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
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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/
Programmes Strategic Interventions
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/
Programmes 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
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
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Details of Implementation
Action Plan for
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Budgetary
Allocations
Prioritization of
Interventions
Project Outcomes
Project Ownership
Institutional
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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
Uganda IC
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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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Str
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ACTION AREA “A”Identified with Strategic
Objectives
Strategic Objectives to be
realised by Programmes
Strategies implemented
by
PROGRAMME “A”
STRATEGIC
INTERVENTION A1 Workplan
including• Timeplan
• Resource
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• Institutional
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• Budgets
• Infrastructure
• Partnerships etc
Input
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Input
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IndicatorsOutcome Indicators
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ACTION AREA “J”
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PROGRAMME “C”
PROGRAMME “J”
Effectiveness- “What is to be done” Efficiency- “How it is to be done”
Strategic Theme
“n”
ACTION AREA “B”
STRATEGIC
INTERVENTION Jn
STRATEGIC
INTERVENTION A2
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.
Under the above strategic objective the following strategies and accompanying strategic interventions are proposed:
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
C10: Develop and implement a National Master Plan for postal and courier services of Uganda to take advantage of new opportunities offered by ICT
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
Under the above strategic objective the following strategies and accompanying strategic interventions are proposed:
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
Under the above strategic objective the following strategies and accompanying strategic interventions are proposed:
Strategy 1: Implement the National Information Security Strategy Strategic Interventions:
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E1: Operationalise a multi-sectoral collaborative framework on Information Security e.g. National Information Security Advisory Group
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
Under the above strategic objective the following strategies and accompanying strategic interventions are proposed:
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
Under the above strategic objective the following strategies and accompanying strategic interventions are proposed:
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
Under the above strategic objective the following strategies and accompanying strategic interventions are proposed:
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
Under the above strategic objective the following strategies and accompanying strategic interventions are proposed:
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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Under the above strategic objective the following strategies and accompanying strategic interventions are proposed to be taken up:
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
Under the above strategic objective the following strategies and accompanying strategic interventions are proposed to be taken up:
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
Action Areas/ Programmes
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.
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
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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Action Areas/ Programmes
Strategic Objectives Strategies Strategic Interventions
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
C4: Implement a Strategy for rationalisation of ICT initiatives in Government
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)
25
Action Areas/ Programmes
Strategic Objectives Strategies Strategic Interventions
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
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: 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
E1: Operationalise a multi-sectoral collaborative framework on Information Security e.g. National Information Security Advisory Group
2 Building a Structure for Institutional Support
26
Action Areas/ Programmes
Strategic Objectives Strategies Strategic Interventions
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
E7: Establish and maintain partnership agreements with regional players on information security with partner states
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
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
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 Areas/ Programmes
Strategic Objectives Strategies Strategic Interventions
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
G3: Develop and implement incentive scheme for SMEs using locally developed ICT solutions, products 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
H3: Incentivize the adoption of ICT in SMEs
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
I2: Establish an electronic document management and workflow system for government
28
Action Areas/ Programmes
Strategic Objectives Strategies Strategic Interventions
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
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
29
Action Areas/ Programmes
Strategic Objectives Strategies Strategic Interventions
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
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
31
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
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
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
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
C4: Implement a Strategy for rationalisation of ICT initiatives in Government
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
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
countries
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
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
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
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
E7: Establish and maintain partnership agreements with regional players on information security with partner states
PROGRAMME 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: Incentivize world class ICT training and research institution to set-up in Uganda
F5: Develop and implement a Multi-sectorial & multi-stakeholder
35
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
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
G3: Develop and implement incentive scheme for SMEs using locally developed ICT solutions, products and applications
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
H3: Incentivize the adoption of ICT in SMEs
PROGRAMME uGovernment.ug
I1: Provide technical support to MDAs in establishing electronic processes and systems
I2: Establish an electronic document management and workflow system for government
I3 Digital archiving and Digitalization of Government records
36
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
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
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
37
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
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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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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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
Consultations (workshops), Allowances, Travel, Fuel, and Professional Fees
0.25 0.13 0.11 0.10 0.09 0.68
ZERO D RAFT
51
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)
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
Consultations (workshops), Allowances, Travel, Fuel, and Professional Fees
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
Professional Fees; Travel; Fuel; and Stationery & Printing
0.52 0.57 0.63 0.69 0.76 3.17
ZERO D RAFT
52
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)
6. Review, propose and operationalise policy provisions aimed at building local capacity.
MoICT & UCC
No Policy provisions 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
7. Review and implement policy and attendant reforms in the postal sector of Uganda.
MoICT & UCC
No Policy reforms 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
8. Develop the National Broadband Policy following a multi-stakeholder collaborative approach
MoICT No National Broadband Policy 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
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
ZERO D RAFT
53
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)
10. Develop a Strategy for increasing access of ICT devices to Special Interest Groups
MoICT No Strategy and Incentive Guidelines
Consultations (workshops), Allowances, Travel, Fuel, and Professional Fees
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
Professional Fees; Travel; Fuel; and Stationery & Printing
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
ZERO D RAFT
54
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)
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
ZERO D RAFT
55
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)
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
Objectives Strategies Interventions Owner Project Output(s) Input(s) Year 1 Year 2 Year 3 Year 4 Year 5 Total Cost
(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
Objectives Strategies Interventions Owner Project Output(s) Input(s) Year 1 Year 2 Year 3 Year 4 Year 5 Total Cost
(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
Consultations (workshops), Allowances, Travel, Fuel, and Professional Fees
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
Objectives Strategies Interventions Owner Project Output(s) Input(s) Year 1 Year 2 Year 3 Year 4 Year 5 Total Cost
(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
Objectives Strategies Interventions Owner Project Output(s) Input(s) Year 1 Year 2 Year 3 Year 4 Year 5 Total Cost
(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
Workshops; Allowances; Travel; and Fuel
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
Objectives Strategies Interventions Owner Project Output(s) Input(s) Year 1 Year 2 Year 3 Year 4 Year 5 Total Cost
(Billion Shillings)
Mount concerted ICT security awareness campaigns
MoICT, NITA-U & UCC
No ICT security awareness campaigns
Workshops; Allowances; Travel; and Fuel
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
Objectives Strategies Interventions Owner Project Output(s) Input(s) Year 1 Year 2 Year 3 Year 4 Year 5 Total Cost
(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
Objectives Strategies Interventions Owner Project Output(s) Input(s) Year 1 Year 2 Year 3 Year 4 Year 5 Total Cost
(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
Objectives Strategies Interventions Owner Project Output(s) Input(s) Year 1 Year 2 Year 3 Year 4 Year 5 Total Cost
(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
Objectives Strategies Interventions Owner Project Output(s) Input(s) Year 1 Year 2 Year 3 Year 4 Year 5 Total Cost
(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
Professional Fees; Workshops; Allowances; and Training
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
Professional Fees; Workshops; Allowances; and Training
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
Professional Fees; Workshops; Allowances; and Training
2.00 2.20 2.42 2.66 2.93 12.21
ZERO D RAFT
65
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)
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
Professional Fees; Workshops; Allowances; and Training
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
Objectives Strategies Interventions Owner Project Output(s) Input(s) Year 1 Year 2 Year 3 Year 4 Year 5 Total Cost
(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
Risk Impact, if risks materialize Mitigation Measure(s)
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
Risk Impact, if risks materialize Mitigation Measure(s)
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
Risk Impact, if risks materialize Mitigation Measure(s)
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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