This guide is designed to support new and existing organizers of Schools on Internet Governance (SIGs). Over the past two decades, SIGs have emerged as one of the most important capacity‑building mechanisms in the global Internet governance ecosystem. They help prepare new leaders, strengthen multistakeholder participation, and expand representation from regions and communities that have historically been under-represented in global digital policy discussions.

The purpose of this guide is to provide a practical, structured, and strategic guide for planning, operating, and sustaining a SIG. It draws on the collective experience of dozens of SIG organizers worldwide and incorporates insights from the IGF Dynamic Coalition on Schools on Internet Governance (DC‑SIG). Whether you are launching a new SIG or strengthening an existing one, this guide offers a roadmap to help you build a sustainable, inclusive, and impactful program.

SIGs matter because they create pathways for meaningful participation in Internet governance. They help participants understand complex institutions, processes, and debates, and they equip them with the knowledge and confidence to engage in national, regional, and global forums. SIGs also help build local expertise, strengthen communities of practice, and support long‑term digital development goals.

A School on Internet Governance (SIG) is a structured, time‑bound educational program that introduces participants to the principles, processes, institutions, and emerging issues that shape the governance of the global Internet. SIGs may be local, national, regional, or global in scope, and they may be delivered in‑person, online, or in hybrid formats.

SIGs share several core objectives. They aim to build capacity by equipping participants with foundational knowledge on Internet governance. They promote multistakeholder participation by bringing together individuals from civil society, government, the private sector, academia, and the technical community. They encourage policy engagement by helping participants understand how to influence or contribute to digital policy processes. And they contextualize global issues within regional realities, ensuring that discussions remain relevant to local needs.

SIGs typically exhibit several key characteristics. They offer a structured curriculum, use diverse pedagogical methods, and emphasize accessibility and inclusivity. They are usually recurring events that are often held annually. Some maintain alumni networks to support long‑term engagement. SIGs may be community‑driven, institutionally supported, or organized through partnerships.

A successful SIG is built on several foundational components: curriculum, pedagogy, stakeholders, and participant engagement.

The curriculum defines what participants will learn. Most SIGs cover foundational topics such as the history of Internet governance, the Domain Name System (DNS), IP addressing, routing, key institutions (ICANN, IGF, ITU, IETF, W3C), digital rights, cybersecurity, digital inclusion, and emerging issues such as AI governance. Some SIGs organize their curriculum into thematic clusters such as actors, infrastructure, security, legal frameworks, human rights, and cultural dimensions. The curriculum should be flexible enough to adapt to regional priorities and evolving global technological and social issues.

Pedagogy refers to how the material is taught. Effective SIGs use a mix of lectures, workshops, case studies, panel discussions, group projects, policy simulations, and mentoring. Interactive and experiential methods help participants apply what they learn and develop practical skills.

Stakeholders play a central role in SIGs. Participants and speakers may come from civil society, government, the private sector, academia, the technical community, youth groups, and international organizations. SIGs may also teach different stakeholder models, such as the Tunis Agenda, the ICANN stakeholder structure, the IETF’s individual‑based model, or others.

Participant engagement spans the entire lifecycle of the program. Before the school begins, participants may receive pre‑course readings or online modules. During the school, they engage in interactive sessions, assignments, and discussions. After the school ends, they may receive certificates, join alumni networks, or participate in follow‑up activities.

SIGs adopt different organizational structures depending on local context, resources, and long‑term goals. Some SIGs are run by a single organizer or a small team, especially in their early stages. Others are hosted by non‑profit organizations, which can provide legal and financial stability. University‑based SIGs benefit from academic infrastructure, while corporate‑sponsored SIGs may have access to funding and technical expertise. Multistakeholder collaborations bring together diverse partners and can enhance legitimacy and inclusivity.

Regardless of structure, SIGs benefit from bottom‑up governance. This means involving the community in decision‑making, ensuring transparency, and welcoming new organizers and alumni into leadership roles. Bottom‑up governance strengthens ownership, builds trust, and supports long‑term sustainability.

Financial sustainability is one of the most significant challenges for SIG organizers. SIGs may rely on tuition, sponsorship, grants, or hybrid funding models. Tuition‑based models require participants to pay fees, though this may limit accessibility. Sponsorship‑based models rely on support from corporations, governments, NGOs, or technical community organizations. Grants from entities such as the APNIC Foundation,the Internet Society foundation, or the RIPE Community Projects Fund can provide essential support. Hybrid models combine multiple revenue streams to reduce risk.

SIGs may also receive support from private foundations, government agencies, academic institutions, or community donations. Some SIGs generate revenue by offering paid workshops or by monetizing course materials, though this must be done carefully to respect intellectual property and accessibility goals.

A strong fundraising strategy begins with market research to understand regional needs and potential supporters. SIGs should develop a clear value proposition, create sponsorship tiers, communicate professionally with funders, and provide transparent reporting. Legal and banking infrastructure is essential, as many sponsors will not transfer funds to individuals.

Planning a SIG requires careful coordination and clear milestones. The annual planning cycle typically begins with selecting a theme and setting goals. Organizers recruit volunteers, open registration, review applications, confirm speakers, and finalize logistics. During the event, organizers manage schedules, support speakers, coordinate technical needs, and ensure participant engagement. After the event, they evaluate and prepare reports.

Staffing roles may include a program coordinator, logistics coordinator, social media coordinator, communications lead, volunteer manager, and accessibility lead. Clear job descriptions and expectations help ensure smooth operations.

Logistics vary depending on format. In‑person SIGs require venue selection, travel arrangements, catering, and equipment. Online SIGs require reliable platforms, technical support, and accessibility features such as captioning or interpretation. Hybrid SIGs combine both and require additional coordination.

Communication is essential throughout the process. SIGs should maintain an up‑to‑date website, use social media strategically, and communicate clearly with applicants, speakers, and volunteers. Transparency and responsiveness build trust and enhance the participant experience.

Hybrid panel during South School on Internet Governance SSIG 2025 México City. SSIG evolved into a full hybrid format after two years of virtual format during the pandemic.

Evaluation helps SIGs improve and demonstrate impact. Participant evaluations may include surveys, feedback forms, and session ratings. Postmortems allow organizers to reflect on what worked well and what could be improved. These internal reviews are essential for institutional memory and continuous improvement.

Tracer studies provide long‑term insights by surveying alumni several years after they attended a SIG. These studies measure career impact, policy engagement, and community involvement. They help demonstrate the long‑term value of SIGs and can support fundraising and strategic planning.

Long‑term sustainability requires more than funding. SIGs must build strong alumni networks, develop partnerships with Internet governance organizations, and maintain institutional memory through documentation. Succession planning ensures that leadership transitions smoothly and that the SIG does not depend on a single individual. Diversifying funding sources reduces vulnerability, while regional collaboration strengthens the global SIG ecosystem.