ict sector strategy and investment plan (2015 – 2020)

ICT Sector Strategy and

Investment Plan

(2015 – 2020)

Ministry of Information and Communications Technology

UCC/SRVCS/13-14/00025

August 2014

2

Private and Confidential

Ministry of Information and Communications Technology

Social Security House, Plot 4, Jinja road

P.O. Box 7817, Kampala – Uganda.

Dear Sir / Madam,

RE: Provision of Consultancy Services for Development of Information and Communications

Technology (ICT) Sector Strategy and Investment Plan

We are pleased to submit our Zero Draft with regards to Provision of Consultancy Services for

Development of Information and Communications Technology (ICT) Sector Strategy and Investment

Plan.

This Zero Draft ICT Sector Strategy and Investment Plan includes the strategic approach, strategic

framework, recommended interventions, action plan, institutional structure, and critical success

factors.

Kindly contact the undersigned [email protected] or Chrispine O. Mudhune

[email protected] or Andrew Kiyingi [email protected] in case of clarifications on this

report.

Yours Sincerely,

For: Deloitte (Uganda) Limited

Fred Okwiri

Director

mailto:[email protected]



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Acronyms

Acronym Description

CERT Computer Emergency Response Team

GDP Gross Domestic Product

GoU Government of Uganda

ICT Information and Communications Technology

ICT-SIP Information and Communication Technology Sector Strategy and Investment Plan

IMC Inter-Ministerial Steering Committee

IT Information Technology

ITeS Information Technology Enabled Services

MoICT Ministry of Information and Communication Technology

NDP National Development Plan

NITA-U National Information Technology Authority Uganda

PGC Programme Governance Committee

PIAP Public Internet Access Point

SIMC Secretariat to the Inter-Ministerial Steering Committee

STA Strategic Thrust Area

UCC Uganda Communications Commission

UGX Uganda Shillings

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Document Control

Document Information

Document Identification WP2014 Document Name Zero Draft ICT-SIP

Project Name Strategy and Investment Plan (SIP) Project

Client Ministry of Information and Communications Technology (MoICT)

Document Author Deloitte (Uganda) Limited

Document Version 1.0 Document Status Draft

Date Released 1 August 2014

File Name Zero Draft ICT-SIP.docx

Document Change History

Version Date Comments Edits

0.1 1 August 2014 Creation

Distribution of Final Document

The following people are designated recipients of the final version of this document:

Name Organization / Title

SIP Task Team Ministry of Information and Communications Technology (MoICT),

National Information Technology Authority Uganda (NITA-U), Uganda

Communications Commission (UCC), Posta Uganda, Uganda Institute

of Information and Communications Technology (UICT), and Ministry

of Finance, Planning and Economic Development (MoFPED)

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Executive Summary

Located in East Africa, and landlocked by Kenya, South Sudan, the Democratic Republic of Congo, Rwanda and Tanzania, Uganda is a developing country that practices a liberalized economy with an average GDP growth rate and unemployment at around 7% and 4% respectively. Uganda envisions itself as a society transformed from a peasant to a modern, prosperous and a competitive upper middle income country by 2040. The country roadmap to effect this transition is conceptualized around strengthening fundamentals of the economy to harness the abundant opportunities contained therein. Key strength areas identified include sectors like oil and gas, tourism, minerals, Information and Communication Technology (ICT), water resources and agriculture, and attributes such as an abundant labour force, geographical location and trade and industrialisation.

The Comprehensive National Development Planning Framework (CNDPF) provides for the realisation of the 30-year vision through: three 10-year plans; six 5-year National Development Plans (NDPs); Sector Development Plans (SDPs); Local Government Development Plans (LGDPs); Annual work plans; and Budgets.

The ICT Sector

ICT graduated into a full-fledged sector in 2006 with the establishment of the Ministry of ICT (MoICT) as a transition from the past when it fell under the purview of the department of Communications of the then Ministry of Works, Transport and Communications. Though still evolving, the sector has a vibrant stakeholder base comprising besides the government, the ICT industry, academia, practitioners and the end users, particularly the young who comprise a large proportion of Uganda's population and contribute significantly to the ICT uptake in the country. From the public domain, the ICT Sector comprises three levels: (i) Policy - the MoICT; (ii) regulatory – two regulators namely Uganda Communications Commission (UCC) and National Information Technology Authority Uganda (NITA-U), and the private sector and Ministries Departments and Agencies at the operational level.

Within the CNDPF the ICT sector has been actively participating in the national planning and budgeting processes leading to production of critical budgeting, resource allocation and monitoring and evaluation frameworks. Individual agencies in the sector have overtime developed their own strategic and corporate investment plans to guide their business strategies and investment decisions. In order to enable alignment of institutional strategic and corporate investment plans towards a common sector goal and enhance collaboration and synergies in the sector, the ICT sector embarked on the process of developing the ICT Sector Strategy and Investment Plan (ICT SIP) to spur growth and development in the sector and enable transformation of the country into a knowledge-based economy. This document details the strategies and interventions to be followed in pursuance of the above strategic plan.

Principal Areas to be addressed

A comprehensive situational assessment exercise reveals that Uganda is endowed with several strengths, inherent and acquired, that favour a growing ICT sector in the country.

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These include (a) a stable and responsive policy and regulatory regime; (b) a fast-growing ICT sector in a growing economy; (c) a well-developed institutional framework to drive the ICT agenda; (d) long-term ICT infrastructure investment by the Government; (e) conducive geo-political linkages with other countries of the region; (f) a favourable geographical positioning of the country in the world; and (g) a high literacy rates in a predominantly young demography with a high degree of fluency in the English language.

However, notwithstanding the above advantages and earlier efforts to harness ICT for development, the adoption and use of ICT has been significantly below desirable levels across sectors of society and the economy hence losing out on the potential gains which could have been derived. Piecemeal efforts typically resulted in duplication of investments, shortfall in standardisation, inequitable access to people at large and sub-optimal levels of interworking among stakeholder groups within and across sectors. Among other things, a whole-of-country effort that brings diverse stakeholders under one umbrella to make the most cost-effective use of ICTs for socio-economic betterment remained to be embarked upon. The ICT-SIP initiative plugs this gap.

The ICT Strategic Investment Plan

The ICT-SIP envisions ICT as a transformative tool for growth and governance by 2019, the target year. Represented by ConnectedUgand@2020, the Vision includes within its ambit the three large components of (a) ICT for economic growth in Uganda through contributions by the ICT sector; (b) ICT as a tool for growth in Uganda in non-ICT sectors; and (c) ICT as a tool for governance. Specific targets associated with the Vision include the following:

Contribution of the ICT sector into the Ugandan GDP from <value> to <value> by 2020;

Average growth rate in the ICT sector over the plan period of 20%;

Contribution of the ICT sector exports to be <>% of the Ugandan exports by 2020;

Direct employment to at least <> professionals in the ICT sector;

At least <>% of Ugandans aged 15 and above regularly use ICT in their day-to-day activities;

At least five priority sectors of the Government of Uganda are completely online by 2020; and

At least 50% of eGovernment Services to be online by 2020.

The Mission statement corresponding to the above Vision is “to spearhead the creation of a complete ICT landscape through partnerships, for a transformed Uganda”.

Strategic Themes, Action Areas and Strategic Interventions

Activities proposed for the Vision to be realised are essentially contained in the following four Strategic Themes, each of which is associated with their respective goals to be achieved before the target year:

Foundational Support for ICT Development;

Enabling Environment to spur growth of ICT;

ICT for Governance and Service Delivery; and

ICT as an Engine of Growth.

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Interventions to be pursued have been grouped under 10 Action Areas of (1) Policy, Legal and Regulatory Reform; (2) Manpower Development and Planning; (3) ICT Infrastructure; (4) Institutional Framework; (5) Information Security; (6) Research and Innovation; (7) Promoting Local Content; (8) Promoting eServices; (9) eGovernment; and ICT Industry Promotion in Target Markets. Each of these Action Areas are associated with one or more strategies that are to be realised through several strategic interventions. From an implementation perspective the strategic interventions to be taken up have been capsuled into 10 Programmes that act as the vehicles of implementation for activities in an Action Area. The table overleaf brings out a snapshot of the 10 different programmes and the corresponding strategic interventions.

Implementation Approach

A collaboration-driven multi-stakeholder and multi-sectoral approach is envisaged for the implementation of the different strategic interventions to impart it a holistic treatment that adequately extracts synergies among the different interventions. Although clear accountability and ownership structures for each of these interventions is proposed for the implementation, flexibility in the formation of teams is provided to those responsible for taking them up. A comprehensive Monitoring and Evaluation framework, considered key to success of such endeavours has also been provided to guide the implementers through the execution processes.

Over the period 2015-2020, the ICT-SIP is estimated to cost around UGS <> Million for the different interventions recommended.

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Action Areas/ Programmes

Strategic Interventions

Action Area: Policy, Legal and Regulatory

Reform

Programme Name: Pl@tform

A1: Design a policy framework to address requirements in the priority areas of ICT industry development and promotion, research and development and ICT exports

A2: Review and implement a comprehensive Spectrum Policy and Management Framework based on principles of technology and service neutrality and economic valuation.

A3: Review and implement a comprehensive policy and management framework for Infrastructure Sharing and Rights of Way and recommend their enforcement modalities

A4: Finalise and ensure the implementation of the draft Data Protection legislation for Uganda. A5: Enact and enforce Anti-Spam legislation for Uganda A6: Review, propose and operationalise policy provisions aimed at building local capacity. A7: Review and implement policy and attendant reforms in the postal sector of Uganda. A8: Develop the National Broadband Policy following a multi-stakeholder collaborative approach A9: Develop a Strategy for increasing access of ICT devices to Special Interest Groups

Action Area: Manpower Development and Planning

Programme Name: eMpower

B1: Establish the current stock and quality of ICT competencies in the country (capacity building needs assessment) B2: Develop and support the implementation of a strategy for ICT capacity building B3: Implement the certification and accreditation for ICT professionals B4: Partner with Ministry of Education and training institutions to develop as well as implement ICT training curriculum

tailored to industry needs B5: Develop and implement a mechanism for joint planning and ICT internship between academia and the industry B6: Develop and implement targeted capacity building for ICT teachers B7: Facilitate connectivity of schools and institutions for eLearning

Action Area: ICT Infrastructure

Programme Name:

C1: Establish ICT Incubation Centres around public universities and research institutions C2: Extend Support to Other ICT Incubation initiatives C3: Establish ICT Parks

C4: Implement a Strategy for rationalisation of ICT initiatives in Government

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Action Areas/

Programmes Strategic Interventions

infraCOMM C5: Monitor the implementation of ICT infrastructure in line with the National Broadband Strategy

C6: Extend NBI to cover the NDPII priority areas and ensure interconnectivity with neighbouring countries (Including missing links connectivity)

C7: Promote production and use of low-cost locally assembled devices in collaboration with the private sector C8: Develop, publish and enforce Standards related to ICT devices & equipment for wider circulation. C9: Implement last mile connectivity countrywide in partnership with the private sector

C10: Develop and implement a National Master Plan for postal and courier services of Uganda to take advantage of new opportunities offered by ICT

Action Area: Institutional Framework

Programme Name: BASIS1

D1: Review and align the existing institutional framework D2: Building institutional capacities D3: Position the facilitation desk based on recommendations of the above exercise

Action Area: Information Security

Programme Name: infoSECURE

E1: Operationalise a multi-sectoral collaborative framework on Information Security e.g. National Information Security Advisory Group

E2: Build capacity of key institutions across the board (legislature, judiciary, law enforcement agencies etc) E3: Mount concerted ICT security awareness campaigns E4: Develop national authentication mechanisms like PKI E5: Establish the national CERT E6 Implement website regulation and social media for government

1 Building a Structure for Institutional Support

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Action Areas/


E7: Establish and maintain partnership agreements with regional players on information security with partner states

Action Area: Research and Innovation

Programme Name: Ideas2Industry

F1: Establish an ICT Research and Innovation Fund

F2: Collaboration with private sector to establish the centres of excellence F3: Develop a framework for collaboration with research/academia including MoUs, SLAs, etc F4: PPPs in research and development F5: Develop and implement a Multi-sectorial & multi-stakeholder framework

Action Area: Promoting Local Content Programme Name: LocalConnICT

G1: Incentivize the development, adoption and use of Local Content G2: Develop and implement a strategy for promoting local content development and harmonization

G3: Develop and implement incentive scheme for SMEs using locally developed ICT solutions, products and applications

Action Area: Promoting eServices

Programme Name: eTransform

H1: Encourage the use of ICT tools for trade, service delivery and exchange of information H2: Promote the development and use of value-added services

H3: Incentivize the adoption of ICT in SMEs

Action Area: eGovernment

Programme Name: uGovernment.ug

I1: Ensure connectivity of priority sectors i.e. agriculture, health, justice, etc I2: Establish an electronic document management and workflow system for government I3 Digital archiving and Digitalization of Government records I4: Establish Ug-Cloud I5: Implement the eGovernment interoperability framework I6: Develop an institutional framework for implementation of eGovernment

I7: Support the implementation of the National Financial Information System

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Action Areas/


I8: Establish information access centre I9: Implement the Government Citizen Interaction Centre (GCIC) I10: Deploy open source and mobile apps for eGovernment operations with an eye on replicability I11: Develop and implement a change management strategy I12: Build capacity for eGovernment adoption

Action Area: ICT Industry Promotion in Target Markets

Programme Name: Br@nd Uganda

J1: Undertake collaborative exercises with countries of the region on a win-win basis to explore areas of competitive strength and interests in order to contribute to all-round regional progress

J2: Develop and implement a strategy to promote Uganda as an attractive offshoring centre of the world J3: Undertake market intelligence to identify target markets and target services J4: Incentivize and reward companies that invest in promoting Uganda’s ICT abroad J5: Empower Uganda Mission abroad in promoting country J6: Prioritize participation in regional ICT initiatives J7: Ensure ratification of signed protocol J8: Elicit export development plans from the ICT industry at least on an annual basis and dovetail the same with country

promotion efforts for Uganda in the ICT sector

Table of Contents

1. Background 1

1.1 ICT Sector Overview 1 1.2 Planning in the ICT sector 1 1.3 Vision 2040 and National Development Plan 2 1.4 ICT Sector in Uganda 2 1.5 ICT Sector Performance 3 1.6 Business Case for ICT-SIP 5

2. Methodology adopted for Strategy Formulation 9

2.1 Strategic Architecture 11

3. Strategic Direction 13

3.1 Vision 13 3.2 Mission 14 3.3 Strategic Themes, Action Areas and Goals 14 3.4 Action Areas, Strategic Objectives and Strategic Interventions 15

4. Implementation 39

4.1 Critical Success Factors 39 4.2 Monitoring and Evaluation of Initiatives in the ICT Sector 40 4.3 Implementation Risks and Mitigation Measures 41

5. Budget 43

6. Appendices 44

6.1 Appendix A: ICT-SIP Communication Framework 44 6.2 Appendix B: Details of Costing 50 6.3 Appendix C: Implementation Risks and their Mitigation Measures 67

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1. Background

Located in East Africa, with Kenya to the east, South Sudan to the north, the Democratic Republic of Congo to the west, and Rwanda and Tanzania to the south, Uganda has a size of about 91,135 square miles and a population of approximately 37 million people with an increasing population density. Uganda’s economy is liberalized, with the country open to foreign investors. The Gross Domestic Product (GDP) growth for the country averaged 6.98 between 2006 and 2013. The unemployment rate stood at 4.2% in 2009/10 compared to 1.9% in 2005/6.

1.1 ICT Sector Overview

Existence of the ICT sector dates back with the establishment of the Ministry of Information and Communications Technology (MOICT) in 2006. Before then, matters of ICT fell under the purview of the department of Communications of the then Ministry of Works, Transport and Communications.

The ICT sector is therefore still evolving. Structurally, it comprises both public and private players. From the public domain, the ICT Sector is structured into three levels; (i) at the Policy level - there is the Ministry of Information and Communications Technology (MoICT); (ii) at the regulatory level – there are two regulators namely Uganda Communications Commission (UCC) and National Information Technology Authority Uganda (NITA-U), and the private sector and Ministries Departments and Agencies at the operational level.

1.2 Planning in the ICT sector

In 2007, Government adopted a Comprehensive National Development Planning Framework (CNDPF) which provides for the development of a 30-year Vision to be implemented through: three 10-year plans; six 5-year National Development Plans (NDPs); Sector Development Plans (SDPs); Local Government Development Plans (LGDPs); Annual work plans; and Budgets.

In an attempt to implement the CNDPF, the ICT sector has been actively participating in the national planning and budgeting processes leading to production of critical budgeting, resource allocation and monitoring and evaluation frameworks such as the National Budget Framework Paper (NBFP), the Ministerial Policy Statement (MPS), Annual and Half-Annual Government Performance Reviews (GPAR).

Individual agencies in the sector have overtime developed their own strategic and corporate investment plans to guide their business strategies and investment decisions, which they are currently implementing. In order to enable alignment of institutional strategic and corporate investment plans towards a common sector goal and enhance collaboration and synergies among the sector plays, the ICT sector embarked on the process of developing the ICT Sector Strategy and Investment Plan (ICT SIP) to spur growth and development in the sector and enable transformation of the country into a knowledge-based economy.

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1.3 Vision 2040 and National Development Plan

Vision 2040 of “a transformed Ugandan society from a peasant to a modern and prosperous country within 30 years” aims at transforming Uganda from a predominantly peasant and low income country to a competitive upper middle income country. It is conceptualized around strengthening fundamentals of the economy to harness the abundant opportunities around the country. Identified opportunities include oil and gas, tourism, minerals, ICT, abundant labour force, geographical location and trade, water resources, industrialisation, and agriculture among others that are to date considerably under-exploited.

The National Development Plan

The theme of the First National Development Plan (NDP) is “Growth, Employment and Socio-Economic Transformation for Prosperity.” The thrust is to accelerate socio-economic transformation to achieve the National Vision within 30 years. The contribution of this NDP to the socio-economic transformation will be demonstrated by improved employment levels, higher per capita income, improved labour force distribution in line with sectoral Gross Domestic Product (GDP) shares, substantially improved human development and gender equality indicators, and the country’s competitiveness position, among others. The NDP identifies ICT as a growth sector and sets out the following strategies to be followed:

Develop ICT infrastructure;

Promote the use of ICT in business and service operations (e-commerce and e-government);

Build competent human resource capacity in the sector;

Develop and implement a policy, legal and regulatory framework for systematic sector development; and

Promotion of ICT as a business.

1.4 ICT Sector in Uganda

Uganda is considered to have one of the most vibrant, competitive and well-regulated ICT sectors in Africa, encompassing both ICT manufacturing and services activities, though being predominantly skewed towards the latter. The ICT sector is seen to play a big role in employment, job creation and quality/efficiency in service delivery owing to its cross-cutting nature, hence contributing significantly to national economic growth and development.

The 1996 policy framework that liberalized the telecommunication sub-sector was instrumental in giving a push to the ICT service sector that has since grown handsomely over the last decade, especially in the areas of mobile devices, computer applications, information processing, storage and dissemination. The ICT Sector has been recognised as one of the fastest growing sectors noticeably in, mobile telephony, broadcasting, m-finance, data communications and online trade. The sizable growth observed in e-business transactions amongst Ugandans is largely with trading partners in the Middle East, Europe and Asia. The Government has also promptly followed this up with efforts in eGovernment, e-education, e-health, e-payments. The government has also adopted various mechanisms in partnership with the private sector to ensure that communication services are accessible to most citizens. As a result, foreign exchange inflows (exports in form of software and outsourcing services) in the ICT sector have grown significantly too.

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1.5 ICT Sector Performance

Uganda’s Information and Communication Technology (ICT) Sector is one of fastest growing sectors since its liberalization in 2010 with a 6.2% contribution into the GDP (2013) and over 1 million people estimated to be directly employed (2012/13). Liberalisation following the Government of Uganda's Telecommunication Policy of 1996 and technological advancement (particularly the Internet) were instrumental in bringing about a structural transformation of the sector through the adoption of the National ICT Policy of 2003 that was to guide the development of the sector.

The Government of Uganda (GoU) has identified ICT as one of the key tools that can spur socio-economic transformation and development of the country with the eventual goal of attaining a knowledge-based economy. Inclusion of ICT in the core development agenda is borne out by the following:

ICT features as one of the primary growth drivers especially with regard to promoting science, technology and innovation in the National Development Plan (NDP) (2010/11 – 2014/15) and promoting ICT constitutes one of the eight objectives of the NDP; and

The National Backbone Infrastructure (NBI) and ICT incubation parks rank among the 22 National Core Projects / Flagships of the NDP.

Over the years, the sector has attracted the support of the private sector and development partners such as the World Bank (Rural Communications Development Fund (RCDF)), as well as bilateral donors such as the Government of People’s Republic of China (NBI/EGI project), and the Republic of South Korea (e-government Master plan and Information Access Centre and information security, feasibility study on IT parks).

The World Bank in collaboration with GoU is in the process of preparing the Regional Communications Infrastructure Project –RCIP) that is intended to improve connectivity, kick start implementation of eGovernment and consolidate the enabling environment framework for ICT development. The government has also collaborated with a number of multinational companies such as Google, Microsoft, etc on a number of development projects in areas such as establishing ICT innovation centres, education centres of excellence, extending last mile connectivity for rural communications. The foundations and charities such as Bill and Melinda Foundation, Rockefeller Foundation, Ford Foundation etc also support different ICT-enabled projects in various sectors such as health, education, and agriculture.

ICT Contribution to Gross Domestic Product (GDP)

According to the 2013 statistics on national accounts published by the Uganda Bureau of Statistics (UBOS), the ICT sector (postal and telecommunication) has been one of the fastest growing sectors in Uganda’s economy. For the period of NDP I, the sector grew at an average of 20.5% per annum and contributed an average of 2.4% to GDP. This growth was largely on account of growth in the telecommunications sector, data communications and broadcasting, largely driven by innovation that has led to the increase in use of Value Added Services. As a result, the sector has attracted significant amounts of Foreign Direct

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19.8

23.7

21.2

18.9

21.1

0

5

10

15

20

25

2008-09 2009-10 2010-11 2011-12 2012-13

ICT Sector GDP Growth

Investment (FDI), provided employment and contributed significantly to Tax revenue collection.

ICT Contribution to Government Revenue

The ICT sector in Uganda continued to experience significant development during the year. The sector’s contribution to economic growth in terms of share of GDP was 6.0% and employment in the ICT sector was estimated at over a million people. Revenue collection (VAT, PAYE and exercise duty) from telecom companies amounted to Ushs. 332 billion by December 2013, compared to Ushs.289 billion in December 2012. Figure 1 brings out the GDP growth rates for the ICT sector over a period of 5 years.

Telephone subscriptions stand at 18.3 million by March 2014, corresponding to a tele-density of 51.3 lines per 100 people. Internet usage has grown, with the number of active

internet subscriptions standing at 3.6 Million by December 2013 compared to 2.7 Million in December 2012. The number of internet users stands at 7.3 million compared to 6.2 million in June 2013.

The number of licensed TV stations is 67 with 62 operational. There are 229 licensed FM radio stations, out of which 208 are operational. The volume of Expedited Mail Services (EMS) courier items stood at 134,349 and ordinary mail was 1,497,018. The Number of registered Mobile money subscribers was 14.24 million in December 2013 up from 8.87 million in December 2012 and

the value of transactions increased to 18.645 trillion as at December 2013 compared to 11.6 trillion in December 2012.

In terms of the Share of ICT in export and import revenue Uganda’s ICT service exports stood at USD74.9 million in 2011 according to a World Bank report published in 2012, Uganda’s ICT service exports included computer and communications services (telecommunications and postal and courier

services) and information services (computer data and news-related service transactions). However given that there is no manufacturing or assembly known to be currently taking place, these must have been re-exports. Even with this scenario, Uganda is still a net

importer of ICT services. The comparative data captured in the World Bank Report (2012) indicate that in 2010; ICT goods imports as 7.4% of total imports in Uganda stood while ICT exports as 5.7% of total exports.

The ICT goods exports covered in the report included telecommunications, audio and video, computer and related equipment; electronic components; and other ICT goods but excluded software. In terms of ICT sector contribution to employment by December 2010, the sector employed close to 14,000 persons directly (staff directly employed by service providers and government) and an estimated 800,000 indirect jobs were created by the

Figure 1 GDP Growth rates for the ICT Sector over the last 5 financial years

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sector (e.g. Airtime vendors, mobile money kiosks etc). In FY 2012/13, the direct and indirect

jobs created by the ICT sector were estimated well over a million jobs.

1.6 Business Case for ICT-SIP

A comprehensive situational assessment exercise reveals the following key strength areas for Uganda

Policy and Regulatory Regime: Owing to liberalised policies pursued since 1996, the Ugandan ICT Market is considered one of the most liberalised and well-regulated within the region. Periodically updated and benchmarked with the best in the world the policy, legal and regulatory foundations in the country conveys stability and responsiveness for any investor in Uganda, from within the country or without.

Economic Condition: Growing at about 20% every year the ICT sector in Uganda is considered one of the fastest growing areas of the economy providing direct employment to over a million people in the country. Uganda is favourably placed in the middle of the African mainland and land-linked with other countries of the region (both Anglophone and Francophone) with whom it enjoys excellent relations. Taken in conjunction with the country's own internal market this makes for an excellent catchment area from which not only can resources be drawn but could also be developed as a market for ICT goods and services.

Institutional Setting: Uganda has a matrix of organisations within the ICT sector with well-defined roles and responsibilities at the policy, regulatory and operational levels. The liberalization process created the Uganda Communications Commission (UCC) as the regulator while privatising the-then incumbent, Uganda Posts and Telecommunications Corporation (UPTC). For better coordination in development and implementation of programmes, the department of ICT (once in the Ministry of Works and Transport) was elevated to a full-fledged Ministry of ICT (MoICT) mandated to provide strategic and technical leadership, overall coordination, support and advocacy on all matters of policy, laws, regulations and strategies for the ICT sector. Though still evolving the ICT sector today comprises both public and private players. In the public domain, the ICT Sector is structured into three levels: o Policy level - Ministry of Information and Communications Technology (MoICT); o Regulatory level – two regulators namely Uganda Communications Commission

(UCC) and National Information Technology Authority Uganda (NITA-U); and o Operational level - two institutions i.e. Posta Uganda and Uganda Institute of

Information and Communications Technology (UICT). In the private sector, the ICT sector comprises the sub-sectors of telecommunications, broadcasting, information technology (IT) and postal. Within these subsectors, the key players include telecom operators, ICT infrastructure providers, Internet Service Providers (ISPs), broadcasters, players in the film industry, content providers, software designers etc. Other key actors in the sector include the academia, research institutions, civil society and development partners, besides a young population steeped in the use of ICT. Together, this makes for a wholesome mix of stakeholders who find value in ICT.

Technology Status: GoU plans concerted investment in building a nation-wide interoperable core ICT infrastructure to serve as a backbone for connectivity in the

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country. At the level of consumers mobile penetration rates are high and growing which reflect the presence of basic access facilities to use ICT goods and services.

Cross-cutting Areas: Besides the above, there are many other inherent strengths though not particularly specific to the ICT sector, such as the following: o Favourable Geographical Positioning: Uganda's convenient time-zone positions it

favourably with respect to major consumers of ICT enabled services in the world making it possible for its ICT industry to do business with Asia in the morning, and to transact with Europe and the Americas in the afternoon;

o High Literacy Rates: Years of concerted push at the primary and secondary levels through nation-wide education programmes endows Uganda with high literacy rates that offers a very useful resource base for a growing ICT industry. Furthermore, as nearly 50% of the population is below 15 years of age, this gives Uganda the advantage of a high proportion of productive working population (with very low proportion in the higher age categories) that will stand the country in good stead for several decades to come.

o Fluent English Speaking Population: There is a vast pool of English speaking population, particularly among the youth which could be of enormous advantage to the ICT sector.

Gaps in the Adoption of ICTs

The situational assessment exercise also reveals that notwithstanding the above advantages and earlier efforts to harness ICT for development, the adoption and use of ICT has been significantly below desirable levels across sectors of society and the economy hence losing out on the potential gains which could have been derived. Among other things, a whole-of-country effort that brings diverse stakeholders under one umbrella to make the most cost-effective use of ICTs for socio-economic betterment is yet to be embarked upon. At an overall level the following are some of the gas noticed:

Although efforts to harness ICT as a tool and a track for development began nearly two decades ago with a policy framework that liberalised the telecommunication sub-sector, its adoption and use has been significantly sub-optimal across sectors of the economy and society and potential gains which could have been derived have continued to elude Uganda.

Beset with development challenges, Uganda is nevertheless equipped with several advantages, inherent and acquired, that makes it conducive for ICT to be exploited both as a sector in itself (a "track" ) as well as an enabler (a "tool") in the pursuit of all-round socio-economic development of the country. However, the development of a concerted strategy that capitalises on these strengths has not been taken up.

Whereas ICTs have been tapped into for economic benefits, communication, entertainment and governance, a whole-of-country effort that brings diverse stakeholders under one umbrella to make the most cost-effective use of ICTs for socio-economic betterment is yet to be embarked upon.

Piecemeal efforts have resulted in duplication of investments, shortfall in standardisation, inequitable access to people at large and sub-optimal levels of interworking among stakeholder groups within and across sectors; real gains potentially accruing from widespread adoption and use of ICTs have been missed.

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In particular, the following specific gaps exist in the current ICT setup in the country:

ICT Policy: The current ICT policy, though supportive, has un-addressed areas like ICT Exports, Research and Development and ICT Industry Promotion. Besides, the existing policy focus is skewed towards the public sector

ICT Institutional Framework: The institutional framework suffers from a weak capacity for enforcement of laws, regulations and other directives related to the ICT sector. Coordination among the institutional entities in the ICT sector as well as between the government and the private entities needs to be stronger. Better coordination will usher a multi-stakeholder and multi-sectoral orientation in the engagement between institutions in the ICT sector. A single entity that could represent the whole of the ICT sector is missing too.

ICT Infrastructure: Without a unified infrastructure delivery roll out plan, development in ICT infrastructure has taken place in a haphazard way. An integrated treatment to infrastructure delivery, particularly by utility service providers would be in order. Recommendatory and/or enforcement standards and guidelines need to exist in a number of areas including vandalism and other damages, infrastructure sharing obligations, ICT access by Special Interest Groups, promoting universal\ access to ICT devices, pre-agreed standards for ICT devices and a spectrum allocation process that is more responsive. Connectivity to the end user needs to be beefed up too.

Monitoring and reporting ICT developments: Initiatives are required both at the definitional and operational levels in an endeavour to track the progress of the ICT sector. The deteriorating ranking in the global ICT index needs to be arrested.

ICT funding and partnerships: The public investment in ICT stands at 0.13% of the national budget; collaborative ways of working with the private sector, generically known as the Public Private Partnership model is yet to find firm ground in the country.

ICT Human Resources and Capacity Building: An exercise to estimate the current levels of stock and quality of Uganda’s ICT competencies is yet to be undertaken. Academia efforts are often out of sync with what the industry needs. Internship opportunities are limited too.

ICT Devices and Services: Poor quality of devices and associated services, high bandwidth cost, weak consumer protection and poor enforcement of standards and poor affordability have together led to an adoption rate much lower than what would be desirable.

ICT Public Awareness and Knowledge: There are limited avenues for public awareness about ICTs; the existing efforts are, at best, fragmented. A concerted programme/initiative that promotes the citizen’s utilisation of ICT would be in order.

Information Security: Uganda generally suffers from a limited awareness of information security and related issues. Although the National Information Security Framework exists it is still not operational. While an authentication framework (like the PKI) is missing, the preparedness to respond to cyber-attacks is limited. Guidelines for Internet Service Providers (ISPs) that will help them ward off threats from the Internet is missing too.

eGovernment: Although piecemeal efforts have been taken much needs to be done to bring about an integrated whole-of-government approach to Uganda's eGovernment efforts. Departments work in silos with there being little exchange of data in particular and a lack of an integrated working in general. The current eGovernment Master Plan has gaps in this and a few other respects.

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ICT Promotion and Regional Collaboration: A wider participation is required for Uganda in global and regional initiatives which has so far been limited and uncoordinated. Uganda is yet to be marketed as an ICT hub. Uganda stands much to gain from participation in regional ICT infrastructure e.g. sub-marine cable constructions.

R&D and Local Content: ICT research and innovation suffers from a fragmented approach while ICT-based local content development is generally poor with there being no framework for identification and dissemination of ICT demand areas/solutions. Multi-national ICT research activity is limited too.

ICT in the Sectors: There is generally a sub-optimal exploitation of ICT in all sectors for sectorial growth and management and a less than desirable use of ICT for collaboration within and between sectors.

Today, even as sub-optimal performance levels in different spheres of development highlight the utility of ICTs as an indispensable catalyst and a force-multiplier, and the forces of globalisation and technological advancement makes it incumbent on Uganda to leverage ICT for all-round growth and development, democratisation of ICTs is inevitably drawing people towards it as they realise the value that ICT would add to their lives. Uganda cannot miss the bus.

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2. Methodology adopted for Strategy

Formulation

Stage 1: Situational Analysis/ Assessment and Benchmarking

The current state was assessed in 7 identified pillars consistent with the 2014 ICT policy for Uganda as follows:

Pillar 1 – ICT Governance, Policy, Legal and Regulatory Framework;

Pillar 2 – Infrastructure Development and Access;

Pillar 3 – ICT Safety, Security and Standardisation;

Pillar 4 – E-Services and Local Content Development;

Pillar 5 – ICT Skills and Human Capital Development;

Pillar 6 – Research, Innovation and Industrial Development; and

Pillar 7 – Regional and International Cooperation.

Concurrent with the assessment a Best Practice Study was also undertaken of practices being successfully followed elsewhere in the world in the sphere in prominent countries of the world including US, UK, Australia, Germany, India, South Africa, Kenya, South Africa, Singapore and many others.

Figure 2 brings out the overall approach followed for proposing recommendations consequent to the situational analysis conducted. For every recommendation made, recourse has been taken to:

The current state as revealed by the stakeholders participating in the exercise (STAKEHOLDER VIEW);

Experience and expertise available with the consultant through undertaking assignments of similar nature (EXPERIENCE VIEW); and

Experiences and lessons available from other countries though not with consultant's participation, through literature available in the public domain (BEST PRACTICE VIEW).

Recommendations essentially lie at the confluence of the three regions, described as the “Zone of Recommendations”.

Current State

STAKEHOLDER VIEW

Current State

BEST PRACTISE VIEW

Current State

EXPERIENCE VIEW

Zone of Recommendations

Figure 2: Overall Approach for making Recommendations

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Pillars of

Assessment

Approach for

Analysis

Identified Thrust

Areas

Vehicles of

Implementation

Details of Implementation

Action Plan for

Implementation

Budgetary

Allocations

Prioritization of

Interventions

Project Outcomes

Project Ownership

Institutional

Framework

Monitoring and

Evaluation

Based on the subject and global development and trends the subject area is broken down into several pillars of interventions in which assessment would take place. For every pillar (a) current state assessment is accompanied by (b) benchmarking study with best practices and global trends .

Countries and contexts are first identified to see if the benchmarking is tenable. After this, gap identification takes 2 forms: (a) existing interventions to be done differently (“ENHANCE”) or (b) existing interventions are incomplete and new initiatives need to be taken up (“EXPAND”)

From the current state, requirements for the Vision and the slew of broad recommendations, Strategic Themes will be identified. Each of these Themes will be associated with a Goal as elaborated in this to be realised as part of the Vision.

Each of the thrust area would have a goal associated with it that will be realised through programme(s). Programmes, in turn, would consist of a set of projects and activities. They would be prioritized based on their logical relation.

Holistic Focus including Policy/Legal/ GovernanceClear OwnershipExclusive Institutional FrameworkOutcome based M&E FrameworkEvolutionary Approach that will proceed in degrees

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Figure 3 Strategic Approach for the Preparation of the ICT Strategic Investment Plan

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Figure 3 graphically summarizes the approach that has been adopted towards formulating

Uganda's ICT strategy and is contained in the following stages.

Stage 2: Analysis of Interventions

Analysis of interventions was done in the different pillars with a view to whether:

More activities or interventions needed to be taken up in addition to the ones that have already taken place in the country (EXPANSION); or

The activities or interventions that were taken up needed to be conducted differently from the way they were carried out in the past (ENHANCEMENT).

Stage 3: Envisioning ICT agenda for Uganda’s development

Based on the findings from the Situational Analysis Report, the Vision for ICT for Uganda's development was conceptualized, discussed and then finalized. The Vision formulated is for the year 2015/16 and synchronistic with the ICT policy of Uganda.

Stage 4: Identify Strategic Focus Areas and Associated Strategic Goals

For realisation of the above Vision, Strategic Themes were conceptualised in which interventions would be taken up with each theme being associated with a Goal to be met in the intervening years. When compared with the Vision, the Goals are of narrower scope but work towards realising the targets associated with the Vision.

Stage 5: Formulation of Programmes and Strategic Interventions

Each of these Goals and themes have been associated with programmes through which the identified strategic interventions would be implemented. A programme is conceptualized as an implementation vehicle for executing a set of strategic interventions.

Stage 6: Formulation of Action Plan for Implementation of the ICT Strategy

Once the different programmes and strategic interventions were defined, they were put together into an implementation plan, (the ICT Strategy and Investment Plan or the ICT-SIP) that took into account prioritization factors, and the associated resource requirements for implementation of the Action Plan. Clear responsibility lines have also been identified for the implementation of the plan.

2.1 Strategic Architecture

The Strategic Architecture for Uganda's ICT-SIP illustrates how the strategy is structured in terms of conceptualization and how the implementation shall be realised. There are three (3) key “tracks” in which the architectural framework will operate:

1. The Strategic Elements or the different strategic entities that have been considered that together constitute the whole ICT-SIP strategy;

2. The Strategic Attributes, or attributes by which strategic elements have been defined; and

3. The Measurement Parameter, or the indicators that would be used to confirm if a certain element denoted by pre-defined attributes has been accomplished or not.

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STRATEGIC

INTERVENTION A1 Workplan

including• Timeplan

• Resource

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Input

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Input

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ACTION AREA “A”

ACTION AREA “J”

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Strategic Theme

“n”

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Figure 4 Strategic Architecture for Uganda's ICT Strategy

With the above as a background, the following are of note:

The strategic elements used are (top-down) Vision Strategic Theme Action Area Strategic Intervention Work plan;

The Vision would be realised through interventions in several themes each of which is associated with a GOAL. The Vision itself will be associated with a TARGET;

Every theme would be realised through strategic interventions in one or more Action Areas to achieve GOALS of the theme. Each such Action Area is associated with one or more Strategic Objectives and Strategies. A “programme” would be the vehicle of implementation for a group of strategic interventions;

Every strategic intervention is associated with tangible outputs. Generally speaking a programme will be a long-range intervention to be implemented through strategic interventions which are short-term measures;

Finally, the Work plan provides the template through which all the projects will be implemented and will include time plan, manpower resource requirements, institutional support, budgets, infrastructure, partnerships etc; and

Whereas Vision, Themes and Strategies are all design constructs, Programmes, Projects and Work plan are implementation imperatives. Therefore, while the first three represent the Effectiveness of planning, the last three denote the efficiency of implementation.

Figure 4 represents the above description graphically.

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3. Strategic Direction

Considerations that establish the business case for an ICT-SIP and Uganda’s developmental goals together underpin the ICT strategic direction for the country. This has been taken into account and has informed the new strategic direction.

3.1 Vision

The following is the ICT Vision Statement for Uganda.

Deconstructing the Vision, the following are the three main components associated with the Vision:

1. ICT for economic growth in Uganda through contributions by the ICT sector;

2. ICT as a tool for growth in Uganda in non-ICT sectors; and

3. ICT as a tool for governance.

Table 1 brings out the targets that have been associated with each of the vision components above.

Table 1 Vision Components and Associated Targets

Vision Component Targets

ICT for economic growth in Uganda through contributions from the ICT sector

Contribution of the ICT sector into the Ugandan GDP from <value> to <value> by 2020

Average growth rate in the ICT sector over the plan period of 20%

Contribution of the ICT sector exports to be <>% of the Ugandan exports by 2020

Direct employment to at least <> professionals in the ICT sector

ICT as a tool for growth in Uganda in non-ICT sectors

At least <>% of Ugandans aged 15 and above regularly use ICT in their day-to-day activities;

At least five priority sectors of the Government of Uganda are completely online by 2020

ICT as a tool for governance At least 50% of eGovernment Services to be online by 2020

ICT as a transformative tool for Growth and Governance.

ConnectedUgand@2020

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3.2 Mission

To realise the above Vision and its associated targets the following has been identified as the Mission statement:

“To spearhead the creation of a complete ICT landscape through partnerships,

for a transformed Uganda”.

3.3 Strategic Themes, Action Areas and Goals

A comprehensive collaborative exercise was conducted with stakeholders and the following Strategic Themes were identified as the basic fundamental clusters of influence leading to the realisation of the Vision: 1. Foundational Support for ICT Development; 2. Enabling Environment to spur growth of ICT; 3. ICT for Governance and Service Delivery; and 4. ICT as an Engine of Growth:

Each of the Strategic Themes mentioned above has been further conceptualised into Action Areas in each strategic objectives have been proposed to be realised through strategic interventions. Table 2 brings out the different Action Areas associated with the Strategic Themes discussed above

Table 2 Strategic Themes and Action Areas

Strategic Themes Action Areas

Foundational Support A. Policy, Legal and Regulatory Reform B. Manpower Development and Planning C. ICT Infrastructure D. Institutional Framework

Enabling Environment E. Information Security F. Research and Innovation G. Promoting Local Content

ICT for Governance and Service Delivery

H. Promoting eServices I. eGovernment

ICT as an Engine of Growth J. ICT Industry Promotion in Target Markets

Goals Associated with the Strategic Themes

Table 3 brings out a brief description of each of the themes and the respective goals associated with them.

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Table 3 Goals Associated with the Strategic Themes

Strategic Theme Goals

Foundational Support (includes all components that render foundational support to the initiatives of the sector i.e policy, legal, technology infrastructure, and manpower resources)

To put the complete support structure required by 2018 in terms of the following:

progressive policy, legal and regulatory environment in place;

operational technology infrastructure elements that are appropriate ;

requisite institutional framework implemented and operational; and

industry academia collaborative framework for the ICT sector in place and implemented.

Enabling Environment (includes components in which initiatives will inspire trust and confidence in the use of ICTs and includes information security, local content, and research and innovation)

30% of population using ICT to transact in the wider society by 2019;

At least 50 start-ups in the ICT sector using the National ICT Incubator Initiative; and

50% of SMEs adopting relevant home-grown products and services.

ICT for Governance and Service Delivery (includes all interventions aimed at harnessing the potential of ICTs as an enabler of growth and as a tool of governance)

ICT devices & services are available and affordable by at least 40% Ugandans in the country by 2017; and

50% of government services online by 2019.

ICT as an Engine of Growth (includes interventions ensuring that activities of the ICT sector boost its contributions into Uganda's GDP and exports)

An upward movement of at least 20 ranks for Uganda in all common ICT development indices in use across the world by 2020; and

Active participation in regional ICT initiatives

Identification of at least 5 countries as target markets for the ICT exports sub-sector.

3.4 Action Areas, Strategic Objectives and Strategic Interventions

Additionally, Monitoring and Evaluation as a key intervention by which to track and measure the progress of implementation and take course corrections is proposed as a cross-cutting Action Area outside of the Strategic Themes.

A. Policy, Legal and Regulatory Reform

The policy, legal and the regulatory framework ensures consistent support of the planned initiatives and ensures responsiveness to the technological as well as business environment.

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The proposed strategic objectives, strategies and interventions are as below.

Strategic Objective: To ensure a conducive policy, legal and regulatory framework that is responsive to international, national and industry demands.

Under the above strategic objective the following strategies and accompanying strategic interventions are proposed to be taken up:

Strategy 1: Review the policy, legal and regulatory framework to align it with international norms and practices, national and industry needs.

Strategic Interventions: A1 Update the policy framework to address requirements in the priority

areas of ICT industry development and promotion, research and development, human capital development and ICT exports

A2: Review and implement a comprehensive Spectrum Policy and Management Framework based on principles of technology & service neutrality and economic valuation.

A3: Review and implement a comprehensive policy and management framework for multi-sectoral infrastructure deployment and Sharing including their enforcement modalities

A4: Finalise and ensure the implementation of the Data Protection legislation for Uganda.

A5: Enact and enforce Anti-Spam legislation for Uganda A6: Review, propose and operationalise policy provisions aimed at building

local capacity. A7: Review and implement policy and attendant reforms in the postal sector

of Uganda. A8: Develop the National Broadband Policy following a multi-stakeholder

collaborative approach A9: Develop a Strategy for increasing access of ICT devices & services to

Special Interest Groups

B. Manpower Development and Planning

Being knowledge-intensive, the ICT sector would require unimpeded supplies of appropriately skilled manpower in adequate numbers if envisioned targets are to be realised. Strategic and collaborative interventions between academia and industry are required to ensure that the right numbers of manpower resources with the required competencies are timely available. The proposed strategic objectives, strategies and interventions are as below.

Strategic Objective: To develop and nurture a competitive domestic human resource base in adequate numbers.

Under the above strategic objective the following strategies and accompanying strategic interventions are proposed:

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Strategy 1: Develop critical mass of ICT skilled Ugandans and industry ready workforce.

Strategic Interventions: B1: Establish the current stock and quality of ICT competencies in the

country B2: Develop and support the implementation of a strategy for ICT capacity

building B3: Implement the certification and accreditation for ICT professionals B4: Partner with Ministry of Education and training institutions to develop

and implement ICT training curriculum tailored to industry needs B5: Develop and implement a mechanism for joint planning and ICT

internship between academia and the industry B6: Develop and implement targeted capacity building for ICT teachers B7: Facilitate connectivity of schools and tertiary institutions for eLearning

C. ICT Infrastructure

The establishment of a functioning ICT infrastructure is a prerequisite for the efficient delivery of services. The proposed strategic objectives, strategies and interventions are as below.

Strategic Objective: To develop an interoperable and secure country-wide ICT infrastructure.


Strategy 1: Facilitate infrastructure rollout

Strategic Interventions: C1: Establish ICT Incubation Centres around public universities and research

institutions C2: Extend Support to Other ICT Incubation initiatives C3: Establish ICT Parks C4: Implement a Strategy for rationalisation of ICT initiatives in Government

Strategy 2: Ensure nation-wide access to broadband

Strategic Interventions: C5: Monitor the implementation of ICT infrastructure in line with the

National Broadband Strategy C6: Extend NBI to cover the NDPII priority areas and ensure interconnectivity

with neighbouring countries

Strategy 3: Ensure accessible, reliable and fast communication services

Strategic Interventions: C7: Promote production and use of low-cost locally assembled devices in

collaboration with the private sector

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C8: Develop, publish and enforce Standards related to ICT devices & equipment for wider circulation.

C9: Implement last mile connectivity countrywide in partnership with the private sector


D. Institutional Framework

The general purpose and cross-cutting nature of ICT requires institutional arrangements and coordination mechanisms that ensure the coherence of policies and investments across all relevant sectors. Such an integrated approach is even more important for developing countries where resources and skills are scarce. The proposed strategic objectives, strategies and interventions are as below.

Strategic Objective: To strengthen the ICT institutional framework to drive the national ICT agenda


Strategy 1: Establish a multi-institutional collaborative framework to drive the ICT agenda

Strategic Interventions: D1: Review and align the existing institutional framework D2: Build institutional capacities to ensure development, implementation

and enforcement of policies, laws and regulations

E. Information Security

In an increasingly knowledge-driven and networked world activities that are in breach of lawful online conduct lead to an erosion of trust and confidence. To combat these threats while it is important that, on one hand, measures are taken towards creating an awareness of what is desirable and building capacities for the same, on the other it must be followed up with an enforcement and compliance regime. The proposed strategic objectives, strategies and interventions are as below.

Strategic Objective: To develop a secure, reliable and resilient information security system with national capacity to respond to cyber security threats


Strategy 1: Implement the National Information Security Strategy Strategic Interventions:

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Strategy 2: Ensure protection of consumers of ICT services

Strategic Interventions: E2: Build capacity of key institutions across the board (legislature, judiciary,

law enforcement agencies etc) E3: Mount concerted ICT security awareness campaigns E4: Develop national authentication mechanisms like PKI E5: Establish the national CERT E6 Implement website regulation and social media for government E7: Establish and maintain partnership agreements with regional players on

information security with partner states

F. Research and Innovation

In the inherently dynamic and globalised ICT sector, the marketplace is becoming increasingly competitive with more players climbing onto the bandwagon and exploring ever newer ways of working to increase their productivity levels in order to keep abreast with technology advancements, business needs and discovering virgin areas in which to operate as a way to maintain their competitive advantage. Research is envisaged as a critical enabler for both of these developments. The proposed strategic objectives, strategies and interventions are as below.

Strategic Objective: Promote Research and Development of ICT and Relevant ICT enabled services


Strategy 1: Create an enabling environment to support R&D

Strategic Interventions: F1: Establish an ICT Research and Innovation Fund

Strategy 2: Enhance participation of academia in Research and Innovation for ICT based solutions to local and regional problems

Strategic Interventions: F2: Support the private sector in establishing centres of excellence F3: Develop a framework for collaboration with research/academia for

developing industry required solutions including MoUs, SLAs, etc F4: Explore Public Private Partnerships in research and development F5: Develop and implement a Multi-sectorial & multi-stakeholder framework

for driving ICT Research and Innovation

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G. Promoting Local Content

Local content is an expression and communication of a community’s locally generated, owned and adapted knowledge and experience that is relevant to the community’s situation. The proportion of local content on ICT is low in Uganda and its proliferation is considered by many as major pull-factor in lifting the currently lagging ICT adoption among communities in Uganda. The proposed strategic objectives, strategies and interventions are as below.

Strategic Objective: Develop a framework for facilitating the development and access to a wide range of relevant content for the various communication mediums


Strategy 1: Enhance capacity for local content development and usage in the various ICT Sector services.

Strategic Interventions: G1: Incentivize the development of Local Content for ICT services G2: Develop and implement a strategy for promoting local content

development for ICT services

Strategy 2: Promote use of locally developed solutions and applications

Strategic Interventions: G3: Develop and implement incentive scheme for SMEs adopting and using

locally developed ICT solutions, products and applications

H. Promoting eServices

The impact of ICTs range from how operations are performed in our daily lives, to the way small and medium enterprises (SMEs) function, to how governments and large multi-national corporations provide services to citizens. The use of ICT in business is considered key not just to business administration but also its growth. The proposed strategic objectives, strategies and interventions are as below.

Strategic Objective: Promote online transaction-based services among citizens


Strategy 1: Increase the use of eBusiness tools including ePayments

Strategic Interventions: H1: Encourage the use of ICT tools for trade, service delivery and exchange of

information

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H2: Promote the development and use of ICT value-added services H3: Incentivize the adoption of ICT in SMEs

I. eGovernment

eGovernment, is considered as the application of ICTs to government functions and procedures with the purpose of increasing efficiency, transparency, citizen participation. . The proposed strategic objectives, strategies and interventions are as below.

Strategic Objective: Ensure effective and efficient government services


Strategy 1: Enhance integration and automation of government services

Strategic Interventions: I1: Ensure automation and integration of priority sectors and services i.e.

National ID, eProcurement, Single Window for Government services, e-Agriculture, e-Tourism, e-Education, Energy, e-Health, and e-Justice)

I2: Establish an electronic document management and workflow system for government

I3 Digital archiving and Digitalization of Government records I4: Establish Ug-Cloud I5: Implement the eGovernment interoperability framework I6: Develop an institutional framework for implementation of eGovernment I7: Support the implementation of the National Financial Information

System

Strategy 2: Enhance development and uptake of eGovernment services

Strategic Interventions: I8: Establish information access centre I9: Implement the Government Citizen Interaction Centre (GCIC) I10: Deploy open source and mobile apps for eGovernment operations with an

eye on replicability I11: Develop and implement a change management strategy I12: Build capacity for eGovernment adoption

J. ICT Industry Promotion in Target Markets

As a country, the need to market our ICT goods and services both locally and globally represents a major area of interest in revenue terms. It also has the potential of being major engine of growth for the ICT sector in Uganda. The proposed strategic objectives, strategies and interventions are as below.

Strategic Objective: To promote Uganda as an ICT Hub

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Strategy 1: Work with other countries of the region on a mutually beneficial basis for all-round development of the ICT sector

Strategic Interventions: J1: Undertake joint interventions with neighbouring countries to explore

areas of competitive strengths and interests

Strategic Objective: To promote Ugandan ICT goods and services internationally


Strategy 1: Position Uganda competitively in the Global ICT market

Strategic Interventions: J2: Develop and implement a strategy to promote Uganda as an attractive

offshoring centre of the world J3: Undertake market intelligence to identify target markets and target

services J4: Incentivize and reward companies that invest in promoting Uganda’s ICT

abroad J5: Empower Ugandan Missions abroad in promoting country J6: Prioritize participation in regional ICT initiatives J7: Ensure ratification of signed protocols J8: Elicit export development plans from the ICT industry at least on an

annual basis and dovetail the same with country promotion efforts for Uganda in the ICT sector

Delivery of the Strategy: Strategic Interventions by Action Areas.

In order for the agreed goals to be achieved, strategic interventions were identified and aligned to the strategic objectives. From these, action areas or programs where developed as the vehicles for delivery of the strategy. Table 4 highlights this relationship.

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Table 4 Consolidated List of Action Areas, Strategic Objectives, Strategies and Strategic Interventions


Strategic Objectives Strategies Strategic Interventions

Action Area: Policy, Legal and Regulatory Reform

Programme Name:

Pl@tform

Objective 1:

to ensure a conducive policy, legal and regulatory framework

that is responsive to international, national and industry demands

Strategy 1:

Review the policy, legal and regulatory framework to align it

with international norms and practices, national and industry needs.




A4: Finalise and ensure the implementation of the draft Data Protection legislation for Uganda.

A5: Enact and enforce Anti-Spam legislation for Uganda

A6: Review, propose and operationalise policy provisions aimed at building local capacity.

A7: Review and implement policy and attendant reforms in the postal sector of Uganda.

A8: Develop the National Broadband Policy following a multi-stakeholder collaborative approach

A9: Develop a Strategy for increasing access of ICT devices to Special Interest Groups

Action Area: Manpower Development and

Objective 1:

To develop and nurture a competitive domestic

Strategy 1:

Develop critical mass of ICT skilled

B1: Establish the current stock and quality of ICT competencies in the country (capacity building needs assessment)

B2: Develop and support the implementation of a

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Planning

Programme Name: eMpower

human resource base in adequate numbers

Ugandans and industry ready workforce

strategy for ICT capacity building B3: Implement the certification and accreditation for

ICT professionals B4: Partner with Ministry of Education and training

institutions to develop as well as implement ICT training curriculum tailored to industry needs

B5: Develop and implement a mechanism for joint planning and ICT internship between academia and the industry

B6: Develop and implement targeted capacity building for ICT teachers

B7: Facilitate connectivity of schools and institutions for eLearning

Action Area: ICT Infrastructure

Programme Name: infraCOMM

Objective 1:

To develop an interoperable and secure country-wide ICT infrastructure that will support

Strategy 1:

Facilitate infrastructure rollout

C1: Establish ICT Incubation Centres around public universities and research institutions

C2: Extend Support to Other ICT Incubation initiatives C3: Establish ICT Parks


Strategy 2:

Ensure nation-wide access to broadband

C5: Monitor the implementation of ICT infrastructure in line with the National Broadband Strategy

C6: Extend NBI to cover the NDPII priority areas and ensure interconnectivity with neighbouring

countries (Including missing links connectivity)

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Strategy 3:

Ensure accessible, reliable and fast communication services

C7: Promote production and use of low-cost locally assembled devices in collaboration with the private sector




Action Area: Institutional Framework

Programme Name: BASIS2

Objective 1:

To strengthen the ICT institutional framework to drive the national ICT agenda

Strategy 1:

Establish a multi-institutional collaborative framework to drive the ICT agenda

D1: Review and align the existing institutional framework

D2: Building institutional capacities D3: Position the facilitation desk based on

recommendations of the above exercise

Action Area: Information Security

Programme Name: infoSECURE

Objective 1:

To develop a secure, reliable and resilient information security

Strategy 1:

Implement the National Information Security Strategy


2 Building a Structure for Institutional Support

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system with national capacity to respond to cyber security threats

Strategy 2:

Ensure protection of consumers of ICT services

E2: Build capacity of key institutions across the board (legislature, judiciary, law enforcement agencies etc)

E3: Mount concerted ICT security awareness campaigns

E4: Develop national authentication mechanisms like PKI

E5: Establish the national CERT E6 Implement website regulation and social media for

government


Action Area: Research and Innovation

Programme Name: Ideas2Industry

Objective 1:

Promote Research and Development of ICT and Relevant ICT enabled services

Strategy 1:

Create an enabling environment to support R&D


Strategy 2:

Enhance participation of academia in Research and Innovation for ICT based solutions to local and regional problems

F2: Collaboration with private sector to establish the centres of excellence

F3: Develop a framework for collaboration with research/academia including MoUs, SLAs, etc

F4: PPPs in research and development F5: Develop and implement a Multi-sectorial & multi-

stakeholder framework

27



Action Area: Promoting Local Content Programme Name: LocalConnICT

Objective 1:

Develop a framework for facilitating the development and access to a wide range of relevant content for the various communication mediums

Strategy 1:

Enhance capacity for local content development and usage in the various ICT Sector services to integrate ICTs in social and commercial aspects of the Economy

G1: Incentivize the development, adoption and use of Local Content

G2: Develop and implement a strategy for promoting local content development and harmonization

Strategy 2:

Promote use of locally developed solutions and applications


Action Area: Promoting eServices

Programme Name: eTransform

Objective 1:

Ensure online transaction-based services among citizens

Strategy 1:

Increase the use of eBusiness tools including ePayments

H1: Encourage the use of ICT tools for trade, service delivery and exchange of information

H2: Promote the development and use of value-added services


Action Area: eGovernment

Programme Name:

Objective 1:

Ensure effective and efficient government

Strategy 1:

Enhance integration and automation of government services

I1: Ensure connectivity of priority sectors i.e. agriculture, health, justice, etc


28



uGovernment.ug services (National ID, eProcurement, Single Window for Government, Agriculture, Tourism, Education, Energy, Health, and Justice)

I3 Digital archiving and Digitalization of Government records

I4: Establish Ug-Cloud I5: Implement the eGovernment interoperability

framework I6: Develop an institutional framework for

implementation of eGovernment

I7: Support the implementation of the National Financial Information System

Strategy 2:

Enhance development and uptake of eGovernment services

I8: Establish information access centre I9: Implement the Government Citizen Interaction

Centre (GCIC) I10: Deploy open source and mobile apps for

eGovernment operations with an eye on replicability

I11: Develop and implement a change management strategy

I12: Build capacity for eGovernment adoption

Action Area: ICT Industry Promotion in Target Markets

Programme Name: Br@nd Uganda

Objective 1:

To promote Uganda as an ICT Hub

Strategy 1:

Work with other countries of the region on a win-win basis for all-round development of the ICT sector


29



Objective 2:

To promote Ugandan ICT goods and services internationally

Strategy 1:

Position Uganda competitively in the Global ICT market

J2: Develop and implement a strategy to promote Uganda as an attractive offshoring centre of the world

J3: Undertake market intelligence to identify target markets and target services

J4: Incentivize and reward companies that invest in promoting Uganda’s ICT abroad

J5: Empower Uganda Mission abroad in promoting country

J6: Prioritize participation in regional ICT initiatives J7: Ensure ratification of signed protocol J8: Elicit export development plans from the ICT

industry at least on an annual basis and dovetail the same with country promotion efforts for Uganda in the ICT sector

30

3.5 Action Plan

The Action Plan will serve as the Implementation Plan or Roadmap for harmonization as well as alignment of the various institutional strategic plans with the ICT SIP.

Table 5 Action Plan for Implementation of ICT-SIP

Programmes and Strategic Interventions Year 1 Year 2 Year 3 Year 4 Year 5

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

PROGRAMME Pl@tform




A4: Finalise and ensure the implementation of the draft Data Protection legislation for Uganda.

A5: Enact and enforce Anti-Spam legislation for Uganda

31



A6: Review, propose and operationalise policy provisions aimed at building local capacity.

A7: Review and implement policy and attendant reforms in the postal sector of Uganda.

A8: Develop the National Broadband Policy following a multi-stakeholder collaborative approach

A9: Develop and implement guidelines to be followed by all utility service providers in respect of ICT facilities, Right of Way, and DigOnce in collaboration with the other utility service providers

A10: Develop a Strategy for increasing access of ICT devices to Special Interest Groups

PROGRAMME eMpower

B1: Establish the current stock and quality of ICT competencies in the country (capacity building needs assessment)

B2: Develop and support the implementation of a strategy for ICT capacity building

B3: Implement the certification and accreditation for ICT professionals

32



B4: Partner with Ministry of Education and training institutions to develop as well as implement ICT training curriculum tailored to industry needs

B5: Develop and implement a mechanism for joint planning and ICT internship between academia and the industry

B6: Develop and implement targeted capacity building for ICT teachers

B7: Facilitate connectivity of schools and institutions for eLearning

PROGRAMME infraCOMM

C1: Establish ICT Incubation Centres around public universities and research institutions

C2: Extend Support to Other ICT Incubation initiatives

C3: Establish ICT Parks


C5: Monitor the implementation of ICT infrastructure in line with the National Broadband Strategy

C6: Extend NBI to cover the NDPII priority areas and ensure interconnectivity with neighbouring

33



countries

C7: Promote production and use of low-cost locally assembled devices in collaboration with the private sector




C11: Ensure the existence of nation-wide coverage of digital broadcasting signal

C12: Provide Access and Usage of ICTs to priority areas (agriculture, health, education, energy, and justice, etc) and special interest groups

PROGRAMME BASIS

D1: Review and align the existing institutional framework

D2: Building institutional capacities

PROGRAMME infoSECURE

E1: Operationalise a multi-sectoral collaborative framework on Information Security e.g. National

34



Information Security Advisory Group

E2: Build capacity of key institutions across the board (legislature, judiciary, law enforcement agencies etc)

E3: Mount concerted ICT security awareness campaigns

E4: Develop national authentication mechanisms like PKI

E5: Establish the national CERT

E6 Implement website regulation and social media for government


PROGRAMME Ideas2Industry


F2: Collaboration with private sector to establish the centres of excellence

F3: Develop a framework for collaboration with research/academia including MoUs, SLAs, etc

F4: Incentivize world class ICT training and research institution to set-up in Uganda

F5: Develop and implement a Multi-sectorial & multi-stakeholder

35



framework

PROGRAMME LocalConnICT

G1: Incentivize the development, adoption and use of Local Content

G2: Develop and implement a strategy for promoting local content development and harmonization


PROGRAMME eTransform

H1: Encourage the use of ICT tools for trade, service delivery and exchange of information

H2: Promote the development and use of value-added services


PROGRAMME uGovernment.ug

I1: Provide technical support to MDAs in establishing electronic processes and systems


I3 Digital archiving and Digitalization of Government records

36



I4: Implement the eGovernment interoperability framework

I5: Strengthen the institutional framework for implementation of eGovernment

I6 Technical Support to implementation of Online Citizen Participation platforms

I7: Deploy open source and mobile apps for eGovernment operations with an eye on replicability

I8: Develop and implement a change management strategy

PROGRAMME Br@nd Uganda


J2: Develop and implement a strategy to promote Uganda as an attractive offshoring centre of the world

J3: Undertake market intelligence to identify target markets and target services

J4: Incentivize and reward companies that invest in promoting Uganda’s

37



ICT abroad

J5: Empower Uganda Mission abroad in promoting country

J6: Prioritize participation in regional ICT initiatives and ensure ratification of signed protocol

J7: Elicit export development plans from the ICT industry at least on an annual basis and dovetail the same with country promotion efforts for Uganda in the ICT sector

39

4. Implementation

For a smooth implementation of the ICT-SIP the following should be borne in mind.

At the leadership level continued involvement and ownership of the initiatives that are planned will comfort implementers with a sense of continuity and commitment; the emphasis must be on continuance of the same individual(s) even if his/her place of employment changes;

Clear ownership and accountability structures through unambiguous roles and responsibilities for participating entities in implementation must be established; this will enable collaboration among them too;

It must be ensured that appropriate and compatible skill sets are deployed for the initiatives proposed using resident skill sets even as room is provided for induction from outside; and

Proper monitoring and evaluating mechanisms which define terms under which a review of initiatives would be done should be put in place to facilitate regular stock-taking of the progress achieved during implementation.

4.1 Critical Success Factors

The following are identified as some of the key Critical Success Factors that would influence the implementation of this strategy:

1. Coming on board of all stakeholders (particularly different agencies of the government and members from the ICT industry)

Being a national level strategic plan the ambit of the plan covers all of the ICT sector. Should the involvement be less than envisaged the benefits emanating out of this exercise will be less than expected. This may even set an unwelcome precedent. It is necessary, therefore, to have the involvement of all concerned stakeholders in this exercise in a win-win spirit.

2. Continued Budgetary Support

Since the implementation plans spans across five years it is important that there be sustained commitment and budgetary support required for the Action Plan all through its course. In fact, there must not only be continued political and executive commitment which is a pre-requisite for a successful implementation of this plan, but also a commensurate participation and ownership from members of the ICT industry and academia.

3. Consistent and Continued Commitment

It is recommended that preferably the set of people who were associated with the planning be retained in key roles for its implementation. Being really a comprehensive exercise, a change in the team composition during its implementation may just mean that the finer

40

nuances painstakingly conceptualized during the planning phase may just get lost during its implementation.

4. Proper selection / recruitment of individuals

The ICT sector Institutional Framework will be a newly constituted unit formed as a result of recommendations. Care must be taken while selecting individuals who take up these roles since they play a very central role in the overall implementation of the plan

5. Expectation Management

Concerted measures are required for managing expectation of ICT-SIP from stakeholders in all quarters. There is a need to convey that the plan is not really a panacea or that it would deliver results overnight and that this essentially will deliver the best results only in the long term.

6. Due Representation to all Groups

While committees, project groups and other institutional structures have been formed at different levels (for example, the project and programme levels) and owners have been assigned for the different projects identified to be taken up, team composition has been deliberately kept open. However, every effort needs to be made to rope in as many stakeholder groups of interest as is possible without causing undue delay in the implementation.

4.2 Monitoring and Evaluation of Initiatives in the ICT Sector

Monitoring and evaluation needs to be a key component for the implementation of all strategies as a principal instrument with which to gage the extent of deviation of the implementation process from what was intended in the plan. By checking early any such deviation that might arise monitoring performs a key role in limiting the extent of deviation and deploying course correctives either by bridging any gaps in the implementation process itself or by bringing into consideration any unaccounted variable in the plan.

Table 6 brings out strategies to be followed for a proper monitoring and evaluation f the sector and the corresponding interventions.

Table 6 Strategies and Interventions for Monitoring the ICT-SIP

Strategies Interventions

Finalise definitions for “ICT sector” and “ICT services” aligned with current international practice.

ME1: Undertake collaborative exercises to finalise definitions for “ICT sector” and “ICT services” and ensure compliance through sustained usage

41

Strategies Interventions

Define a comprehensive list of ICT indicators, monitor their progress and disseminate the results

ME2: Conduct an exercise for an elaborate monitoring framework for the development of ICT sector in Uganda in collaboration with all major ICT data collection agencies

ME3: Disseminate the development of the sector through an Annual State of ICT Report for Uganda

ME4: Design and Operationalise an ICT Indicators Portal

4.3 Implementation Risks and Mitigation Measures

Table 7 brings out a few risks that are considered relevant at this stage. Appendix C brings out in more detail the mitigation measures that could be deployed.

Table 7 Implementation Risks and their description

Risk Description

Lack of Consistent and Continued political and executive support

Both political and executive support is important here, since even as the former lends direction, the latter is the part that would ensure execution as envisaged. Also, it is important that the support not just be consistent with strategies that constitute the plan but also be continued without any major lapses.

Non-availability of funds

Measures recommended as part of the plan must be supported with a continued supply of adequate funding as required

Expecting results too soon

There is a chance that in the over-eagerness to implement the plan, too much is attempted to be delivered and too soon without considering how realistic that would be.

Delay in implementation

Delay in implementation could arise owing to many reasons for example, non-availability of stakeholders, delay in necessary approvals, delay in the formation of the requisite institutional structures for implementation and the like.

Going by the Projects in the plan are based mainly on findings as of 2014; however,

42

Risk Description

book technology being a fast-evolving field realities are prone to changes. Going by the book may not always deliver the required results. What is required is find out measures that need to be taken in the light of emerging realities

Inadequate collaboration between stakeholders

Inadequate collaboration would not make for timely inputs from the different stakeholder groups as to what is required to be done in light of emerging realities.

Change at the helm of affairs

Delays would also result in all activities where the delayed activity is a pre-requisite.

Irregular monitoring

Change at the top level whether executive or political can hinder the progress of activities of the plan

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43

5. Budget

Summary

Details can be found in the appendices.

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44

6. Appendices

6.1 Appendix A: ICT-SIP Communication Framework

The ICT-SIP Communication Framework involves two sets of variables:

The Stakeholder Groups; and

The Communication Platforms.

Stakeholder Groups

Table 8 brings out the different types of stakeholder groups involved that partake of the communication of the ICT-SIP.

Table 8 Stakeholder Groups of the ICT-SIP from a Communication Framework Perspective

Stakeholder Group

Description

Po

litic

al L

ead

ersh

ip

Exe

cuti

ve L

ead

ersh

ip

Oth

er G

ove

rnm

ent

Lev

els

Aca

dem

ia in

Ug

and

a

ICT

Ind

ust

ry in

Ug

and

a

Civ

il S

oci

ety

in U

gan

da

Ug

and

an C

itiz

en

Sta

keh

old

ers

Ab

road

(T

arg

et c

ou

ntr

ies

or

cou

ntr

ies

of

the

reg

ion

)

Policy Group

This group comprises the members of the Steering Committee for the ICT-SIP implementation and are involved at the apex level in all decision-making that takes place with respect to the ICT-SIP. The group comprises members from different stakeholder communities as on the right.

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45

Stakeholder Group

Description

Po

litic

al L

ead

ersh

ip

Exe

cuti

ve L

ead

ersh

ip

Oth

er G

ove

rnm

ent

Lev

els

Aca

dem

ia in

Ug

and

a

ICT

Ind

ust

ry in

Ug

and

a

Civ

il S

oci

ety

in U

gan

da

Ug

and

an C

itiz

en

Sta

keh

old

ers

Ab

road

(T

arg

et c

ou

ntr

ies

or

cou

ntr

ies

of

the

reg

ion

)

Core Group The Core Group represents the core technical group of the ICT-SIP and comprises members of the teams responsible for implementation of the programmes proposed for implementation of the ICT-SIP. The group comprises members from different stakeholder communities as on the right.

Extended Group

The Extended Group represents the extended technical group of the ICT-SIP and comprises members of the different Project Management Groups under the 10 different programmes proposed for implementation of

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46

Stakeholder Group

Description

Po

litic

al L

ead

ersh

ip

Exe

cuti

ve L

ead

ersh

ip

Oth

er G

ove

rnm

ent

Lev

els

Aca

dem

ia in

Ug

and

a

ICT

Ind

ust

ry in

Ug

and

a

Civ

il S

oci

ety

in U

gan

da

Ug

and

an C

itiz

en

Sta

keh

old

ers

Ab

road

(T

arg

et c

ou

ntr

ies

or

cou

ntr

ies

of

the

reg

ion

)

the ICT-SIP. The group comprises members from different stakeholder communities as on the right.

Beneficiary Group

The Beneficiary Group comprises those who are targeted to benefit from the different initiatives of the ICT-SIP. The group comprises members from different stakeholder communities as on the right.

Wider Stakeholder Community

The wider stakeholder groups includes those from within and outside Uganda who would have interest in the ICT-SIP either for business interests, for research purposes or just for information. The group comprises

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47

Stakeholder Group

Description

Po

litic

al L

ead

ersh

ip

Exe

cuti

ve L

ead

ersh

ip

Oth

er G

ove

rnm

ent

Lev

els

Aca

dem

ia in

Ug

and

a

ICT

Ind

ust

ry in

Ug

and

a

Civ

il S

oci

ety

in U

gan

da

Ug

and

an C

itiz

en

Sta

keh

old

ers

Ab

road

(T

arg

et c

ou

ntr

ies

or

cou

ntr

ies

of

the

reg

ion

)

members from different stakeholder communities as on the right.

Communication Platforms

Table 9 brings out the different communication platforms under consideration.

Table 9 Communication Platforms for ICT-SIP

Communication Platform Description

Steering Committee Level Deliberations

This represents all deliberations that take place at the level of Inter-Ministerial Steering Committee where major decisions related to the ICT-SIP are arrived at.

Programme Governance Committee Level Deliberations

This represents all discussions that take place at the level of individual programmes where major project updates and developments are discussed and decisions related to the programmes are taken.

Project Management Group Level Deliberations

This indicates all discussions on individual project execution that takes place at the level of the Project Management Groups.

Media Coverage in Uganda

Communication and awareness generated about the ICT-SIP at the level in Ugandan print and electronic media are included in this category.

Social Media Coverage Social media is also envisaged as a communication platform for the ICT-SIP at project, programme and whole-of-strategy levels through dedicated social media accounts declared official. Facebook, Twitter and Google+, at the minimum, must be

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48

Communication Platform Description

explored though others may be tried too. Dedicated web portals and mobile applications, for instance to collect feedback may be explored too.

Annual ICT Conference and Local/ Regional Chapters of the same

The Annual ICT Conference is planned to be a major vehicle to communicate and spread awareness of different initiatives being taken up as part of ICT-SIP. Should circumstances be conducive, regional and local chapters may be tried too and sustained, based on participation received.

State of the ICT Report and Other Publications

A biennial State of the ICT Report for Uganda is also one of the planned vehicles of communication envisaged. From time to time other publications could also be considered.

Communication in other countries- Conferences, Roadshows, Advertisements etc

Country branding efforts are envisaged under Programme E as part of which conferences, roadshows, media clips and other modes of publicity and awareness spreading are to be explored and in sync with engagements being planned by other wings of the Government of Uganda.

Figure 5 captures the different stakeholder groups and the roles they would play on different communication platforms as discussed above for communication and awareness spreading related to the implementation of ICT-SIP and any other related matter.

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49

Policy Group

Core Group

Extended Group

Beneficiaries

Wider Stakeholder

Group

Steering

Committee Level

Deliberations

Programme

Committee Level

Deliberations

Project Group

Level

Deliberations

Media Coverage

in Uganda

Social Media

Coverage

Annual ICT

Conference and

Local Chapters

State of the ICT

Report and other

publications

Other Countries-

Workshops,

Roadshows etc

Political Leadership Executive Leadership Other Governmental Levels ICT Industry in Uganda Academia in Uganda

Civil Society in Uganda Ugandan Citizen Stakeholders Abroad (Target Countries and Other Countries of the Region)

Communication

Engagement

No role to play

No role to play

No active/ major

role to play;

could be asked

for presence/

views on specific

matters

No active/ major

role to play;

could be asked

for presence/

views on specific

matters

At the Steering

Committee level

responsible for

major decisions

as regards the

ICT-SIP

No role to play

No role to play

No active/ major

role to play;

could be asked

for presence/

views on specific

matters

At the

Programme level

responsible for

executing the

programme and

its outcomes

No active/ major

role to play but

receives

periodical

updates and

requests for help

No role to play

No role to play

At the Project

level solely

responsible for

executing the

project and

realizing outputs

No active/ major

role to play but

receives

periodical

updates and

requests for help

No role to play

Receivers of

information and

updates and

interact where

required

No active/ major

role to play;

could be asked

to represent on

specific matters

Steering

Committee under

the Chairperson

sole authority to

represent ICT-

SIP in media

No active/ major

role to play;

could be asked

to represent on

specific issues

Programme

heads maintains

respective

sections of social

media on their

programmes

SC/ Ch’person

responsible for

representational

issues on social

media; has the

Twitter handle

Participate in line

with conference

agenda

Programme

heads could be

asked to

coordinate

identified themes

of conference

Chairperson of

SC will launch

the conference

and participate in

line with agenda

Contribute to

specific sections

of the annual

and other

publications

Contribute to

specific sections

of the annual

and other

publications

Chairperson of

SC will launch

the Annual

Report; write

specific sections

like Foreword etc

No role to play

No active/ major

role to play;

could be asked

on specific

matters

No active/ major

role to play;

could be asked

on specific

matters

Provide

guidance and

coordination;

necessary

approvals

No active/ major

role to play;

could be asked

to represent on

specific matters

Receivers of

information and

updates and

interact where

required

Receivers of

information and

updates; interact

and provide

feedback/ views,

share information

Receivers of

information and

updates; interact

and provide

feedback/ views,

share information

Receivers of

information and

updates; interact

and provide

feedback/ views,

share, participate

Receivers of

information and

updates; interact

and provide

feedback/ views,

share, participate

Receivers of

information and

updates; provide

feedback/ views,

share, contribute

to specific sections

Receivers of

information and

updates; provide

feedback/ views,

share, contribute

to specific sections

Receivers of

information and

updates; interact

and provide

feedback/ views,

share, participate

Figure 5: ICT-SIP Communication Framework

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50

6.2 Appendix B: Details of Costing

Table 10 Details for Budget Proposed

Str

ate

gic

Fo

cus

Are

a

Objectives Strategies Interventions Owner Project Output(s) Input(s) Year 1 Year 2 Year 3 Year 4 Year 5 Total Cost

(Billion Shillings)

Foundational Support

Building Block: Policy, Legal and Regulatory Framework To ensure a conducive policy, legal and regulatory framework that is responsive to international, national and industry demands

Review the policy, legal and regulatory framework to align it with international norms and practices, national and industry needs

1. Design a policy framework to address requirements in the priority areas of ICT industry development and promotion, research and development and ICT exports

MoICT No Policy Framework including papers, guidelines, and strategies

Consultations (workshops), Allowances, Travel, Fuel, and Professional Fees

0.50 0.25 0.23 0.20 0.18 1.36

2. Review and implement a comprehensive Spectrum Policy and Management Framework based on principles of technology and service neutrality and economic valuation.

UCC No Policy Framework including papers, guidelines, and strategies


0.25 0.13 0.11 0.10 0.09 0.68

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51

Str

ate

gic

Fo

cus

Are

a


(Billion Shillings)

3. Review and implement a comprehensive policy and management framework for Infrastructure Sharing and Rights of Way and recommend their enforcement modalities

UCC No Policy Framework including papers, guidelines, and strategies


0.25 0.13 0.11 0.10 0.09 0.68

4. Finalise and ensure the implementation of the draft Data Protection legislation for Uganda.

NITA-U & UCC

No Data Protection legislation; and Compliance & Adjudication Reports

Professional Fees; Travel; Fuel; and Stationery & Printing

1.96 2.16 2.37 2.61 2.87 11.97

5. Enact and enforce Anti-Spam legislation for Uganda

UCC No Data Protection legislation; and Compliance & Adjudication Reports


0.52 0.57 0.63 0.69 0.76 3.17

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Str

ate

gic

Fo

cus

Are

a


(Billion Shillings)

6. Review, propose and operationalise policy provisions aimed at building local capacity.

MoICT & UCC

No Policy provisions including papers, guidelines, and strategies


0.50 0.25 0.23 0.20 0.18 1.36

7. Review and implement policy and attendant reforms in the postal sector of Uganda.

MoICT & UCC

No Policy reforms including papers, guidelines, and strategies


0.50 0.25 0.23 0.20 0.18 1.36

8. Develop the National Broadband Policy following a multi-stakeholder collaborative approach

MoICT No National Broadband Policy including papers, guidelines, and strategies


0.50 0.25 0.23 0.20 0.18 1.36

9. Develop and implement guidelines to be followed by all utility service providers in respect of ICT facilities, Right of Way, and DigOnce in collaboration with the other utility service providers

MoICT & UCC

No Guidelines Consultations (workshops), Allowances, Travel, Fuel, and Professional Fees

0.25 0.13 0.11 0.10 0.09 0.68

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Str

ate

gic

Fo

cus

Are

a


(Billion Shillings)

10. Develop a Strategy for increasing access of ICT devices to Special Interest Groups

MoICT No Strategy and Incentive Guidelines


0.50 0.35 0.35 0.30 0.20 1.7

Building Block: Manpower Development and Planning To develop and nurture a competitive domestic human resource base in adequate numbers

Develop critical mass of ICT skilled Ugandans and industry ready workforce

1. Establish the current stock and quality of ICT competencies in the country (capacity building needs assessment)

MoICT No ICT Human Resource survey; and ICT State of Nation publication


0.50 0.00 0.00 0.00 0.00 0.5

2. Develop and support the implementation of a strategy for ICT capacity building and eGovernment

MoICT & NITA-U

No Strategy for ICT capacity building; Implementation Reports

ICT Capacity Report; Workshops; Travel; and Professional Fees

4.00 4.00 4.40 4.84 5.32 22.56

3. Implement the certification and accreditation for ICT professionals

NITA-U & Respective Ministries

No Database of Service Providers and Training Institutions; and Compliance Audits

Prequalification of Service Providers (Inspectors, Assessors, IT testing labs)

0.40 0.20 0.20 0.20 0.20 1.2

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Str

ate

gic

Fo

cus

Are

a


(Billion Shillings)

4. Partner with Ministry of Education and training institutions to develop as well as implement ICT training curriculum tailored to industry needs

MoICT, NITA-U, UCC & Industry

No Reviewed ICT Curriculum

Consultancies; Allowances; Travel; and Fuel

0.0 0.75 0.78 0.82 0.86 3.21

5. Develop and implement a mechanism for joint planning and ICT internship between academia and the industry

MoICT, NITA-U, & UCC

No Mechanism Workshops; Allowances; Travel; and Fuel

0.0 0.25 0.28 0.30 0.33 1.16

6. Develop and implement targeted capacity building for ICT teachers

UCC No ICT Teacher re-tooled

Consultancies; Allowances; Travel; and Fuel

0.0 0.13 0.14 0.15 0.17 0.59

7. Facilitate connectivity of schools and institutions for eLearning

UCC Yes (RCDF)

School ICT Labs; and Broadband Connectivity

Computer Supplies; ICT Services; Professional Services; and Telecommunication (bandwidth)

0.0 0.13 0.13 0.14 0.15 0.55

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Str

ate

gic

Fo

cus

Are

a


(Billion Shillings)

Building Block: ICT Infrastructure To develop an interoperable and secure country-wide ICT infrastructure

Facilitate infrastructure rollout

1. Monitor the implementation of ICT infrastructure in line with the National Broadband Strategy

MoICT No Interoperable ICT Infrastructure

Allowances; and Fuel

0.00 0.30 0.30 0.30 0.30 1.2

2. Implement last mile connectivity countrywide in partnership with the private sector

NITA-U Yes (RCIP)

Interoperable ICT Infrastructure (Connectivity of end-users)

ICT Equipment and Infrastructure; Travel inland; Allowances; and Fuel

0.00 5.20 5.20 5.20 5.20 20.8

Ensure nation-wide access to broadband

3. Provide Access and Usage of ICTs to priority areas (agriculture, health, education, energy, and justice, etc) and special interest groups

NITA-U & UCC

Yes (RCIP, RCDF)

PIAPs; ICT Labs; and Connectivity to Health Centres, Schools and Tertiary Institutions

ICT Equipment & Infrastructure; Travel inland; Fuel; Allowances; and Professional Fees

0.00 22.50 24.75 27.23 29.95 104.43

ZERO D RAFT

56

Str

ate

gic

Fo

cus

Are

a


(Billion Shillings)

4. Ensure the existence of nation-wide coverage of digital broadcasting signal

UCC Yes (DTT)

DTT Infrastructure

ICT Equipment & Infrastructure; Professional Services; Travel inland; Allowances; and Fuel

13.40 14.07 5.50 5.20 5.00 43.17

Ensure accessible, reliable and fact communication services

5. Extend NBI to cover the NDPII priority areas and ensure interconnectivity with neighbouring countries (Including missing links connectivity)

NITA-U Yes (RCIP)

Interoperable ICT Infrastructure (Interconnectivity with neighbouring countries; and Alternative routes to the undersea cable)

ICT Equipment and Infrastructure; Travel inland; Allowances; and Fuel

0.00 10.00 8.00 8.00 2.00 28

ZERO D RAFT

57

Str

ate

gic

Fo

cus

Are

a


(Billion Shillings)

6. Implement a Strategy for rationalisation of ICT initiatives in Government

MoICT & NITA-U

No Bulk delivery of Internet bandwidth to MDAs and LGs; Consolidation of Software Licenses; and Unified Messaging & Collaboration services

ICT Equipment; Professional Fees; Bandwidth; and Utilities

0.00 5.00 7.50 7.50 9.20 29.2

7. Develop and implement a National Master Plan for postal and courier services of Uganda to take advantage of new opportunities offered by ICT

UCC No National Master Plan for postal and courier services


0.20 0.50 0.55 0.61 0.67 2.53

8. Promote production and use of low-cost locally assembled devices in collaboration with the private sector

MoICT, NITA-U & UCC

No Increased availability of low cost locally devices

Telecommunications; Computer Supplies; and Taxes on machinery

0.00 0.50 0.35 0.35 0.30 1.5

ZERO D RAFT

58

Str

ate

gic

Fo

cus

Are

a


(Billion Shillings)

9. Develop, publish and enforce Standards related to ICT devices & equipment for wider circulation.

NITA-U & UCC

No Standards for ICT devices; Compliance Audits; and Gazetted Standards

Workshops; Allowances; Travel; and Fuel

0.60 0.66 0.73 0.80 0.88 3.67

10. Establish ICT Incubation Centres around public universities and research institutions

NITA-U & UCC

No ICT Incubation Centres

Computer Supplies; ICT Services; Machinery Professional Fees; and Telecommunication (bandwidth)

0.00 5.00 5.50 6.05 6.66 23.21

11. Extend Support to Other ICT Incubation initiatives

NITA-U & UCC

No ICT Incubation initiatives

Computer Supplies; ICT Services; Machinery Professional Fees; and Telecommunication (bandwidth)

0.00 0.83 0.83 0.83 0.83 3.32

12. Establish ICT Parks

MoICT, NITA-U & UCC

No ICT Parks Computer Supplies; ICT Services; Machinery Professional Fees; and Telecommunication (bandwidth)

0.00 5.13 5.13 2.05 0.82 13.13

ZERO D RAFT

59

Str

ate

gic

Fo

cus

Are

a


(Billion Shillings)

Building Block: Institutional Framework To strengthen the ICT institutional framework to drive the national ICT agenda

Establish a multi-institutional collaborative framework to drive the ICT agenda

Review and align the existing institutional framework

MoICT Yes Refined Institutional Framework

Professional Fees; Workshops; Training; Allowances; and Fuel

2.00 0.00 0.00 0.00 0.00 2

Building institutional capacities

MoICT, NITA-U, UCC & any other agency

No Improved Skillset for Institutions

Training; Allowances; Machinery & equipment; and ICT equipment & services

0.00 5.00 4.25 3.61 3.07 15.93

0

Enabling Environment

Building Block: Information Security To develop a secure, reliable and resilient information security system with national capacity to respond to cyber security threats

Implement the National Information Security Strategy

Operationalise a multi-sectoral collaborative framework on Information Security e.g. National Information Security Advisory Group

NITA-U & UCC

No Multi-sectorial collaboration framework


0.45 0.50 0.54 0.60 0.66 2.75

Build capacity of key institutions across the board (legislature, judiciary, law enforcement agencies etc)

MoICT, NITA-U & UCC

No Empowered key institutions

Workshops; Training; Allowances; Travel; and Fuel

1.20 1.32 1.45 1.60 1.76 7.33

ZERO D RAFT

60

Str

ate

gic

Fo

cus

Are

a


(Billion Shillings)

Mount concerted ICT security awareness campaigns

MoICT, NITA-U & UCC

No ICT security awareness campaigns


0.05 0.06 0.06 0.07 0.07 0.31

Develop national authentication mechanisms like PKI

MoICT, NITA-U & UCC

No National Authentication Mechanims like PKI

Professional Fees; Allowances; Travel; and Taxes on machinery

3.64 3.64 3.64 3.64 3.64 18.2

Ensure protection of consumers of ICT services

Establish the national CERT

NITA-U & UCC

No National CERT

Taxes on machinery; and Professional Fees

2.50 2.75 3.03 3.33 3.66 15.27

Implement website regulation and social media for government

MoING & NITA-U

No Social Media Guidelines implemented

Workshops; and Allowances

0.15 0.00 0.00 0.00 0.00 0.15

Establish and maintain partnership agreements with regional players on information security with partner states

MoICT, NITA-U & UCC

No Partnerships, Agreements & MoUs

Allowances; Air Tickets; and Professional Fees

0.00 0.97 1.07 1.17 1.29 4.5

Building Block: Research & Innovation

Create an enabling environment to support R&D

Collaborate with private sector to establish centres of excellence e.g. 5 at regional level

MoICT, NITA-U & UCC

Yes Centres of Excellence in place

Professional Fees; ICT equipment; and

0.00 25.00 25.00 2.00 2.00 54

ZERO D RAFT

61

Str

ate

gic

Fo

cus

Are

a


(Billion Shillings)

Promote Research and Development of ICT and Relevant ICT enabled services

Telecommunication

Enhance participation of academia in Research and Innovation for ICT based solutions to local and regional problems

Develop and implement a framework for collaboration with research/academia including MoUs, SLAs, etc to promote research and development

MoICT, NITA-U & UCC

No Framework for collaboration with research/academia

Allowances; Training Travel; and Professional Fees

0.00 0.60 0.66 0.73 0.80 2.79

Develop and implement a Multi-sectorial & multi-stakeholder framework

MoICT, NITA-U & UCC

No Research solutions and platforms

Workshops; Consultations; Allowances; and Travel

0.20 0.18 0.16 0.15 0.13 0.82

Incentivize world class ICT training and research institution to set-up in Uganda

MoICT, NITA-U & UCC

No World class ICT training and research in place

Incentives (land, buildings, and taxes on machinery)

5.00 5.00 5.00 5.00 5.00 25

Establish an ICT Research and Innovation Fund

MoICT, NITA-U & UCC

No Seed Fund Institutional Framework; Manpower; and Processes & Systems

5.00 5.00 5.00 5.00 5.00 25

Local Content

Building Block: Local Content and Associated

Enhance capacity for local content

Incentivize the development, adoption and use of Local Content

MoICT, NITA-U & UCC

No Solutions and products

Workshops; Allowances; and Training

0.72 0.79 0.87 0.96 1.05 4.39

ZERO D RAFT

62

Str

ate

gic

Fo

cus

Are

a


(Billion Shillings)

Interventions Develop a framework for facilitating the development and access to a wide range of relevant content for the various communication mediums

development and usage in the various ICT Sector services to integrate ICTs in social and commercial aspects of the Economy

Develop and implement a strategy for promoting local content development and harmonization

MoICT, NITA-U & UCC

No Strategy for promoting local content development and harmonization; and Solutions and products

Workshops; Allowances; and Training

0.80 0.88 0.97 1.06 1.17 4.88

Promote use of locally developed solutions and applications

Develop and implement incentive scheme for SMEs using locally developed ICT solutions, products and applications

MoICT, NITA-U & UCC

No Incentive Scheme in place

Professional Fees; Workshops; Allowances; and Training

0.72 0.79 0.87 0.96 1.05 4.39

eServices

Building Block: eServices XXX

Increase the use of eBusiness tools including ePayments

Encourage the use of ICT tools for trade, service delivery and exchange of information

MoICT, NITA-U & UCC

No ICT tools, Service Delivery and Exchange of Information in place

Workshops; Seminars; Allowances; and Travel

0.20 0.20 0.20 0.20 0.20 1

Promote the development and use of value-added services

MoICT, NITA-U & UCC

No Value-added services uptake increased

Workshops; Allowances; Travel

0.16 0.18 0.19 0.21 0.23 0.97

ZERO D RAFT

63

Str

ate

gic

Fo

cus

Are

a


(Billion Shillings)

Incentivize the adoption of ICT in SMEs

MoICT, NITA-U & UCC

No Value-added services uptake increased

Workshops; Allowances; Travel

1.3 1.3 1.3 1.3 1.3 6.5

eGovernment

Building Block: eGovernment Ensure effective and efficient government services

Enhance integration and automation of government services (National ID, eProcurement, Single Window for Government, Agriculture, Tourism, Education, Energy, Health, and Justice)

Provide technical support to MDAs in establishing electronic processes and systems

NITA-U No National ID, eProcurement, Single Window for Government, eAgriculture, eTourism, eEducation, eEnergy, eHealth, and eJustice)

Professional Fees; Technical Assistance; and ICT Equipment & Infrastructure

1.50 1.65 1.82 2.00 2.20 9.17

Establish an electronic document management and workflow system for government

NITA-U No Electronic document management and workflow system (eCabinet and eOffice)

ICT Equipment; Workshops & Seminars; Travel; and Allowances

5.20 5.72 6.29 6.92 7.61 31.74

Enhance development and uptake of eGovernment services

Digital archiving and Digitalization of Government records

NITA-U No Electronic Government Records

Professional Fees; Allowances; Workshops; and Travel

0.00 4.16 4.16 4.16 4.16 16.64

ZERO D RAFT

64

Str

ate

gic

Fo

cus

Are

a


(Billion Shillings)

Technical Support to implementation of Online Citizen Participation platforms

MoICT & NITA-U

No Online Citizen Participation portal;Government Citizen Interaction Centre (GCIC); and Interactive Access Centre (IAC)

ICT Equipment & Infrastructure; Workshops; Training; and Allowances

1.60 1.76 1.94 2.13 2.34 9.77

Implement the e-Government interoperability framework

MoICT & NITA-U

No Interoperability Framework; and Government Architectural Blueprint


1.20 1.32 1.45 1.60 1.76 7.33

Develop and implement a change management strategy

MoICT, NITA-U & UCC

No Change Management Strategy; and Awareness Program


1.20 1.20 1.20 1.20 1.20 6

Strengthen the institutional framework for implementation of eGovernment

MoICT & NITA-U

No Institutional Framework; and eGovernment regulations


2.00 2.20 2.42 2.66 2.93 12.21

ZERO D RAFT

65

Str

ate

gic

Fo

cus

Are

a


(Billion Shillings)

Support the development and deployment of replicable open source & mobile apps for eGovernment operations

MoICT & NITA-U

No Replicable open source & mobile apps for eGovernment


1.97 2.17 2.38 2.62 2.88 12.02

ICT as an Engine of Growth

Building Block: ICT Industry Promotion in Target Markets To promote Uganda as an ICT Hub

Position Uganda competitively in the Global ICT market

Develop and implement a strategy to promote Uganda as an attractive offshoring centre of the world

MoICT, NITA-U & UCC

No Strategy promoting Uganda

Promotion items & materials; Media; Professional Fees; and Telecommunication

2.12 2.33 2.57 2.82 3.10 12.94

Elicit export development plans from the ICT industry at least on an annual basis and dovetail the same with country promotion efforts for Uganda in the ICT sector

MoICT, NITA-U & UCC

No Strategy promoting Uganda

Promotion items & materials; Media; Professional Fees; and Telecommunication

1.15 1.15 1.15 1.15 1.15 5.75

Undertake collaborative efforts internationally and within the region to ensure win-win

Prioritize participation in regional ICT initiatives and ensure signed ratification of protocols

MoICT, NITA-U & UCC

No MoUs; and Partnerships

Travel abroad; Allowances; Meetings; and Subscriptions

6.30 6.93 7.62 8.39 9.22 38.46

Undertake collaborative

MoICT, NITA-U

No MoUs; and Partnership

Travel abroad;

2.86 0.57 0.57 0.57 0.57 5.14

ZERO D RAFT

66

Str

ate

gic

Fo

cus

Are

a


(Billion Shillings)

exploitation of ICT

exercises with countries of the region on a win-win basis to explore areas of competitive strength and interests in order to contribute to all-round regional progress

& UCC s Allowances; Meetings; and Subscriptions

To promote Ugandan ICT goods and services internationally

Strengthen the ICT industry association for lobbying, advisory, facilitation, research, representation and self-regulation of the ICT sector

Undertake market intelligence to identify target markets and services

MoICT, NITA-U & UCC

No Market Intelligence Report; and Market Surveys

Professional Fees; Research; Allowances; and Workshops

0.65 0.72 0.79 0.87 0.95 3.98

Empower Uganda Mission abroad in promoting Uganda's ICT services and products

MoICT, NITA-U & UCC

No Capacity Building

Meetings; Professional Fees; Allowances; and Training

0.00 0.23 0.25 0.28 0.31 1.07

Incentivize and reward companies that invest in promoting Uganda’s ICT abroad

MoICT, NITA-U & UCC

No Capacity Building

Meetings; Professional Fees; Allowances; and Training

0.00 1.3 1.3 1.3 1.3 5.2

Total Budget Requirement (Year-wise and Grand Total) in Billion Ugandan Shillings) 76.67 167.19 165.04 145.53 147.42 701.85

67

6.3 Appendix C: Implementation Risks and their Mitigation Measures

Table 11 presents each of these risks and analyses possible mitigation measures for each of them.

Table 11 Implementation Risks and Mitigation Measures

Risk Impact, if risks materialize Mitigation Measure(s)

Lack of Consistent and Continued political and executive support

Implementation will suffer, on account of the following reasons:

If political leadership is not matched by executive commitment, the implementation will languish as actual achievements will fall short of requirements of strategic directions; and

On the other hand, if excellence in execution is not supported by political leadership’s support, many activities may get delayed beyond the executive’s control, thus cutting into their envisaged benefits.

Mitigation measures considered during the formulation of the plan include, inter alia, the following:

The process of assessment and analysis has involved and taken into consideration views from all stakeholders who participated in the planning process, thus ensuring that not only are their views taken on board but also that they have a role and hence sense of ownership for the plan itself; and

Further initiatives during the plan implementation must keep these considerations paramount to minimise impact of this risk.

Non-availability of funds

Inadequate availability of funds would have the following impact:

Being not in a position to implement everything, the decision markets would then choose between different projects and programmes. The holistic focus of the plan would then be impaired;

Stakeholders who are not involved would lose interest;

The formulation of strategies and programmes has taken up mitigation measures to address this risk in the following ways:

Making programmes as loosely coupled as possible ensures that partial implementation risks are minimized;

Sequencing within a programme among the projects ensures that the ones accorded highest priority are taken up on board first to

68


There is a chance of interdependencies not being considered completely while picking and choosing from among projects and programmes; and

Many activities where a comprehensive planning is required either done internally or through external consultancies, would head immaturely into the implementation without the support of the planning.

deliver quick results;

This action plan itself takes into account pre-requisites for the implementation of the projects;

It is also recommended that wherever a planning exercise is recommended to be taken up, it is actually done so. The pruning of the costs could be done through undertaking a comprehensive internal planning exercise in lieu of external consultants; and

During the implementation of the plan, the above need to be borne in mind.

Expecting results too soon

The implementation may turn out to be unplanned and ad-hoc. Delivery in all programmes may not be properly tested and hence may be susceptible to errors, thus eroding the stakeholders’ interest in the initiatives

As far as possible the implementation plan recommended as part of this report must be followed;

Any course corrections or changes to the same must be deliberated well among the stakeholders before coming to a solution;

Standard timeframes assumed as part of the implementation are comfortable; and

Interdependencies ensure that for any activity to be taken up, the pre-requisites are taken on board first.

Delay in implementation

Delay in the implementation would result in stakeholders losing interest. Also, an inordinate delay may also result in key stakeholders not being

This issue has been addressed through the following means:

The action plan gives sufficient time for such activities as the

69


available at all, for example owing to transfers and the like.

formation of institutional structures that would look into the plan implementation;

Where recommendations are made for effecting significant changes in the institutional arrangements, interim measures have been recommended which would make for a smooth transition; and

All stakeholders are involved right from the early stages so that their continued involvement is ensured.

Going by the book

Whereas the issues to be addressed may remain largely the same, strategies and measures required to address them may well change with time keeping in mind emerging realities. Impact of going by the book may be undertaking interventions that are not in sync with emerging realities and thus would make for underachievement of the results. Synergies across programmes and projects would also suffer.

It is recommended, therefore that every exercise be preceded by a planning with a wide stakeholder participation so as to bring on board emerging issues;

Such cross-stakeholder meetings are envisaged at three tiers, the project, the programme and finally the steering committee level;

To get abreast with emerging requirements, an exclusive research unit has been recommended that has been tasked with research and analysis activities; and

The State of the ICT Report will become a compendium of activities in the sector and continue to inform stakeholders of the latest developments.

Inadequate collaboration between

The implementation would suffer since if there is inadequate participation

Collaborative requirements of the plan have been kept in mind by involving stakeholders across

70


stakeholders from the stakeholders;

Advisory and functional inputs from across different areas of involvement would not come in timely;

The execution support and facilitation from the different groups would languish too; and

Implementation would get delayed thus delaying all activities which have this delayed activity as a pre-requisite.

different areas of activity by giving ownership initiatives to stakeholders for many programmes and projects and leaving it completely to them as to how they would like to execute the institutional and collaborative aspects of the implementation; and

This would make for high buy-in, involvement and ownership from the stakeholders.

Change at the helm of affairs

Replacements may not associate themselves as closely as did their predecessors. Also, it would take some time for them to learn the nuances emerging from the planning exercise. It is likely that the implementation would get delayed thus affecting a whole list of interventions.

At the executive level at the top a group rather than individuals have been associated in discussions; it is unlikely that all of them would be deployed elsewhere; and

Political leadership and direction though has been assumed and is critical for a smooth implementation of the plan.

Irregular monitoring

The project or the programme execution wing would be bereft of any timely advisory inputs for their efforts;

Stakeholder interests may also wane as a result; and

A ready stock take of the status of the implementation will likely elude the top level planners.

Mitigation measures include the recommendation of a Secretariat to be constituted which would be tasked exclusively with monitoring the implementation of the programmes on a timely basis; and

At the programme level, too, monitoring frequency have been recommended, based on indicators and milestones.

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