7.1 Potential Stumbling Blocks

Despite Kenya’s success it is important to acknowledge some of the unique aspects of the Kenyan regime, which if not noted and properly managed may make the implementation of similar strategies in other countries a challenge. Two aspects of the Kenyan case that make it different from most best practice case studies are that Kenya does not have a broadband policy, nor does it have a simple institutional framework – these two issues are discussed in turn.

Kenya does not have a single broadband strategy. The strategy is instead integrated into a number of policies and plans found in a number of sectors, such as education and health. Vision 2030, supported by the ICT Strategic Plan 2008 – 12, is what ties all of these strategies together and in so doing, recognizes the role of ICT as an enabler of all other policies, and broadband or high-speed access is a key component of the ICT sector. In the absence of a single policy, strong leadership is the main factor that ties the various aspects of the policy together and makes the Kenyan approach work.

Kenya has created a multidimensional institutional framework. The Kenya ICT Board is a success story in itself in terms of its ability to design and develop programs and secure funding for implementing them. A strong, central body is thus essential, as is determined leadership. However, the risk lies in the fact that the Kenya ICT Board has overlapping mandates with the Kenya ICT Trust Fund (education) and the USF (CCK) creating the potential for conflict and duplication. Likewise the National Communications Secretariat and the MOIC have similar roles.

In addition to ICT specific and Kenya specific challenges, there are challenges which are shared with many developing countries. Challenges arising both from the ICT sector as well as adjacent sectors such as electricity and education remain. These challenges may stall the further impact of broadband in the country – Kenya has missed its 2010 target to provide electricity overage in 20 percent of the country. The national target was to raise the coverage rate gradually from 4 percent then to 20 percent in 2010 and 40 percent by 2020.*  See: Kenya to Miss Rural Electricity Target for 2010, Reuters. See: http://www.reuters.com/article/2009/10/22/kenya-electricity-idUSLM45319020091022

7.2 Kenya’s Strengths

Kenya’s accomplishments arise first from the manner in which it has tackled the challenge of lack of backbone network infrastructure and now the creation of strategies and programmes to increase uptake is vital. The manner in which Kenya has approached these two elements of the broadband ecosystem can serve as a model for other developing countries. The lessons it has learned and challenges it has faced are also instructive. Developing countries can learn key lessons from the Kenyan broadband experience including:

• Necessity of a clear vision, in Kenya’s case Vision 2030, which includes ICTs and specifically a focus on the BPO sector as one of its key pillars provides guidance to all ministries, departments and agencies, as well as the private sector;
• Importance of government leadership and a project “champion” – It is repeatedly mentioned that the story of the landing of the cables in Kenya is not complete without the perspective of the Permanent Secretary. Clear and unequivocal leadership in support of stated national policy objectives is critical in ensuring that projects move from theory to practice;
• Central role of good regulation, including flexible and technology neutral licensing, the facilitation of infrastructure sharing, the encouragement of facilities based and service based competition, the regulation of wholesale prices to stimulate competition, and the facilitation of innovation;
• Benefits of Public Private Partnerships at all levels of the broadband ecosystem – to build high cost backbone networks, to develop applications, services and content, and to support initiatives to improve literacy and ICT in education. These must be well designed so that they promote broadband without distorting the market;