
Question 4 (opens 4 Mar.)
13/02/2013
Question 4: What are the key challenges faced in formulating and implementing these strategies/policies and what lessons learned from on-going or past processes?
Submitted by mawaki chango on Mon, 03/04/2013 - 08:32
Dear all,
I hope you all had a very good weekend and are well rested. Personally, I couldn't ask for more as Friday was my birthday which we celebrated over the whole weekend, surrounded by family for the first time in years, especially by my two nieces Riyanna, 6, and Meryl, 8 months. First it was Riyanna who reminded of my birthday with her wishes that morning, as I tend to forget it in part due to the unusual ending of Februrary. Second, I had the best chocolate cake you'll ever have around here when you visit (customized order from the Mercury hotel), and probably the best in the whole world (smile). But my best icing on the cake was that, last, Meryl and I have agreed on a signature two-note sound that we will share going forward (the two things about her is that she so intensely stares at people or anything that calls her attention and she likes making sounds as loudly as possible, so much so that I suspect she's already training to become the first opera singer from Togo.)
So this week we start the second half of our discussion with the following question:
What are the key challenges faced in formulating and implementing these strategies/policies and what lessons learned from on-going or past processes?
Some of you have in passing touched upon challenges these processes are faced with. Now let us focus on those and be a little more systematic about it. Please about the key challenges, address both the formulation phase and the implementation phase, and outline lessons learned from those challenges. Consider equally startegies and policies you may have witnessed or experienced in the past and current ones.
Thanks,
Mawaki
I hope you all had a very good weekend and are well rested. Personally, I couldn't ask for more as Friday was my birthday which we celebrated over the whole weekend, surrounded by family for the first time in years, especially by my two nieces Riyanna, 6, and Meryl, 8 months. First it was Riyanna who reminded of my birthday with her wishes that morning, as I tend to forget it in part due to the unusual ending of Februrary. Second, I had the best chocolate cake you'll ever have around here when you visit (customized order from the Mercury hotel), and probably the best in the whole world (smile). But my best icing on the cake was that, last, Meryl and I have agreed on a signature two-note sound that we will share going forward (the two things about her is that she so intensely stares at people or anything that calls her attention and she likes making sounds as loudly as possible, so much so that I suspect she's already training to become the first opera singer from Togo.)
So this week we start the second half of our discussion with the following question:
What are the key challenges faced in formulating and implementing these strategies/policies and what lessons learned from on-going or past processes?
Some of you have in passing touched upon challenges these processes are faced with. Now let us focus on those and be a little more systematic about it. Please about the key challenges, address both the formulation phase and the implementation phase, and outline lessons learned from those challenges. Consider equally startegies and policies you may have witnessed or experienced in the past and current ones.
Thanks,
Mawaki
Submitted by Brad Clarke on Tue, 03/05/2013 - 00:12
Dear participants,
as indicated in my previous posts, there does not exist to best of my knowledge an e-agriculture policy in Jamaica. However there is a national development strategy, vision 2030, and there is National ICT policy among many others. I will provide feedback to this question based on my observation and professional experience in the formulation and implementation of policies that is not directly related to e-agriculture policy.
Policy formulation is itself a process, involving broad stakeholder participation and consensus. In other words it requires buy-in at all stakeholder levels. it requires consensus on all or most of the major issues in order to benefit the majority of its intended benefactors.
Here are a list of what I consider to be the major challenges in formulating successful strategies/policies:
1. The objectives for which the strategy/policy is being developed are not clearly or are poorly defined;
2. The primary beneficiaries play too little a role in its formulation;
3. Too often the strategy/policy is adopted from foreign countries or regions in which the socio and economic conditions are different/opposite to the local environment;
4. The process of soliciting participation does not facilitate agile (informal) methods - need to use all possible approaches to increase the level of participation outside the traditional methods such as consultations, public fora, etc;
5. Strategy/policy formulation are politically motivated to satisfy party and not national development;
6. Too often the top down rather that bottom up or stakeholder driven approach is employed;
As it relates to the implementation of strategies/policies that have been formulated, the major challenges rest on resources, and clear understanding/implications of national socio/economic readiness and their long term benefits. Most if not all ACP states has been or is having a challenge
implementing the Economic partneship Agreement (EPA) for a multiplicity of reasons that are likely to include those mentioned in the previous sentence.
Here are my list of challenges that are faced in implementing strategies/policies:
1. The economic and social resource availability (capital, labour and infrastructure);
2. National readiness of the state to handle the shocks that are likely to result from implementation;
3. Timeliness of implementation to accomplish the best interevention results (phased/full/partial/etc);
4. The economic cost of failure does is not equate to the benefits of a learning experience;
5. Change in landscape (political/economic/social/etc);
6. Political interference (internal and external);
I look forward to all other contributions and discussions from you as we continue to share on this issue.
as indicated in my previous posts, there does not exist to best of my knowledge an e-agriculture policy in Jamaica. However there is a national development strategy, vision 2030, and there is National ICT policy among many others. I will provide feedback to this question based on my observation and professional experience in the formulation and implementation of policies that is not directly related to e-agriculture policy.
Policy formulation is itself a process, involving broad stakeholder participation and consensus. In other words it requires buy-in at all stakeholder levels. it requires consensus on all or most of the major issues in order to benefit the majority of its intended benefactors.
Here are a list of what I consider to be the major challenges in formulating successful strategies/policies:
1. The objectives for which the strategy/policy is being developed are not clearly or are poorly defined;
2. The primary beneficiaries play too little a role in its formulation;
3. Too often the strategy/policy is adopted from foreign countries or regions in which the socio and economic conditions are different/opposite to the local environment;
4. The process of soliciting participation does not facilitate agile (informal) methods - need to use all possible approaches to increase the level of participation outside the traditional methods such as consultations, public fora, etc;
5. Strategy/policy formulation are politically motivated to satisfy party and not national development;
6. Too often the top down rather that bottom up or stakeholder driven approach is employed;
As it relates to the implementation of strategies/policies that have been formulated, the major challenges rest on resources, and clear understanding/implications of national socio/economic readiness and their long term benefits. Most if not all ACP states has been or is having a challenge
implementing the Economic partneship Agreement (EPA) for a multiplicity of reasons that are likely to include those mentioned in the previous sentence.
Here are my list of challenges that are faced in implementing strategies/policies:
1. The economic and social resource availability (capital, labour and infrastructure);
2. National readiness of the state to handle the shocks that are likely to result from implementation;
3. Timeliness of implementation to accomplish the best interevention results (phased/full/partial/etc);
4. The economic cost of failure does is not equate to the benefits of a learning experience;
5. Change in landscape (political/economic/social/etc);
6. Political interference (internal and external);
I look forward to all other contributions and discussions from you as we continue to share on this issue.
Submitted by zainul DR. SYED MD. ZAINUL ABEDIN on Tue, 03/05/2013 - 05:18
I appreciate the precious contribution of Brad.
In my opinion,the problem of the adoption of strategy/policy is perhaps universal in the developing countries.The question of top down approach also stems from the same problem.
As the most technologies and systems of ICT and e-agriculture have originated in developed countries
we may find the best ways to utilize them in the context of a developing country.I think utilizing the good knowlege base of the world is a right of the peoples of developing countries as the peoples of the developed ones.
In my opinion,the problem of the adoption of strategy/policy is perhaps universal in the developing countries.The question of top down approach also stems from the same problem.
As the most technologies and systems of ICT and e-agriculture have originated in developed countries
we may find the best ways to utilize them in the context of a developing country.I think utilizing the good knowlege base of the world is a right of the peoples of developing countries as the peoples of the developed ones.
Submitted by mawaki chango on Tue, 03/05/2013 - 09:08
Thank you, Brad, for this thoughtful input. A few questions for you:
Formulation:
2. How can we improve the role of the primary beneficiaries? (see also Question 5)
4. Could you please give us some examples of the informal and agile methods that could be used to ensure broad participation?
Implementation:
2. Do you mean shocks might result from successful implementation (or do you mean only in case of failure)? What kind of shocks?
4. How can that equation be changed to the better? Would there be a method for ensuring that the potential "benefits of failure" (learning from experience) exceed the potential costs of such failure?
Formulation:
2. How can we improve the role of the primary beneficiaries? (see also Question 5)
4. Could you please give us some examples of the informal and agile methods that could be used to ensure broad participation?
Implementation:
2. Do you mean shocks might result from successful implementation (or do you mean only in case of failure)? What kind of shocks?
4. How can that equation be changed to the better? Would there be a method for ensuring that the potential "benefits of failure" (learning from experience) exceed the potential costs of such failure?
Submitted by mawaki chango on Tue, 03/05/2013 - 09:11
Thank you, Brad, for this thoughtful input. A few questions for you:
Formulation:
2. How can we improve the role of the primary beneficiaries? (see also Question 5)
4. Could you please give us some examples of the informal and agile methods that could be used to ensure broad participation?
Implementation:
2. Do you mean shocks might result from successful implementation (or do you mean only in case of failure)? What kind of shocks?
4. How can that equation be changed to the better? Would there be a method for ensuring that the potential "benefits of failure" (learning from experience) exceed the potential costs of such failure?
Formulation:
2. How can we improve the role of the primary beneficiaries? (see also Question 5)
4. Could you please give us some examples of the informal and agile methods that could be used to ensure broad participation?
Implementation:
2. Do you mean shocks might result from successful implementation (or do you mean only in case of failure)? What kind of shocks?
4. How can that equation be changed to the better? Would there be a method for ensuring that the potential "benefits of failure" (learning from experience) exceed the potential costs of such failure?
Submitted by Henry Ligot on Tue, 03/05/2013 - 11:39
Belated birthday greetings, Mawaki!
I'm involved in the education of farmers in two Farm Business Schools where young farmers are taught agricultural entrepreneurship skills. The two perspectives of e-ducation - entrepreneurship and electronics media use - are part of the curriculum. We're talking to legislators to replicate this nationwide in the Philippines, but that's where the rubber hits the road. We know that educating the young farmers is the future of agriculture in our country (and all the others with the agri resources), but without legislative support, all we'll have are pilot schools that barely make a dent in the national scene. But we're working on it.
I'm involved in the education of farmers in two Farm Business Schools where young farmers are taught agricultural entrepreneurship skills. The two perspectives of e-ducation - entrepreneurship and electronics media use - are part of the curriculum. We're talking to legislators to replicate this nationwide in the Philippines, but that's where the rubber hits the road. We know that educating the young farmers is the future of agriculture in our country (and all the others with the agri resources), but without legislative support, all we'll have are pilot schools that barely make a dent in the national scene. But we're working on it.
Submitted by Eugene Anakwe on Wed, 03/06/2013 - 13:58
I think there is not adequate understanding of the concept of ICT in agriculture yet in the ACP countries. So we need more education. Our policy makers seem to be grappling with basic agricultural policies, that I think have been too old and not increasing productivity. We need a shift, we need to do more research to ensure productivity is increased in terms of increase in yield per hectare. Secondly, there is no adequate participation, in most cases, of the beneficiaries of these policies in its formulation. So we need to increased consultation with all stakeholders from research - input providers - producers(farmers) - processors (manufacturers) - end users/consumers. Some basic infrastructure to support ICT in some places are inadequate, so many ACP countries need Private Public Participation to ensure goals of these policies are achieved.
<<<<<>>>>>>Happy Birthday Mawaki<<<<<<<<<>>>>Hip-hip-hip!!! Happy Birthday my friend<<>><<>>
<<<<<>>>>>>Happy Birthday Mawaki<<<<<<<<<>>>>Hip-hip-hip!!! Happy Birthday my friend<<>><<>>
Submitted by Justin Chisenga on Thu, 03/07/2013 - 07:45
Hi Eugene,
I am with you on the need for adequate understanding of the concept of ICT in agriculture in ACP countries, especially among the policy makers.
Justin
I am with you on the need for adequate understanding of the concept of ICT in agriculture in ACP countries, especially among the policy makers.
Justin
Submitted by Towela Jere on Wed, 03/06/2013 - 09:31
Happy Birthday (belatedly) Mawaki!
I fully agree with the perspectives put forward by Brad and I would like to add a few more issues.
With regard to policy formulation I think one of the challenges I see is that policy/strategy formulation is seen as a once-through and/or once-off process. What I mean by this is that there is a straight line progression from one step to another until the final product is delivered. I think that the formulation process should be iterative on two levels: at each step (from issue identification, determination of options, choice of strategy etc), there should be a deliberate process of iteration and on the second level, once the policy/strategy is formulated, there should also be a deliberate process of iteration.
A second challenge I see is that there is an over-reliance on foreign expertise. This might somehow explain the cut-and-paste policies and strategies that we see which have a developed country orientation.
A third challenge is that there is not enough attention paid to the development of capacity to provide an evidence-base for policy formulation. There should be more investment in research and in the development of specialised institutions (policy research institutes and think tanks) that can analyse policies and advise our governments accordingly. Currently, in most countries, this work is done by institutions based in the developed world.
A fourth challenge which has been alluded to already has to do with the politics of our economies and the political instability that is prevalent in most African countries. Short-sightedness and a culture of “ rubbishing” policies and strategies developed by previous administrations can also prove to be a challenge.
With regard to politics, I would like to mention one aspect in Malawi that is both a challenge and an opportunity. Our first president of Malawi held the ministerial portfolio for agriculture and in doing so, raised the profile of agriculture in the country and ensured that adequate resources were provisioned for this sector. This was emulated by the third president (I cannot recall if the second president also took on this role) to the extent that he introduced farm input subsidies at time when development partners were discouraging this practice. Malawi recorded a bumper harvest and was hailed as an example for others to emulate. So, clearly the idea of the President holding the ministerial portfolio has its benefits as the president can use his/her position of power to influence policy. On the down-side though , there is a danger that due to his/her position, the president may not be easily accessible to major stakeholders in the sector. (Currently, the agriculture portfolio is not held by the president)
Another thing that I have observed is that there is little documentation on the policy processes in our countries. An ordinary citizen would be hard-pressed to understand how policies are implemented and therefore cannot fully exercise his right to hold the leadership accountable. Also, I think such information is important even for our policy makers themselves – it would seem that most knowledge is handed down on-the-job. (An example of the type of document one would like to see is this one from Ireland: http://www.ofmdfmni.gov.uk/practical-guide-policy-making.pdf).
With regard to implementation, the main issues that I would cite are:
I fully agree with the perspectives put forward by Brad and I would like to add a few more issues.
With regard to policy formulation I think one of the challenges I see is that policy/strategy formulation is seen as a once-through and/or once-off process. What I mean by this is that there is a straight line progression from one step to another until the final product is delivered. I think that the formulation process should be iterative on two levels: at each step (from issue identification, determination of options, choice of strategy etc), there should be a deliberate process of iteration and on the second level, once the policy/strategy is formulated, there should also be a deliberate process of iteration.
A second challenge I see is that there is an over-reliance on foreign expertise. This might somehow explain the cut-and-paste policies and strategies that we see which have a developed country orientation.
A third challenge is that there is not enough attention paid to the development of capacity to provide an evidence-base for policy formulation. There should be more investment in research and in the development of specialised institutions (policy research institutes and think tanks) that can analyse policies and advise our governments accordingly. Currently, in most countries, this work is done by institutions based in the developed world.
A fourth challenge which has been alluded to already has to do with the politics of our economies and the political instability that is prevalent in most African countries. Short-sightedness and a culture of “ rubbishing” policies and strategies developed by previous administrations can also prove to be a challenge.
With regard to politics, I would like to mention one aspect in Malawi that is both a challenge and an opportunity. Our first president of Malawi held the ministerial portfolio for agriculture and in doing so, raised the profile of agriculture in the country and ensured that adequate resources were provisioned for this sector. This was emulated by the third president (I cannot recall if the second president also took on this role) to the extent that he introduced farm input subsidies at time when development partners were discouraging this practice. Malawi recorded a bumper harvest and was hailed as an example for others to emulate. So, clearly the idea of the President holding the ministerial portfolio has its benefits as the president can use his/her position of power to influence policy. On the down-side though , there is a danger that due to his/her position, the president may not be easily accessible to major stakeholders in the sector. (Currently, the agriculture portfolio is not held by the president)
Another thing that I have observed is that there is little documentation on the policy processes in our countries. An ordinary citizen would be hard-pressed to understand how policies are implemented and therefore cannot fully exercise his right to hold the leadership accountable. Also, I think such information is important even for our policy makers themselves – it would seem that most knowledge is handed down on-the-job. (An example of the type of document one would like to see is this one from Ireland: http://www.ofmdfmni.gov.uk/practical-guide-policy-making.pdf).
With regard to implementation, the main issues that I would cite are:
- weak systems of oversight and accountability
- not many policy research organisations
- external influences (donor-driven)
- multiplicity of policy documents (lack of policy coherence)
- absence of a central agency to coordinate implementation
- Weak monitoring and review mechanisms
Submitted by Henry Ligot on Thu, 03/07/2013 - 02:24
Thanks, Towela, for sharing the document. I've been looking for something like it for some time.
I agree with you that lack of continuity from one regime to the next is wreaking havoc on a country's economy. This is also our problem in the Philippines. Fortunately, we have many good civil servants in the Agricultural Department who are really concerned with agriculture and who manage to get some things done even with the chaos and corruption at the top levels.
I also agree that legilsative participation is tough especially for farmers. While the middlemen and big producers are active in lobbying for laws favorable to them (incentives, new roads and infrastructure, etc.), our farmers despite the big help of local and foreign NGOs are neglected for the most part.
This is why putting together farmers and ICT can be really (and already) making a big difference: by giving them the means to communicate, they become not only economic but also political players.
I agree with you that lack of continuity from one regime to the next is wreaking havoc on a country's economy. This is also our problem in the Philippines. Fortunately, we have many good civil servants in the Agricultural Department who are really concerned with agriculture and who manage to get some things done even with the chaos and corruption at the top levels.
I also agree that legilsative participation is tough especially for farmers. While the middlemen and big producers are active in lobbying for laws favorable to them (incentives, new roads and infrastructure, etc.), our farmers despite the big help of local and foreign NGOs are neglected for the most part.
This is why putting together farmers and ICT can be really (and already) making a big difference: by giving them the means to communicate, they become not only economic but also political players.
Submitted by Justin Chisenga on Thu, 03/07/2013 - 08:00
Towela,
You have raised important issues (challenges), especially the over-reliance on foreign expertise resulting in most countries getting cut and paste policies and strategies; not enough attention paid to the development of capacity to provide an evidence-base for policy formulation (which I believe contributes to continued reliance on on foreign expertise); and little documentation on the policy processes in our countries, which in my view contributes to duplication of efforts and also not not learning from the policy formulation process.
Regards,
Justin
Submitted by Mary Rucibigango on Wed, 03/06/2013 - 14:34
The main lessorn lent is to have a shared goal and clear from the beginning on who is doing what among the stake holders, and what are there to build on!
Submitted by Anju Mangal on Thu, 03/07/2013 - 04:48
Many organisations fail in strategy implementation? The common problems that we see frequently are:
1) Insufficient funding --- Once strategies are developed, an action plan is formulated to ensure that the strategies are implemented. The action plan state activities for every recommendation. There are some activities that require funding. If an organisation does not have sufficient core funds, the activities are not completed.
2) Leadership --- if your leader is weak or not able to carry out difficult decisions, there is a possibility that the strategy will not be implemented.
3) Lack of transparency and accountabiliy --- For every strategy that has been developed by an organisation, it is important to ensure that all the staff are made aware of the strategy. One of the constraints we face is that leaders/executives and managers do not share the information with junior officers. There is lack of transparency in defining the role, responsibility and the objective.
4) Sustainability or exit strategy --- most activities that are developed under the strategy/objective do not have an exit strategy. When a project ends, there's no plan on sustaining it for a longer period of time.
5) Lack of team collaboration and or integration --- if you don't have a committed team working together in an integrated manner, the strategy will fail. Staff need to have team spirit in order to progress their work
6) Difficulty in understanding what the strategy entails --- there's lack of collaborative approach and lack of discussions on what the strategy is about. During the formulation of a strategy, all staff should be involved to understand what each objective mean and how this reflects to their terms of reference, job description and workplan.
1) Insufficient funding --- Once strategies are developed, an action plan is formulated to ensure that the strategies are implemented. The action plan state activities for every recommendation. There are some activities that require funding. If an organisation does not have sufficient core funds, the activities are not completed.
2) Leadership --- if your leader is weak or not able to carry out difficult decisions, there is a possibility that the strategy will not be implemented.
3) Lack of transparency and accountabiliy --- For every strategy that has been developed by an organisation, it is important to ensure that all the staff are made aware of the strategy. One of the constraints we face is that leaders/executives and managers do not share the information with junior officers. There is lack of transparency in defining the role, responsibility and the objective.
4) Sustainability or exit strategy --- most activities that are developed under the strategy/objective do not have an exit strategy. When a project ends, there's no plan on sustaining it for a longer period of time.
5) Lack of team collaboration and or integration --- if you don't have a committed team working together in an integrated manner, the strategy will fail. Staff need to have team spirit in order to progress their work
6) Difficulty in understanding what the strategy entails --- there's lack of collaborative approach and lack of discussions on what the strategy is about. During the formulation of a strategy, all staff should be involved to understand what each objective mean and how this reflects to their terms of reference, job description and workplan.
Submitted by mawaki chango on Thu, 03/07/2013 - 22:20
Thanks Emligot, Eugene and Towela for your much appreciated wishes.
I would like to highlight two persistent problems that have been pointed out in the latest messages above.
Several of the issues raised by Towela pertain to what we like to call in the francophone context the continuity of the state, which follows the premise of a (fully) functional state. In other words, we are facing the problem of state building in developing countries (particularly in Africa, from my perspective). How can we mitigate the adverse effects of letting politics and its fluctuations drive all the agenda? Should we have strong and autonomous government agencies whose mandates do not depend on the political season (or party in power)? (is there any such example in your country?) May we reasonably hope for Think Tanks or other non-governmental structures credibles enough to provide a source of legitimacy for evidence-based policies? What would be the funding structure to make that work? Do you know of examples of such structures in ACP countries?
Regarding leadership as outlined by Anju (and also by Towela with the examples of Heads of State taking up the Agriculture portfolio), that is key. We are dealing with countries with very limited resources and competing demnds, where governments theoretically commit to agendas and yet one has all the difficulties to get them follow through when it comes to implementation or taking actions. So having a recognizable champion sometimes makes a significant difference.
I would like to highlight two persistent problems that have been pointed out in the latest messages above.
Several of the issues raised by Towela pertain to what we like to call in the francophone context the continuity of the state, which follows the premise of a (fully) functional state. In other words, we are facing the problem of state building in developing countries (particularly in Africa, from my perspective). How can we mitigate the adverse effects of letting politics and its fluctuations drive all the agenda? Should we have strong and autonomous government agencies whose mandates do not depend on the political season (or party in power)? (is there any such example in your country?) May we reasonably hope for Think Tanks or other non-governmental structures credibles enough to provide a source of legitimacy for evidence-based policies? What would be the funding structure to make that work? Do you know of examples of such structures in ACP countries?
Regarding leadership as outlined by Anju (and also by Towela with the examples of Heads of State taking up the Agriculture portfolio), that is key. We are dealing with countries with very limited resources and competing demnds, where governments theoretically commit to agendas and yet one has all the difficulties to get them follow through when it comes to implementation or taking actions. So having a recognizable champion sometimes makes a significant difference.
Submitted by Makane Faye on Fri, 03/08/2013 - 13:56
Dear All,
Just to share some experiences both from the broad ICT policy formulation and implementation challenges that cuts across the e-strategies in sectors. In this context, some of the challenges we identify both in working with governments in Africa particularly are the following:
- political will and stability- most of the success stories in terms of ICT sector policy development and implementation is linked to political commitment at the higher level of the decision making. The ICT success stories many refer to Rwanda is one example of this such political will and championship in the leadership. On the other hand the stability and continuity issue is also another challenge where e-strategy development and implementation can face obstacles in cases of change of bureaucratic apparatus and leaderhship.
- participatory approach - as it was noted in some of the discussions, e-strategies development can only be achieved through a broad-based participatory approach. This clearly signifies the cross-cutting nature of ICTs from specialised agencies involved in the infrastructure development aspects to sectoral agencies for the various socio-economic sectors to the policy, legal and regulatory agencies including other non-state actors. Therefore the broad-based participation in e-strategies development and implementation is an important factor.
- priority sectors - as it was also noted in some of the discussions, it is important that the sector gets priority attention to necessitate the need to put strategies in place. There are also other priority issues in terms of the capacity building i.e. human and institutional strengthening, etc. that could contribute to challenges in effective implementation of the e-strategies.
- external factors - some of the challenges particularly in implementation could be those that were not seen in the policy formulation process such as those that require legal and regulatory frameworks that need to be in place. I assume some of the mobile-based agri marketing initiatives would require require legal and regulatory frameworks for such activities as issuing statements with financial values, etc.
Hope these could help in highlighting issues in this area.
Best regards
Abebe Chekol
Just to share some experiences both from the broad ICT policy formulation and implementation challenges that cuts across the e-strategies in sectors. In this context, some of the challenges we identify both in working with governments in Africa particularly are the following:
- political will and stability- most of the success stories in terms of ICT sector policy development and implementation is linked to political commitment at the higher level of the decision making. The ICT success stories many refer to Rwanda is one example of this such political will and championship in the leadership. On the other hand the stability and continuity issue is also another challenge where e-strategy development and implementation can face obstacles in cases of change of bureaucratic apparatus and leaderhship.
- participatory approach - as it was noted in some of the discussions, e-strategies development can only be achieved through a broad-based participatory approach. This clearly signifies the cross-cutting nature of ICTs from specialised agencies involved in the infrastructure development aspects to sectoral agencies for the various socio-economic sectors to the policy, legal and regulatory agencies including other non-state actors. Therefore the broad-based participation in e-strategies development and implementation is an important factor.
- priority sectors - as it was also noted in some of the discussions, it is important that the sector gets priority attention to necessitate the need to put strategies in place. There are also other priority issues in terms of the capacity building i.e. human and institutional strengthening, etc. that could contribute to challenges in effective implementation of the e-strategies.
- external factors - some of the challenges particularly in implementation could be those that were not seen in the policy formulation process such as those that require legal and regulatory frameworks that need to be in place. I assume some of the mobile-based agri marketing initiatives would require require legal and regulatory frameworks for such activities as issuing statements with financial values, etc.
Hope these could help in highlighting issues in this area.
Best regards
Abebe Chekol
Submitted by Justin Chisenga on Fri, 03/08/2013 - 16:24
Dear Abebe,
I agree with your observations. I hope that we will meet next week when I come to ECA.
Regards,
Justin
I agree with your observations. I hope that we will meet next week when I come to ECA.
Regards,
Justin
Submitted by Justin Chisenga on Fri, 03/08/2013 - 17:05
Dear All,
In addition, to several challenges that have been highlighted, bureaucracy and lack of understanding among public sector employees, especially in Africa, can also be a major challenge to implementing e-strategies. Sometimes this is exhibited in form of lack of interest, demand for extra-payment (especially if the source of funding for the initiative is external) and administrative "bottlenecks".
Regards,
Justin
In addition, to several challenges that have been highlighted, bureaucracy and lack of understanding among public sector employees, especially in Africa, can also be a major challenge to implementing e-strategies. Sometimes this is exhibited in form of lack of interest, demand for extra-payment (especially if the source of funding for the initiative is external) and administrative "bottlenecks".
Regards,
Justin