report - Community-based Networks and Innovative Technologies ...

New models to serve and empower the poor
cept. Even poor communities can make significant in-kind contributions reducing
the initial and ongoing costs considerably. Countries lacking such a tradition, in
which civil society has been fragmented or suppressed, are thus less likely to adopt
the idea successfully, at least in the absence of specific measures to address this. There
is some general evidence from the development sector to support this (Birchall 2003
p66), and the emphases there has thus been on building existing community networks
and organisations, and on enhancing local capacities.
2. Expressed need for services by the community
Community-driven networks work best where they build upwards from a recognised
demand for specific applications, as distinct from a general desire to build a
network. This contrasts with the infrastructure roll-out mode which generally proceeds
on quantitative indicators such as demographics.
This expression of need will usually come from existing groups organised within the
community. In Poland, demand from the village telephony groups was initially very
specific and related to developing economic activities and enabling social interactions.
Similarly in Laos, the demand for a network had arisen directly as a result of other
development activities of the villagers, which gave rise to a demand for specific services
including both telephony and internet access. The Indian case studies are different
since they operate on a ‘franchise’ or other form of replication. But the mechanisms
adopted, whether through open calls for interest or working with local NGOs, prioritise
the existence of expressed local need although unavoidably it is at one remove.
3. Local leadership capabilities
As in many other areas of development, local leadership is a vital ingredient in generating
a sense of ownership and in successfully steering a project through the many
stages of development.
Such leadership can come from grassroots NGOs such as the Dhan Foundation in
the Akshaya case; from local self-help groups as in Laos; or from locally elected
officials, especially in times of significant change such as in Poland where the mayor
played a key role. In this last, the difficulty of identifying local champions elsewhere
was probably one of the reasons that the model failed to take root in other areas.
4. Local political support
Community ownership of networks in most places where it exists is breaking new
ground, previously untested within existing rules, regulation and practices. The support
of local political leaders can prove decisive in negotiating with national authorities
regarding the regulatory and interconnection aspects. Matters for negotiation may
include interconnection fees, regulatory exceptions and changes, corporate tax
exemptions, and a huge variety of other matters. Sometimes minor bureaucratic
issues can cause severe delays.
The Akshaya experience in India was an initiative of the government of Kerala, a factor
that has been critical to success through its ability to influence national government
and institutions. In Poland too, the commitment of local government was central in
negotiating a better deal in relation to the regulatory issues.
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