MACRA Strategic Plan 2015-2020

Transcription

M a l a w i C o mm u n i c a t i o n s R e g u l a t o r y A u t h o r i t y
Strategic Plan 2015 – 2020
Vision
Universal access and usage of ICT services in Malawi
Mission
To facilitate the development of the ICT Sector through
efficient and effective regulation and research
Values
Operational Excellence
Stakeholder/Customer focus
Innovation
Teamwork
Transparency & Accountability
Integrity
i
Table of Contents
ABBREVIATIONS AND ACRONYMS
iii
LIST OF TABLES
iv
LIST OF FIGURES
iv
FOREWORD FROM THE BOARD CHAIRPERSON
ii
OVERVIEW FROM THE DIRECTOR GENERAL
iii
EXECUTIVE SUMMARY
iv
1.0INTRODUCTION1
1.1
Institutional Mandate
1
1.2
Performance Review of Strategic Plan 2010-2015
1
1.3
Approach used to develop the Strategic Plan
3
2.0
STRATEGIC ANALYSIS
5
2.1
Internal Analysis
5
2.2
External Analysis
5
2.3
Key issues
13
3.0
2015—2020 STRATEGIC DIRECTION
15
3.1
Vision of MACRA
15
3.2
Mission of MACRA
15
3.3
Values of MACRA
15
3.4
Strategic Objectives and Initiatives
17
3.5
Critical Success Factors
22
3.6
Key Strategic Assumptions
22
4.0
IMPLEMENTATION ARRANGEMENTS
23
5.0CONCLUSION
29
APPENDIX 1: MACRA’S CORPORATE SCORECARD
31
APPENDIX 2: 2015/16 -2019/20 FISCAL YEARS BSC -14 KEY MEASURES AND KPIs
36
Appendix 3: MACRA’s Risk Management
37
ii
Abbreviations and Acronyms
BSC
Balanced ScoreCard
CERT
Computer Emergency Response Team
CIRMS
Consolidated ICT Regulatory Monitoring System
COMESA
Common Market for Eastern and Southern Africa
CRASA
Communication Regulators’ Association of Southern Africa
CSR
Corporate Social Responsibility
DG
Director General
DHRMD
Department of Human Resources Management and Development
DOB
Director of Broadcasting
DOFA
Director of Finance and Administration
DOLS
Director of Legal Services
DOP
Director of Postal Services
DOT
Director of Telecommunications
DSL
Digital Subscriber Line
DTH
Direct To Home
FMM
Frequency Monitoring Management
FreqFrequency
FY
Financial Year
GDP
Gross Domestic Product
GoM
Government of Malawi
ICT
Information and Communication Technology
IDI
ICT Development Index
IP
Internal Process
ITU
International Telecommunication Union
KPI
Key Performance Indicator
LG
Learning and Growth
MACRA
Malawi Communication Regulatory Authority
MCT
Multipurpose Communications Telecentres
MGDS
Malawi Growth and Development Strategy
M&E
Monitoring and Evaluation
MFEPD
Ministry of Finance, Economic Planning and Development
MK
Malawi Kwacha
MOU
Memorandum of Understanding
OMTI
Objectives, Measures, Targets and Initiatives
PESTEL
Political, Economic, Social, Technological, Environmental and Legal
SADC
Southern Africa Development Community
SDNP
Sustainable Development Network Project
SWOT
Strengths, Weaknesses, Opportunities and Threats
TVTelevision
UA
Universal Access
USF
Universal Service Fund
VSAT
Virtual Satellite
YTD
Year to Date
iii
List of Tables
Table No.
Description
Page No.
Table 1ICT Sector players in Malawi 7
Table 2
ICT penetration and usage in Malawi during 2013
8
Table 3ICT Development-Selected African Countries11
Table 4
Comparison of IDI, Ease of Doing Business & Global Competitiveness12
Table 5Summary of opportunities and threats13
Table 6
Proportion of Cost Categories per Total Cash flow
23
Table 7Current staff establishment24
Table 8
Key measures and performance indicators
26
List of Figures
Figure No.
Description
Figure 1
Performance as per strategic outcomes
Page No.
2
Figure 2Overall performance of SP2010-20152
Figure 3MACRA Strategy Map 2015/16-2019/2016
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From the Board Chairperson
Foreword
From the Board Chairperson
O
n behalf of the Board of Directors of Malawi
Communications Regulatory Authority (MACRA), I
am grateful to present the 2015-2020 Strategic
Plan which has been developed after thorough
consultations with our stakeholders.
Firstly, I wish to commend MACRA for the efforts and
professionalism in which the organization has shown in
serving the country in regulating ICT services.
The development of the new Strategic Plan covering
the period 2015 to 2020 has been necessitated by the
Malawi Growth and Development Strategy II - MGDSII
which identifies ICTs as a key factor in the development
of the country’s economy. The Plan aims at attaining one
of the Strategy’s key thematic areas’ sub theme 4 on
infrastructure development. It also recognizes MACRA’s
central role as a regulatory body on ICT and its contribution
to the National ICT Policy goal of “contributing to socioeconomic development through maximum integration of
ICT in all sectors and the provision of ICT services to the
rural areas.” The Strategic Plan is a detailed integration of
key Government and ICT sector policies and strategies.
MACRA will focus on consolidating the successes it
achieved over the years and further build and strengthen
its mandate in this regard. The Authority will endeavour to
align its activities to the ICT policy in order to improve the
lives of all Malawians in as far as telecommunications,
broadcasting and postal services are concerned, and to
position the ICT sector as a key driver of the economy.
In order to realise this undertaking, MACRA will periodically
be reviewing the Strategic Plan to ensure that its regulatory
v
programmes, budget allocations, skills base and human
resources are properly adjusted to respond to the
prevailing environment so as to effectively contribute to
the national development agenda.
It is our hope that after the next five years, Malawi will be
able to make strides in the achievement of a knowledgebased economy and information-rich society by turning
the ICT potential into real benefits for its people as well as
closing the digital divide gap.
As MACRA’s Chairperson, I would like to assure management
of the Board’s support and guidance towards the
implementation of this plan. I also wish to thank all those
who participated in the planning and designing processes
as well as those that have continuously supported MACRA
in coming up with this comprehensive guiding tool.
Ms. Mervis Mangulenje
Overview
From the Director General
D
uring the past 5 years, MACRA’s operational
performance has greatly improved. All the sub
sectors we regulate i.e. telecommunications,
broadcasting and postal have evolved and we
have worked tirelessly to ensure that services are
available to most Malawians with more emphasis in the
rural and under-served areas.
I am therefore pleased to present the third MACRA’s 5-Year
Corporate Strategic Plan for the period 2015-2020. This
Strategic Plan, which is based on the Balanced Scorecard
methodology, is yet another indication of what MACRA strives
to achieve in serving the ICT sector better. This methodology
has structured the Plan into four perspectives that are critical
for achieving our vision of “Universal access and usage of ICT
services in Malawi”. This will provide a basis for evaluation
of the Authority’s performance by our stakeholders over the
implementation of the Plan. The four perspectives include: (i)
Customer/Stakeholder engagement, (ii) Internal Processes
alignment, (iii) Learning and Growth, and (iv) Financial
prudence and credibility.
The implementation of this Plan has been designed to run
on annual basis to allow MACRA evaluate its performance
and therefore be able to refocus its efforts in the subsequent
financial year. We will use it to prioritise our forward
programmes through successive annual budget and work
plans. The flexibility in the implementation process will
ensure that the Plan is adaptable to key developments
in national development agenda as well as policy and
legislative environment. The Plan has also highlighted the
risks that could hinder its smooth execution and provided
the mitigation measures.
I take this opportunity to express my sincere appreciation
to all those who were involved in the formulation of this
strategic plan at different levels. Special thanks go to the
MACRA Board for their guidance and input and members of
staff who made invaluable contributions in developing this
plan. I would also like acknowledge our licensees for their
compliance to the country’s ICT regulations over the years
as well as key stakeholders for providing input to the Plan.
We look forward to a continued good working cooperation
as strategic partners in the development of ICTs in Malawi.
This Strategic Plan builds on the achievements attained
in the first strategic plan (2010-2015) and is built around
two core strategic areas of regulation and research
that are critical for operational excellence and financial
sustainability. Extensive consultations were conducted
during the preparation in order to ensure that the Plan
reflects both institutional and stakeholder aspirations.
MACRA will diligently work with the various key stakeholders
in the ICT sector to ensure achievement of the set targets in
the Plan. I affirm my own commitment and that of the entire
MACRA management and staff to give our unreserved efforts
in the implementation of this Strategic Plan.
Furthermore, assumptions were made in the preparation
of the Strategic Plan that formed part of the foundation on
which the Plan has been built. The Plan assumes, among
others, that there will be continued Government and other
stakeholders support for universal access and usage
of ICT services in Malawi. It also assumes that MACRA will
be permitted to function independently according to the
existing and revised legislation.
Mr Godfrey Itaye
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Executive Summary
MACRA commissioned a strategic planning process to develop a new five year strategic
plan 2015-2020 following the conclusion of Strategic Plan 2010-2015. Overall performance
of Strategic Plan 2010-2015 was at 79 percent with substantial gains made in the areas of
sustained and reliable financial performance as well as efficient and professional human
resource. However, in order to consolidate the gains made and also to address the challenges
that were encountered in the implementation of Strategic Plan 2010-2015, MACRA adopted
the Balanced ScoreCard (BSC) methodology for the new Plan 2015-2020. The BSC is a well
known tool for executing strategic plans since it looks at the four perspectives of managing
and implementing strategy: (i) Customer/Stakeholder, (ii) Internal Processes, (iii) Learning and
Growth and (iv) Financial,. Each section in this strategic plan was assigned specific annual
milestones that will allow MACRA to achieve its mission.
MACRA is committed to conducting business efficiently, communicating openly and
collaborating effectively with its stakeholders. The Plan identifies, the challenges, risks and
opportunities MACRA faces and the strategies it will use to facilitate the development of the
ICT Sector through efficient and effective regulation and research.
The Strategic Plan for MACRA is not prepared in isolation from other planning activities in
Malawi. The plan has been prepared to be consistent with the aspirations of Malawi Growth and
Development Strategy (MGDS II) and the National ICT Policy.
The Plan was developed through a process that involved; meetings and interviews with all the
key stakeholders in the ICT sector (operators, Government agencies/ministries and consumers)
and internal consultations with the Board and members of staff.
A situational analysis that was undertaken through the consultative process revealed the
following key issues that merit MACRA’s urgent attention:
a) Need to facilitate fair competition, promote consumer protection and to facilitate access
and usage of ICT services;
b) Need to enhance operational excellence, pursue research, innovation and best practices;
c) Need to facilitate secure ICT systems and services, the development of an effective and
efficient legal and regulatory framework and to promote a digital economy in a converged
regulatory environment;
d) Need to strengthen relationships and communication with stakeholders;
e) Need to foster regional and international cooperation in the ICT sector;
f) Need to strengthen human capital, timely and reliable sharing of information, and;
g) Need to increase revenue growth and management and to optimise resource allocation
and utilization;
h) Need to improve institutional capacity and corporate governance for better service delivery.
vii
Responses to these strategic issues culminated into the following strategic direction:
Vision: “Universal access and usage of ICT services in Malawi”.
Mission: “To facilitate the development of the ICT Sector through efficient
and effective regulation and research.”
Values: Operational Excellence, Customer Focus, Innovation, Teamwork, Transparency & Accountability and Integrity
Strategic Objectives:
Customer/Stakeholder Perspective –To achieve our vision, we should appear to our
customers/stakeholders as:
C1:
C2:
C3:
C4:
C5:
Strengthening relationships and communication with stakeholders
Fostering regional and international cooperation in the ICT sector
Promoting consumer protection
Facilitating access and usage of ICT services
Facilitating fair competition
Internal Processes- To satisfy our customers / stakeholders, we need to effectively
and efficiently undertake the following business processes:
IP1:
IP2:
IP3:
IP4:
IP5:
IP6:
Enhancing operational excellence
Pursuing research, innovation and best practices
Facilitating secure ICT systems and services
Facilitating effective and efficient legal and regulatory framework
Monitoring and enforcement of the legal and regulatory framework
Facilitating investment in the ICT sector
Learning and Growth- To achieve our vision, we will sustain our ability to change and
improve through:
LG1:
LG2:
LG3:
Strengthening human capital
Timely and reliable sharing of information
Improving institutional capacity and corporate governance
Financial – To succeed financially, the Authority should aim at:
F1:
F2:
Optimising resource allocation and utilization
Increasing revenue growth
viii
The above objectives will be operationalised through the Balanced ScoreCard methodology
which is shown in Appendix 1.
For proper Monitoring and Evaluation of the Plan’s performance, 14 Measures and their related
Key Performance Indicators (KPIs) in the four perspectives of Customer/Stakeholder, Internal
Processes, Learning & Growth and Financial have been extracted from the main Corporate
Balanced ScoreCard and highlighted as key to achieve the above objectives. The measures and
KPIs are shown in the table below:
Key Performance
Key Performance
Indicator
Indicator
By June
2020
by June
2020
Measure Customer/Stakeholders
CI
Customer Satisfaction Index
75%
C4
Voice Telephony Penetration
75%
C4
Internet Penetration
25%
C4
Postal and Courier Penetration
1:40,000
C4
Electronic Commerce Penetration
55%
C4
TV Broadcast Coverage(Population)
80%
Internal Processes
IP1
Percentage of projects completed
80%
IP5
Level of regulatory compliance
100%
IP6
ICT contribution to GDP
8%
Learning and Growth
LG1
% of employees with requisite skills to perform their jobs 100%
LG1
Employee engagement index
90%
LG1
Level of staff performance
80%
F1
Cost as a percentage of total revenue 40%
F2
Revenue yield
50%
Financial
ix
Costs and Financing:
Overall financial resource requirements to implement the Strategic Plan over the five years will be
provided through annual budget estimates approved by the Board and Government. The estimated
cost for the strategy is MK 61 billion (including staff and capital costs) and is expected to be financed
through annual budgets to be approved by the Board and Government through the Ministry of Finance.
Over the period, recurrent costs account for 73% while capital costs account for 27%. Projected
income to fund this strategic plan is mainly based on the income from; (1) operators i.e. license
fees, frequency spectrum fees, annual levy payments, international call termination fees, licence
renewal fees and (2) other income from short term investments and grants.
Monitoring and Evaluation of the Plan:
The overall responsibility for monitoring and evaluation of the Strategic Plan rests with the MACRA
Board, coordinated through the Director General. The monitoring, evaluation and control for the
strategic plan is anticipated to achieve the following;
• To track the implementation of scheduled activities;
• To ascertain whether resources earmarked for the implementation of the scheduled activities
suffice and are delivering what they were planned to deliver;
• To establish whether there are any un-anticipated challenges that may arise and seek ways of
solving them;
• To evaluate whether planned outputs/outcomes were actually realized; and,
• To ascertain whether the institutional capacity in terms of logistics, human and financial
resources are adequate to enable MACRA realize its vision and goals.
The routine monitoring and evaluation activities and tools to be used shall entail among the following;
regular Board and management meetings, annual strategic plan reviews by management, annual
audits, annual performance reports, annual monitoring and evaluation reports and mid-term review
reports.
Risks to the plan:
A number of risks and their mitigation measures have been identified for the successful
implementation of this strategic plan (Appendix 3). Key among these include; political interference,
regulatory (conflicting laws, failure to pass new bills, etc), funding (delays in approval of budgets and
release of funds), absence of dividend policy, reputation risk and inability to keep pace with rapid
technological changes. The Plan outlines the risk mitigation measures as well as to counteract their
occurrence.
Lay -out of Strategic Plan 2015-2020
The Plan is organized as follows: Chapter 1 gives is an introduction and background of MACRA
including a performance review of Strategic Plan 2010-2015 and the methodology used to develop
the Plan; Chapter 2 summarizes the situational analysis that informed the planning process.
Chapter 3 presents in detail the strategic direction of MACRA over the next 5 years while Chapter 4
presents the key implementing arrangements including the financing, organisation and monitoring
and evaluation. Finally, Chapter 5 presents the conclusion of the strategic plan.
x
1.0 Introduction
1.1
Institutional Mandate
MACRA was established under the Communication Act Cap 68:01 of the Laws of Malawi which
was enacted in 1998. It is charged with the responsibility of ensuring that reliable and affordable
ICT services are provided throughout Malawi. The Authority has power to regulate the whole
communications sector in respect of telecommunications, broadcasting, postal services, and
the management of the radio frequency spectrum.
MACRA plays a critical role in the management of Malawi’s ICT sector. According to its mandate,
MACRA is required to;
i. Protect the interest of consumers, purchasers and users of telecommunications services.
ii. Promote open access to information by means of communication services.
iii. Promote efficiency and competition among the persons involved in telecommunication
services or supply of communications equipment.
iv. Encourage the introduction of new communication services.
v. Promote research in telecommunications including radio telecommunication.
vi. Foster the development of communications services and technology in accordance with
internationally recognized standards.
In order to effectively accomplish this mandate in the next five years, MACRA has developed a
strategic plan that will be used as a guiding tool to the Authority in planning and monitoring its
activities to improve the delivery of services in the ICT sector. The plan has been prepared to be
consistent with the aspirations of Malawi Growth and Development Strategy (MGDS II) and the
National ICT Policy goals.
1.2
Performance Review of Strategic Plan 2010-2015
MACRA has been implementing a strategic plan from 2010 to 2015. The strategic plan had
seven strategic outcomes with a total of 29 outputs. These strategic outcomes are listed below:
1) Developed effective and efficient legal and regulatory framework
2) Developed effective enforcement system for compliance with communication Act,
regulations made under the Act and license obligations.
3) Efficient and professional human resource
4) Increased access to ICT services
5) Sustained and reliable financial performance
6) Increased public awareness of MACRA’s existence and functions
7) Adequate and modern infrastructure acquired
1
Figures 1 and 2 below give a summary of the performance against each strategic outcome of
the previous strategic plan and overall performance respectively.
Figure 1: Performance as per strategic outcomes
Outputs Work in Progress(%)
Outputs Complied(%)
Non Compliant Outputs(%)
100
100
75
67.0
33.0
67.0
63
40
38
33
60
25
0
0
Strategic
Outcome 1
(N=4)
Strategic
Outcome 2
(N=3)
0
Strategic
Outcome 3
(N=6)
0
0
Strategic
Outcome 4
(N=8)
Strategic
Outcome 5
(N=5)
0
0
Strategic
Outcome 6
(N=1)
0 0
Strategic
Outcome 7
(N=2)
Figure 2: Overall Performance SP 2010-2015
% of output implementation status
% Implementation of Planned Outputs MACRA Strategic Plan 2010 - 2015
80
70
60
50
40
30
20
10
0
%
Non Compliant
Outputs
21
Compliant
Outputs
45
Work in Progress
34
Overall Status of
Implementation
79
2
In figure 1, the highest degree of execution of planned activities was registered under strategic
outcome 6 (100% achievement) and strategic outcome 3 (67% achievement). It is also
important to note that the worst performing outcome was 1 (registering 25% achievement).
In figure 2, overall performance of the strategic plan was registered at 79% (with 45% of
outputs complied to and 34% still work in progress). The new Strategic Plan has taken note of
the challenges that were encountered during the implementation of SP 2010-2015 and has
put in place mechanisms to mitigate their negative effects.
1.3 Approach used to develop the Strategic Plan
The detailed methodology is given below:
3
•
Review of SP 2010-2015 and key documents (Communications Act, Draft Communication
Bill, MGDS II, ICT Policy): Prior to the planning meetings, a review of key documents
was carried out in December 2014 to ascertain the current situation and operational
environment of MACRA. Discussions were also made with respective Directors in MACRA
•
Stakeholder Interviews: During December 2014, stakeholder consultations were carried
out in all the three regions of Malawi. Stakeholders consulted included; Operators,
Government Agencies and Ministries and Consumers. The views collected informed the
planning workshops in December 2014 and January 2015.
•
Management session/meeting on BSC training and Planning session: A two day session
on the BSC training was conducted to the Management of MACRA which was followed
by further three days of planning session in January 2015. The output of the planning
sessions was a draft Corporate Scorecard
•
BSC cascading: A four day workshop was organised in January 2015 with Management
to cascade the Corporate BSC to individual Directories. The output of this workshop was
detailed individual Directorates Scorecards
•
Board session/meeting –a half-day session was organised on 10th January 2015 present
the draft strategy to the new MACRA Board
•
Final Draft Strategy- Comments on the draft strategy by Management made during
February and March 2015 to produce the final document
4
2.0 Strategic Analysis
The strategic analysis is based on the examination of internal factors that comprise the
Authority’s strengths and weaknesses as well as the external factors that either favour her
success or constrain the ability to survive and grow. These factors are then summarised in
form of key issues that MACRA should address over the next five years and form the bedrock of
its strategy.
2.1
Internal Analysis
Internal analysis comprises an organisation’s strengths – the capabilities and endowments
that can be deployed to produce goods and services that meet or exceed clients’ expectations
or weaknesses that include inadequacies and limitations that constrain the ability to fulfil
clients’ expectations.
2.1.1 MACRA’s Strengths
•
•
•
•
•
•
Legal Mandate-sole ICT regulatory authority
Government support
Has adequate financial resources
A pool of highly skilled staff
Recognized internationally by other ICT regulatory bodies and related organizations. MACRA
is a member of several local, regional and international bodies
Offices situated closer to most influential operators
2.1.2 MACRA’s Weaknesses
•
•
•
•
•
•
•
•
Perceived bias in regulation by operators
Taking long to respond to industry issues
Delays in giving feedback to operators
Inadequate customer relationship management practices
Inadequate enforcement of regulations arising from loopholes in the Communications
Act
Lack of a clear dividend policy which may influence unplanned demand for payment to
government
Current Organogram and office set-up inadequate to effectively deliver MACRA’s mandate
Inadequate policies and procedures to effectively manage day-to-day operations
2.2
External Analysis
The external analysis that was conducted analyzed the factors outside the Authority which
can either promote or hinder institutional growth and sustainability. These were examined at
three levels: (i) the Political, Economic, Social, Technological, Environmental and Legal (PESTEL)
5
factors that are occurring domestically in Malawi and on the international scene; (ii) regional
ICT Development Index, Ease of Doing Business and Competitiveness Comparison, and (iii) the
extent to which MACRA has met the expectations of its stakeholders. The issues emerging from
these three levels are summarised as opportunities and threats currently facing MACRA.
2.2.1 PESTEL Analysis
2.2.1.1 Political Environment
a) Malawi has a stable political environment coupled with political goodwill to drive the ICT
agenda as a key development issue as reflected in the overarching national development
agenda, the Malawi Growth and Development Strategy III (MGDS III). The Government of
Malawi has set ICT development as one of the priority areas for the socio-development
of the country. Government aim at ensuring that ICT services are universally available
in the country mainly the rural and under-served areas so that it acts as catalyst of
economic growth and development. Government’s emphasis is that almost all sectors of
the economy rely on ICT infrastructure and services to perform.
b) However, perceptions of political interference continue to undermine the Authority’s image
as an independent regulator. In addition, MACRA as a statutory corporation is to an extent
affected by the bureaucracy in Government set-up. This is because some of the Authority’s
service delivery procedures involve seeking Government approval.
c) Malawi is a member of Common Market for Eastern and Southern Africa (COMESA) and
Southern African Development Community (SADC). The representation at these regional
blocks is at the Head of States which Malawi abides to by the decisions which are made at
such high level meetings. This has accorded an opportunity to MACRA to have representation
at both ARICEA and CRASA forums, respectively, that look at ICT regulatory and policy issues.
2.2.1.2 Performance of the Economy and ICT Sub-sector
a) GDP growth: Malawi’s national economy has relatively registered growth over the five year
period. In 2010, the Gross Domestic Product (GDP) grew by 9.5 percent but it slumped to
3.5% and 2.1% in 2011 and 2012, respectively, due to challenges and policy bottlenecks
including poor tobacco revenues, scarcity of foreign exchange, fuel shortages and power
disruptions. The country also experienced high inflation rates over the five year period.
Annual average inflation rate was at 7.6% in 2011 which escalated to 21.3% and 27.3% in
2012 and 2013 respectively, mainly due to devaluation of the Kwacha by about 150% over
the last two years. The shortage of foreign currency will likely delay the ability of operators
to fund further network upgrades. In 2014, the average annual price increase was at 19.4%.
Over the past two years, the economic environment has stabilized and growth rates have
picked up at 6.1% in 2013 and were estimated to have grown by 6.3% in 2014 based on the
MFEPD, Annual Economic Report, 2014.
b) Information and Communication Sub-sector Performance: Over the same five year period,
Information and Communication sub-sector has registered positive growth. The sub sector
grew by 7.6 percent in 2010 contributing about 3.5% to the total GDP. However, there was a
dip in the growth rate at 4.3% in 2011. Since then, the growth projectile has been upward
6
with a growth of 10.9% in 2014. Nevertheless, the share of information and communication
sub sector’s contribution towards GDP has averaged at 4% over the five year period which
has slightly increased from 3.7% in 2011 to 4.2% in 2014. This increase wass attributed to
the increasing investment in the sub sector and the diversification of different products on
the market (Annual Economic Report, 2014).
i. Telecommunications industry: The ICT sector in Malawi has been liberalized with
competition introduced in mobile, internet and the broadcasting services. Malawi has
two major mobile network operators (MNOs): Bharti Airtel (formerly Zain) and Telecom
Networks Malawi (TNM) Limited. A third licence was awarded to Celcom in 2011 with the
company yet to roll-out. The Malawi Telecommunications Limited (MTL) and Access
Communications Ltd (ACL) are the providers in the fixed line segment. MTL was
privatized in 2005 and is 80 percent owned by Telecomm Holdings Limited, while the
government retains the other 20 percent. During the implementation of the current
Strategic Plan (2010-2015), MACRA introduced a unified licensing regime that provides
for all operators to offer both mobile and fixed services. Currently, there are 15 licensed
operational internet service providers in the sector.
Table 1: Telephony and ISP Players in Malawi
Service
Number of players
Telephony Services
5 (4 are operational)
Internet Service Providers
46
VSAT
230
• Broadband services: The Regulator adopted a converged licensing framework that
has encouraged provision of broadband services by mobile and fixed line operators. Airtel
and TMN launched 3G mobile services based on High Speed Downlink Packet Access
(HSDPA) technology while MTL and ACL are operating Code Division Multiple Access (CDMA)
fixed-wireless networks which support full mobility and broadband access using EV-DO
technology. There has also been rollout of Wi-MAX network by MTL which is being used as a
basis for Internet services by service providers. Internet service providers offer DSL services
and WiMAX wireless broadband footprints. There were 202,499 3G subscribers in 2013. The
subscribers of WiMAX and EVDO services are estimated to be around 355,867 and about
2,854 fixed broadband DSL subscribers.
Malawi’s broadband infrastructure has made a significant improvement in recent years
with MTL extending fibre backbone network for connection to SEACOM through Mozambique,
and access to the EASSy cable through Tanzania. As of 2012, there was a total of only 2,116
kilometres of fibre optic cable in the country connecting the commercial city of Blantyre
to Lilongwe via Balaka, Zomba, Balaka, Salima and Dedza with a bandwidth capacity of 10
Gbps. The northern ring extends to Mzuzu via Kasungu and Mzimba. The statistics shown
clearly indicate the dire need for improving broadband coverage in the country.
7
• Fixed line services: the situation of fixed line segment mirrors that of the African
countries where penetration remains very low and declining. The number of fixed line
subscribers was 33,569 in 2013 representing a penetration of about 0.22%. Only about 17%
of the switching capacity is in use and this is likely to shrink further due to the inevitable
substitution of main lines by mobile services.
• Mobile services: Malawi has been able to achieve 80% mobile signal coverage. However,
with only one-third (38% penetration) of the population having access to the cellular
network as of 2013, mobile penetration remains very low in comparison to the African
average of about 76%, thus there is still potential for growth.
• Internet Services – the internet industry is competitive with over 12 operational ISPs,
but the limited availability and high cost of international bandwidth has kept prices high
and held back growth. Malawi’s internet penetration rate of about 6.7% in 2014 is seven
times below the global average of 40%1. The country’s international internet bandwidth
was about 2 Gbps in 2013. The International Outgoing internet bandwidth (Mbit/s) was 928
Mbps and the incoming bandwidth was 1,012 Mbps in 2013. There has been a significant
drive for increasing access to the internet in rural and underserved areas to improve
ICT usage at the household levels. The Government is implementing the Multipurpose
Community Tele-centre project by establishing telecentres. The project aims at bridging
the digital divide by empowering the rural communities to have access and utilization of
ICTs services.
Table 2: ICT Penetration and Usage in Malawi as of end 2014
Service
Subscribers Penetration
33,569
0.22%
5,059,221 38.3%
934,000
6.7%
2,854
0.02%
3G mobile broadband
202,499 1.34%
WiMAX and EVDO
391,454
2.6%
Fixed
Mobile
Internet
DSL
ii. Broadcasting industry
The broadcasting sector has registered tremendous growth over the period under
review. The number of licensed or authorized radio stations has risen from 21 in
2011 to 51 by end of 2014. During the same period the number of licensed television
stations increased from 4 in 2010 to 27 television stations in 2014.
1
See ITU data, http://www.itu.int/net/pressoffice/press_releases/2013/41.aspx#.UvlSarTgpLM
8
iii. Postal Sub-sector
The postal and courier services performance was subdued over the period under review.
The sector experienced a decline in the number of licensed operators in the country
from 16 in 2010 going down to 13 in 2014. Similarly, the number of all operators’ and
agent outlets slightly decreased to 383 in 2014 from 388 in 2010 countrywide. This has
worsened the postal and courier penetration (population per post office and/or courier
outlet) from 1:35,000 in 2010 to 1:45,000 in 2014. This performance is mainly attributed
to general economic climate in the country and the shift in traditional postal services
(sending mail) to new ways of communicating by the population. There is need for
postal agencies to take advantage of technology in offering value added services to
the nation.
2.2.1.3 Social Developments
a) Malawi has a large and growing proportion of the young, dynamic and technologically
savvy age group of between 10 to 45 years that has a high demand for existing and new
ICT services. The demand for high quality communications service delivery is expected to
continue to grow in the medium to long term.
b) Increased awareness of ICT, improved literacy levels and broadening up of ICT services have
contributed to demand and consumption of ICT services. However, there is high income
inequality between the rich and the poor and this has resulted in less consumption of ICT
services mainly in the rural areas.
c) There is a shortage of advanced ICT skills in the country. The ICT sector skills are being
developed through the four universities – the University of Malawi, Mzuzu University,
Livingstonia University and the Catholic University that have colleges and computer
science and engineering departments. Malawi Government has a National College of
Information Technology (NACIT) that is fully dedicated to ICT and responsible for developing
and producing ICT technicians and professionals at Diploma and Degree levels. However,
academic training is not accompanied by industry certification and entrepreneurship
skills.
2.2.1.4 Technological Advancement
a) Technological advancements have enabled the Authority to improve in its service delivery
at minimal costs. This has led to MACRA to adopt modern monitoring tools in the area
of frequency management, broadcasting and quality of services to assist with ensuring
efficient operation of licensed operators in the ICT sector.
b) The fast changing technology has led to high staff training costs for the authority and other
players in the sector as staff have to constantly keep upgrading their skills to keep pace
with changes in the environment.
c) Issues of cyber crime is on the increase worldwide thereby slowing down the development
of the sector, and leading to considerable losses by the affected operators and users. This
has called for enhancement of cyber security in delivery of ICT services. CERT, Computer
Emergency Readiness Team, has become critical. This is a team of experts set up to
oversee and improve a country’s cyber security, coordinate cyber information sharing and
9
proactively manage cyber risks to the nation while protecting the constitutional rights of
its citizens.
d) There is a mismatch between the rate of legislative development and the rapid changes
in the ICT technology with the former considerably lagging behind and therefore impeding
investment and development in the sector.
e) MACRA has done very little in the area of Research and Development (R&D) in the ICT sector
which has led to fewer innovations.
2.2.1.5 Environmental Factors
a) The rapid change in technology means an increase in the rate of obsolesce in the sector
and calls for frequent replacement of obsolete infrastructure and equipment. This may
lead to e-waste e.g. technological hardware discarded as a result of obsolescence.
b) In the sector, one of the major environment concern is the construction of towers for
service provision. There have been calls from environmentalists to ensure that towers are
shared by operators and where possible should be set on high rise buildings rather than
open fields. MACRA has taken a proactive role to encourage infrastructure sharing and
assess whether operators are complying with the environment conservation requirements
as well as EMF radiation guidelines in the interest of the general public.
c) Power Shortage and Intermittent Supply: Malawi faces significant power shortages and
intermittent supply with only 7% of the country having access to electricity, one of the lowest
electrification rates in the world. The present distribution of electricity has tremendous
implications for the use of ICTs in rural and underserved areas. The electricity grid is
concentrated in urban centres, where 25% of urban households have access, compared
to a mere 1 percent of rural households. The shortage does not only reduce the use of
ICTs but also the cost of doing business in Malawi as most enterprises revert to backup
generators.
2.2.1.6 Legal Environment
a) In Malawi, the ICT sector is governed by the Communications Act of 1998 and the recently
adopted ICT Policy Statement (2013). The Act provides for the establishment of MACRA
and for regulation of the sector. However, the legal framework has been overtaken by
new developments in the postal, telecom and broadcasting sectors. In particular, the
important roles that broadband and convergence play and the shift from price regulation
to consumer-led regulation especially in leading innovation, protecting consumers and
fostering a knowledge economy have not been adequately addressed in the governing
legal framework.
The Government of Malawi recognizes the shortcomings with the legislative framework
and has recently finalized reviewing the Communications Act (1998). Besides, GoM is
finalizing an Electronic Transactions and Management Bill that will provide for regulation
in the broader IT sector. In the broadcasting sector, the government adopted a Digital
Broadcasting Policy in 2013. Government has also been working towards adopting a policy
10
to use ICTs to stimulate other sectors and create a vibrant domestic ICT economy. This is
evident in the inclusion of the ICT in its national development agenda, the MGDS.
b) The Ministry of Information, Communications Technologies and Civic Education has been
leading the ICT policy development effort since 2006, yet the actual policy document was
only adopted in September 2013. The objective of the policy is to facilitate the creation of
an enabling environment for efficient, effective and sustainable utilisation, exploitation
and development of ICT in all sectors of the economy, including the rural and underserved
communities, in order to attain an information-rich and knowledge-based society and
economy2. The policy covers eight thematic areas, which have been identified as necessary
for ICTs to enhance rapid growth of the economy: strategic ICT leadership, human capital
development, e-government services, ICT in industries, ICT infrastructure development,
ICT in the priority growth sectors, responsive ICT legal regulatory and institutional
framework, national security, international cooperation, and universal access to ICT and
ICT related services. The ICT Policy is expected to stimulate the development of the sector
and the revision of other legislations and regulatory frameworks. The 2013 ICT policy is
operationalized through the ICT Master Plan of 2014-2031.
c) The sector is also affected by lack of legislation on E-waste, lack of a general understanding
of the ICT laws by operators and other key stakeholders and delays in passing of judgements.
d) The low level of broadband infrastructure and the absence of the legislation in the areas
of privacy, data protection, information security and cybercrime imply that Malawi’s
participation in the cloud computing is at very early stages. While the basis of government
cloud are being developed through a Government Wide Area Network (GWAN) which
connects all ministries and department to improve efficiency in delivery of services and
reduce costs and through a national web portal – www.malawi.gov.mw, there has been
limited progress towards making public sector data available to public and private entities.
The Government of Malawi has not yet adopted an open data approach for offering a large
number of data sets to users.
Significant work lies ahead in terms of establishing a national data center and creating
enterprise architecture, interoperability frameworks and crafting the legislations that will
encourage open data and cloud infrastructure. The adoption of an Electronic Transactions
and Management Bill is expected to boost the progress towards improved open data
environment. On the users’ side, Malawi’s uptake on social media is on the rise. Facebook
users for instance, are estimated to be around 200,000 (1.2% of the population) in 20133
with some decline in online activity due to a high cost for services. Thus, the potential for
ICT use in governance and social media has not been reached.
Government of Malawi, Malawi ICT Policy,
http://www.malawi.gov.mw/images%5CPublications%5CMalawi%20ICT%20Policy%20Final.pdf
3
http://www.socialbakers.com/facebook-statistics/malawi
2
11
2.2.2 Regional ICT Development Index Comparison
A comparison of IDI performance among selected African countries is given in the table
below:
Table 3: ICT Development- Selected African Countries
Country
Fixed(Wired)
Broadband
Subscriptions
%age of
Individuals
using the
internet
Fixed Tel.
Subscriptions
Mobile
Celllular
Subscription
per 100
inhabitants
Botswana
21,590
15174,165160.64
Kenya
57,033
39205,856 70.59
Swaziland
4,200
24.746,000 71.47
Nigeria
15,045
38360,537 73.29
Zambia
10,850
15.4115,762 71.50
Uganda
41,500
16.2207,474 44.09
Tanzania
51,903
4.4164,999 55.72
Malawi
2,854
5.433,569 32.33
Mozambique
17,983
5.477,568 48.00
Note: ICT Development Index (IDI) is based on ICT access, use and skills.
Source: www.itu.int(MIS Report 2014)
Table 3 shows that Malawi, compared to other countries in the region scores quite low on the
major IDI indicators and hence the need to scale up ICT access, use and skills in Malawi.
12
Table 4: Comparison of IDI, Ease of Doing Business and Global Competitiveness
Indicators
Country
Rank
2013
(N=166)
ICT Development Index(2012-2013)
Ease of
Doing
Business
(2013)
Global
Competitiveness
Index(2013)
IDI
2012
Rank
(N=189)
Rank
(N=144)
IDI
2013
Rank
2012
Botswana
104 4.01100 3.94 56
74
Kenya
1242.79124 2.62 129
90
Swaziland
1282.60128 2.43 123 123
Nigeria
1332.35135 2.14 147 127
Zambia
1442.02143 1.97 83
Uganda
146 1.94144 1.90 132 122
Tanzania
152 1.76152 1.72 145
Malawi
158 1.52156 1.50 171 132
96
121
Mozambique 159 1.52159 1.40 139 133
Source: Ease of Doing Business Website (2014), Global Competitiveness Website (2014)
Looking at the ease of doing business and global competitiveness indicators, apart from
Mozambique, Malawi scores lowly compared to other countries in the region.
2.2.3 Stakeholder Management
MACRA operates and coordinated with various stakeholders both internally and externally.
Stakeholders interviewed (Staff, Operators and Government Agencies/Ministries) during
consultations were of the view that MACRA has not been able to adequately deliver the following:
• Reducing political interference which heavily impacts on MACRA’s independence and
corporate image;
• Promoting universal ICT access and usage to all population;
• Effectively enforcing sector regulations that have just been developed, licences and
reviewed Communications Ac;
• Keeping abreast of recent trends and dynamics in the ICT industry;
• Effective regulation through participation and representation in various fora;
• Reorientation of MACRA to be a facilitator in the communications sector rather than focusing
on regulation;
• Strengthening relationships with its operators;
• Encouraging the participation of indigenous Malawians in the communications sector;
• Ensure enhancement and respect for consumer protection.
13
The external analysis above culminates into the following opportunities and threats
summarised in Table 5 below:
Table 5: Summary of Opportunities and Threats
OpportunitiesThreats
a) Increase in the use of ICT services
a) Advancement in Technology
impacting on automation,
e-learning, research and service
delivery in the sector
b) Local and international partnership
and benchmarking opportunities
to improve the ICT sector in Malawi
(Other regulators in SADC, COMESA
and East Africa Community, ITU, ATU,
etc)
c) Increased Government support
on ICT development (ICT has been
designated as one of the priority
areas in economic development of
Malawi)
d) Strengthening relationships
with operators and other key
stakeholders
2.3
a) Political influence in the operations
of MACRA
b) Poor ICT infrastructure
c) High cost of access to ICT services
among operators
d) Shortage of ICT skills in the country
e) Delays in adopting new bills
f) Rigid legal framework which limits
development of the sector
g) Lack of electricity in rural areas
affecting ICT penetration and access
h) High inflation rate affecting the cost
of doing business
i) Dynamic changes in the industry
affecting the legal and regulatory
landscape - happening at a faster
pace than the legal framework
j) New technologies have led to the
decline in the usage of traditional
postal services
k) Cyber threats/crime
l) Delays by the Judiciary in passing
judgement affecting MACRA
operations
Key issues
The internal and external analyses raised the following key issues that merit urgent attention:
Customers/Stakeholders
1.
Strengthen relationships and communication with stakeholders
2.
Foster regional and international cooperation in the ICT sector
3.
Facilitate fair competition
4.
Promote consumer protection
5.
Facilitate access and usage of ICT services
14
Internal Processes
6.
Enhance operational excellence
7.
Pursue research, innovation and best practices
8.
Facilitate secure ICT systems and services
9.
Facilitate the development of an effective and efficient legal and regulatory framework
10.
Promote a digital economy in a converged regulatory environment
Learning and Growth
11.
Strengthen human capital
12.
Timely and reliable sharing of information
13.
Improve institutional capacity and corporate governance
Financial
14.
Optimise resource allocation and utilization
15.
Increase revenue growth and management
These issues will form the foundation of the new MACRA strategy over the next 5 years.
15
16
3.0 2015-2020 Strategic direction
The strategic direction of MACRA includes its vision, mission, values, strategic objectives and
actions/initiatives.
3.1
Vision of MACRA
“Universal access and usage of ICT services in Malawi.”
3.2
Mission of MACRA
“To facilitate the development of the ICT Sector through efficient and effective regulation and
research.”
3.3
Values of MACRA
In pursuit of the above vision and mission, the attitude and conduct of the Board, management
and all staff of MACRA will at all times be guided and bound by the following core values:
i. Operational Excellence
MACRA will seek distinction by creating value for its customers/stakeholders through efficient
and effective regulation and superior service, incorporating exemplary leadership.
ii. Customer Focus
MACRA exists to serve its range of customers/stakeholders and they come first. In doing this,
MACRA shall adhere to high customer focus standards, in a fair and consistent manner.
iii. Innovation
MACRA will always be creative and constantly looking for ways to improve ICT service delivery.
iv. Teamwork
In sharing MACRA’s vision, we shall rely on MACRA’s employees to work as a team to get results
v. Transparency and Accountability
We shall maintain an open-door policy and consult with our key stakeholders as frequently
as possible to ensure that their needs are met
vi. Integrity
MACRA will ensure honest and open dealings with all stakeholders, devoid of financial
malpractices, misinformation and legal impropriety.
The strategic direction of MACRA for the next 5 years is shown in the figure 3:
17
Figure 3: MACRA’s Strategy Map
Our Values: Operational Excellence, Customer Focus, Innovation, Team Work, Transparency &
Accountability and Integrity
18
3.4
Strategic Objectives and Initiatives
3.4.1 Strengthen relationships and communication with stakeholders
We will achieve this objective through the following initiatives:
i. Conduct annual satisfaction surveys
ii. Review and implement revised communication strategy
iii. Hold stakeholder consultations
iv. Execute MoUs/annual review of MoUs
v. Develop concept paper
vi. Create strategic alliances
vii. Conduct outreach programmes in all regions
viii. Conduct operators’ workshops
ix. Conduct sensitization workshops on new Acts, regulations and licences
3.4.2 Foster regional and international cooperation in the ICT sector
i. Develop and implement travel plan
ii. Sourcing invoices and payment of annual fees
iii. Hold stakeholder consultations
iv. Execute MoUs/annual review of MoUs
v. Commemorate various ICT World events
3.4.3 Promote consumer protection
i. Review complaint handling procedures
ii. Manage complaints
iii. Conduct annual regulatory audits on consumer obligations
iv. Conduct annual consumer price reviews
v. Review of service level agreements and code of conduct of operators
vi. Periodic tariff and tariff structure reviews
vii. Recommend and enforce regulatory interventions
viii. Stakeholder engagement
ix. Consumer education and awareness
x. Facilitate formation of advocacy groups
xi. Conduct annual assessment of compliance
xii. Conduct quality of service audits
21
3.4.4 Facilitate access and usage of ICT services
i. Conduct industrial analysis and baseline surveys
ii. Licensing of new operators
iii. Establish and operationalise Universal Service Fund (USF)
iv. Introduce new spectrum assignment model
v. Develop and implement broadband strategy
vi. Lobby for tax exemptions for receiving equipment
vii. Undertake market reviews
viii. Facilitate quality content development
ix. Increase DTH licensees
x. Develop regulations on electronic commerce
xi. Monitor compliance to local content standards
xii. Review of licensing categories
3.4.5 Facilitate fair competition
i. Undertake market studies and reviews
ii. Identification of new licence potentials
iii. Adopt technology and service neutral regulation and licensing
iv. Adopt market based spectrum assignment mechanism
v. Undertake consultations with stakeholders
vi. Implement recommendations
3.4.6 Enhance operational excellence
i. Develop guidelines(licensing, broadcasting, determining exclusivity, postage stamps,
etc)
ii. Conduct stakeholder consultations
iii. Implement guidelines as part of business continuity initiatives
iv. Develop project concept(Physical Addressing and post code, Multipurpose Telecenters,
Connectivity for Postal Infrastructure, Recorded Mail Monitoring System)
v. Upgrade existing projects
vi. Implement projects
vii. Review of Board charter every 2 years
viii. Conduct Board meetings in accordance with Board calendar
ix. Facilitate annual Board appraisals
x. Conduct Board orientation
xi. Internal consultations with directorates
xii. Execute framework agreements
22
xiii. Develop internal procurement guidelines
xiv. Formulation of annual procurement plans
xv. Conduct public procurement workshops for staff
xvi. Preparation and submission of quarterly procurement reports
xvii.Review internal audit strategy
xviii.Implement risk register
xix. Carry out scheduled audits
xx. Monitor implementation of findings and recommendations
xxi. Conduct risk assessment audits
3.4.7 Pursue research, innovation and best practices
i. Develop concept note
ii. Conduct relevant benchmarking
iii. Align local environment to best practices
iv. Implement standardised best practices
v. Undertake compliance audit
vi. Develop and implement research projects
vii. Publish research findings
viii. Implement research recommendations
ix. Develop and implement areas for pilot study for new technologies
x. Develop concept for innovative awards
xi. Implement innovative award program
xii. Customise innovation initiatives for commercial use
xiii. Develop and implement partnership concept with academia and research institutions
xiv. Establish a research and development unit
3.4.8 Facilitate secure ICT systems and services
i. Develop specifications for off-sites
ii. Identify and assess available options
iii. Incorporate recommendation in the budget
iv. Implement system back-up
v. Upgrade current biometric system
vi. Develop specifications for new system
vii. Install biometric system
viii. Develop specifications for digital record system
ix. Implement digital record system
x. Benchmark testing and conformance centre in selected countries
xi. Develop specifications for conformance and Interoperability centre(C&I)
xii. Lobby for ITU technical and financial assistance
xiii. Implement C&I centre(Phase 1-RF Component)
xiv. Automation needs assessment
19
xv. Develop specifications for automation
xvi. Identify alternative system options and resource requirements
xvii.Integrate and automate all systems
xviii.Establish CERT unit
xix. Operationalise CERT
3.4.9 Facilitate effective and efficient legal and regulatory framework
i. Conduct sensitization meetings
ii. Develop and implement regulations
iii. Stakeholder consultations on Converged Licensing Framework(CLF)
iv. Issuance of new CLF licences
v. Implement CLF licensing
3.4.10 Monitoring and enforcement of the legal and regulatory
framework
i. Conduct annual technical audits
ii. Implement recommendations
iii. Conduct compliance audits
iv. Review directorates’ policies
v. Follow on implementation of recommendations on audit reports
vi. Review licences and implement recommendations on reviewed licences
3.4.11 Facilitate investment in the ICT sector
i.
Conduct ICT access and usage survey
ii.
Implement survey recommendations
3.4.12 Strengthen human capital
i. Conduct a skills gap analysis survey
ii. Conduct and implement functional review recommendations
iii. Long and short-term training
iv. Competence certification
v. Management development
vi. Continuous professional development
vii. Career paths planning
viii. Succession planning
ix. Reward and recognition practices
20
x. Coaching and mentoring
xi. Continuous review of remuneration
xii. Staff satisfaction surveys
xiii. Team building activities
xiv. Interdepartmental programmes
xv. Employee wellness programmes
xvi. Performance planning and evaluation using the Balanced ScoreCard
xvii.Performance based rewards and recognition
3.4.13 Timely and reliable sharing of information
i. Use of Intranet, newsletters and other alternative means for sharing information
ii. Improve communication channels and feedback
3.4.14 Improve institutional capacity and corporate governance
i. Conduct assessment on skills gap
ii. Organise workshops and seminars
iii. Mentorships, peer learning
iv.Benchmarking
v. Management and Board retreats
vi. Review internal policies and procedures
vii. Fleet management automation
viii. Implement enterprise risk management framework
ix. Review and implement Corporate Social Responsibility guidelines
x. Review and approve initiatives for CSR
xi. Finalise land acquisition for new office complex
xii. Commence construction of office complex
xiii. Monitoring and supervision of construction works
3.4.15 Optimise resource allocation and utilization
i. Implement Budgetary Software
ii. Prepare activity based budgets
iii. Produce monthly management accounts complete with variance analysis by the 15th of
every month
iv. Production of quarterly and annual reports
v. Production of annual audited financial statements by 30 September
vi. Enhance regulatory accounting
vii. Integrate accounting system with other technical systems
23
3.4.16 Increase Revenue Growth
i. Review of licence fees
ii. Introduce new revenue streams
iii. Develop and implement investment policy
iv. Prudent investment of funds with banks at best negotiated interest rates
v. Production of investment status reports
vi. Facilitate the development of dividend policy
vii. Introduce better debt management mechanisms
3.5
Critical Success Factors
Key success factors are those critical ingredients that an organisation needs to ensure are in
place in order to succeed or achieve its desired goals. The following are identified as MACRA’s
critical factors to successful execution of this strategic plan:
i. Provision of leadership and commitment from the executive management;
ii. Strengthening the coordination and execution of the Strategic Plan through the Director
General’s office;
iii. Effective translation of strategic plan targets into annual plans and budgets;
iv. Effective and efficient communication between staff on the implementation of
initiatives and targets;
v. Aligning MACRA’s organization structure to the strategy;
vi. Ability to attract and retain skilled and experienced personnel;
vii. Clear understanding of the Strategy by all members of staff;
viii. Predictable and adequate financing for the initiatives identified in the strategy;
ix. Good relations and effective communication with key stakeholders.
3.6
Key Strategic Assumptions
In developing the Strategic Plan a number of assumptions were made in order to effectively
and efficiently implement the Plan. The key strategic assumptions on which the Plan is
premised on include:
i. There will be continued Government and Development Partners support for universal
access and usage of ICT services in Malawi;
ii. MACRA will be permitted to function independently according to the existing and revised
legislation upon which this plan is based;
iii. There will be continued collaboration with all stakeholders in the ICT sector;
iv. Investing in employee development will result in increased productivity, retention and
efficiency. Henceforth, MACRA will have sufficient funding to engage, train and retain
competent staff;
v. The Ministry of Information, Communication Technologies and Civic Education and other
oversight agencies/bodies will diligently perform their oversight functions of creating a
conducive regulatory and policy environment.
24
4.0 Implementation arrangements
4.1
Financing of the Strategic Plan
This section describes the financial requirements and sources of funds for the implementation
of the Strategic Plan.
(i) Financial Requirement
In implementing this Strategic Plan MACRA will continue to utilise the internally generated
revenue streams to finance the implementaion process. These sources include frequency
spectrum fees, license fees and levies. MACRA will aim at investing in human and capital
resources for the development of the ICT sector. These resources will be provided through
budgets to be approved by the Board and Government.
Table 6: Proportion of Cost Categories per Total Cash flow projection
for Implementation of SP2015-2020
Financial Year
2015/16
Cost Categories
2016/17 2017/18 2018/19 2019/20
Total
Capital 23.4%
30.8%
29.8%
35.1%
13.2%
26.9%
Material 16.9%
14.1%
13.8%
12.0%
15.7%
14.2%
5.2%
4.1%
4.2%
5.0%
4.2%
4.5%
Government Excess
37.4%
34.1%
33.9%
30.1%
40.7%
34.9%
Staff costs
17.0%
16.9%
18.4%
17.9%
26.3%
19.4%
Human Capital*
*Human Capital includes (staff training and costs of outsourced staff)
Projected income to fund this strategic plan is mainly based on the income from; (i) operators
i.e. license fees, frequency spectrum fees, annual levy payments, international call termination
fees, licence renewal fees and (ii) other income from investment interests by MACRA.
4.2
Organisation and Institutional Set-up
The successful implementation of this Strategic Plan hinges on availability of adequate
skilled human resources in addition to the resource requirements as detailed out in the
section above.
Ministry of Information, Communications Technologies and Civic Education
The Ministry responsible for ICT is the policy making organ for Government on Communications
issues in the country. The Ministry issues Policy directions to the Authority on how it should
25
discharge its duties according to both the law and the Government Policy. The Ministry facilitates
the the development of a conducive policy, legal and regulatory frameworks. Currently the
Ministry is implementing the Malawi ICT Policy launched in 2013 which translates the MGDS II
key priority area under ICT development.
Board of Directors
The Board of Directors is appointed according to Section 6 of the Communications Act. In line
with the Board Charter, the Board is responsible for the implementation of Government Policy
and ensuring good governance is adhered to in the regulation of communication services.
The Board performs this function through Management which is responsible for the day to day
operations of the organization. The Board also offers strategic direction to the organization
to ensure that the organization achieves the goals and objectives of its shareholders i.e.
Government.
Currently, MACRA operates under the organisational structure approved by the Board in 2011
after the functional review. The Ministry responsible for Information provides policy direction
for the communication sector. The institution has Board of Directors that is responsible for
Government policy implementation. Under the Board of Directors, the institution is headed by
a Director General (DG), deputised by the Deputy Director General (DDG). It has six Directorates,
each headed by a Director.
The Directorates are: (i) Executive, (ii) Finance & Administration, (iii) Telecommunications,
(iv) Postal Services, (v) Broadcasting, and (vi) Legal Services. Within each Directorate, there
are Managers, Officers, Technicians and Support Staff in order of hierarchy. The current
establishment under each directorate is given in the table below.
Table 7: Current Staff Establishment
#
DirectorateActual Establishment
(December 2014)
1
Board of Directors
7
2
Executive Directorate14
3
Finance and Administration
44
4
Telecommunications14
5
Postal5
6
Broadcasting9
7
Legal5
Total 92
26
Current establishment stands at 92 staff members as of end December 2014. In order to
effectively implement this strategic plan, a functional review is proposed to be conducted
during FY 2015/16. The review will be based on the staffing needs as provided by the Directorates
and analysis of the additional workload imposed by this Strategic Plan.
Being mindful of the eminent functional review, the following recommendations have been
made to the current structure to effectively implement this strategic plan.
•
•
•
•
•
Strengthen the coordination and execution of the Strategic Plan through Office of Director
General with a coordination unit. The coordination unit will be in charge of strategy
planning, monitoring execution and reviews and will be working in collaboration with all
the Directorates as they implement their strategies;
Strengthen the M&E unit to effectively monitor MACRA’s strategic plan targets;
Establishment of a research and development unit to spearhead research and innovations
in the ICT sector;
Strengthen communication functions to cater for corporate communication, branding
and stakeholder engagement;
Strengthen IT unit to meet MACRA’s wide IT requirements and timely information sharing;
4.3
Monitoring and Evaluation of the Strategic Plan
Monitoring is the systematic and continuous tracking of the progress towards the stated
objectives while evaluation is the periodic and objective assessment of the performance of
the plan. Monitoring and Evaluation (M&E) will be an integral part of the implementation of the
Strategic Plan and the results will keep to inform in decision making and planning.
4.3.1. Objectives of the M&E Plan
This Monitoring and Evaluation Plan is intended to fulfil the following objectives:
(i) To track the progress in implementation of the Strategic Plan in order to identify and
promptly report observed or likely deviations (providing early warnings);
(ii) To account to the stakeholders through regular reporting and reviews; and
(iii) To foster learning through participatory evaluations and documenting lessons learnt
during the implementation of the Strategic Plan
4.3.2. Outcome Based Measurements and Key Performance Indicators
The outcome-based measurements are found in the attached MACRA Corporate ScoreCard
OMTI Table. These will determine the success or failure of this strategic plan. In general, 14 key
measures and performance indicators in the table below have been identified to be central to
the success of this plan.
27
Table 8: Key measures and performance indicators
Measure Key Performance
Indicator By June 2020
Customer/Stakeholders
CI
Customer Satisfaction Index
75%
C4 Voice Telephony Penetration
75%
C4 Internet Penetration
25%
C4 Postal and Courier Penetration
C4 Electronic Commerce Penetration
55%
C4 TV Broadcast Coverage(Population)
80%
1:40,000
Internal Processes
IP1 Percentage of projects completed
IP5 Level of regulatory compliance
IP6 ICT contribution to GDP
80%
100%
8%
Learning and Growth
LG1 % of employees with requisite skills to perform their jobs 100%
LG1
Employee engagement index
90%
LG1
Level of staff performance
80%
Financial
F1
Cost as a percentage of total revenue 40%
F2
Revenue yield
50%
The detailed ScoreCard for the above measurements is shown in Annex 3.
4.3.3. Monitoring and Evaluation Mechanisms/Tools
(i)
Balanced ScoreCard (BSC)
The Balanced ScoreCard (BSC) is a tool for executing the strategic plan and monitoring
performance. The ScoreCard will be based on the 5 year targets which will be broken down into
annual milestones and quarterly targets (see appendix 1). The Director General’s ScoreCard
will be based on the 14 key performance targets as shown in Appendix 2. The Directors will
extract their respective objectives and measures from the corporate ScoreCard and will be
28
responsible for the achievement of targets under their Directorates. They will in turn assign
individual targets to their respective Deputy Directors, Managers and Officers.
MACRA’s Senior Management team will convene quarterly meetings to review the performance
of the ScoreCards for the DG and Directors. The outcome of these reviews will be used in
decision making and subsequent planning.
(ii)
Annual Budgets
The annual budgets will serve two purposes:
a. Operational plan for the strategic plan
b. Monitoring Tool for annual milestones
Annual reviews will focus on the efficient utilisation of budgets as well as effective completion
of initiatives.
(iii)
Progress Reporting
The purpose of progress reporting is to account for the resources utilised and outputs/results
utilised. Every quarter, MACRA management will prepare and submit to the Board and other
stakeholders a Quarterly Performance Report highlighting the progress towards the achievement
of the Key Performance Indicators in general and quarterly targets in particular.
At the end of the financial year, MACRA management will prepare and submit to the Board and
other stakeholders an Annual Report highlighting the progress towards the achievement of the
Key Performance Indicators in general and annual milestones in particular.
(iv)
Periodic Evaluations
The purpose of evaluations is to objectively assess the progress towards the attainment of
the objectives as stated in the Strategic Plan. The evaluations will assess the relevancy of the
strategic objectives, efficiency and effectiveness of the strategies, assumptions and risks, and
the strengths and weaknesses in the implementation of the Strategic Plan. The evaluations will
be conducted annually (internally) and Mid-term (independent consultants). The outcome of
these evaluations will inform refining of the strategic plan.
(v)
Performance Audit
Performance audit involves assessing the credibility of the reported performance and
compliance with the guidelines and regulations. The purpose is to determine the accuracy
of performance results and the degree of compliance with set guidelines and regulations.
Performance audits minimise ‘moral hazard’ and ‘inflated’ performance reporting. The
Internal Audit unit either in-house or through an independent consultant will carry out annual
29
performance audits. The outcomes of these audits will be shared with the Board and will be
used to improve on performance reporting.
The inputs to this review will include; the Annual Report, BSC Report, Risk Assessment Report
and Evaluation Reports.
(vi)
Change Management
The BSC is a new concept in MACRA and it needs to be given ample time for all staff to
internalise its implementation. To support effective implementation of this strategic plan
using this concept, a number of areas will require change to suit the new tools. These will
include processes, structures, systems, functions, roles and responsibilities as well as
staff attitudes and behaviours. Management of MACRA will therefore need to put in place
mechanisms to align processes and systems towards the new strategic plan. For staff,
management will put in place mechanisms for open, clear and consistent communication
within and outside the organisation. The starting point will be the Directorates to train their
departments on the use of the BSC.
30
S ta rl aa twe ig iC co mm
M
P l au nn i2c0a1t5i o–n s2 0 R2 e0 g u l a t o r y A u t h o r i t y
5.0 Conclusion
This Strategic Plan has been crafted in fulfilment of MACRA’s mandate to facilitate the
development of the ICT sector through efficient and effective regulation and research. The plan
has 16 strategic objectives in the four perspectives of the BSC (5 for customer/stakeholder, 6 for
internal processes, 3 for learning and growth and 2 for financial/shareholder). Each strategic
objective is operationalised through specific measures, targets and initiatives. The plan will
require changes in attitude, accountability and work culture since it is based on the BSC
methodology.
Execution of this plan will also be made possible by other foundational drivers or organisational
pillars included in this strategic plan. These include the Financing mechanisms, Institutional
set-up, Monitoring and Evaluation, Management Information Systems Plan, Corporate
Governance and Risk Management Plan.
The plan sets the course and direction for our business for the next 5 years. We will use it
to prioritise the Authority’s programmes through successive annual work-plans, budgets and
other delivery plans.
To assess whether we have achieved our vision, we have defined meaningful performance
measures for each of our 16 strategic objectives. Our progress will be monitored through
annual targets shown in the strategic plan (OMTI Table), which will be set out within our periodic
performance measurement framework. We will know that we have succeeded when we
progressively achieved the set objectives, actions and related targets.
31
32
APPENDIX
1: MACRA’S CORPORATE SCORECARD
APPENDIX1:MACRA’SCORPORATESCORECARD
Perspective
Strategic
Objective
Measure
C1Strengthen
relationships
and
communicatio
nwith
stakeholders
C2.Foster
regionaland
international
cooperation
intheICT
sector
Customer
C3.Promote
consumer
protection
C4.Facilitate
accessand
usageofICT
services
Baseline
2013/14
Target
C1.1
Customer
satisfaction
index
C1.2%age
Achievement
of
Communicati
onStrategy
initiatives
C.1.3No.of
engagement
with
Stakeholders
Not
availabl
e
75%
1.
Conductannualsatisfaction
survey
Not
Availabl
e
100%
1.
2.
C1.4Noof
MOUssigned
and
implemented
C1.5No.of
National
Outreach
programs
C1.6Noof
operator
interfaces
C2.1No.of
planned
/scheduled
workshops/
conferences
attended
C2.2%of
Subscriptions
tolocaland
international
bodies
C2.3No.of
Countryto
CountryMoUs
3
C2.4No.of
Worldday
commemorati
ons
1
nd
10
5
3
100
250
100%
1
‘16
‘17
YearEndingJune’
‘18
‘19
‘20
DG
18,248,300
40%
20,073,130
50%
22,080,443
60%
24,288,487
70%
26,717,336
75%
Reviewcommunicationstrategy.
ProduceMACRAmagazinebi
annually
Producemonthlynewsletter
InformationEducation&
Communication(IEC)Materials
MACRAawarenessactivities
Conductplannedvisitsto
stakeholders
DG
147,077,225
20%
153,800,960
40%
169,181,056
60%
186,099,162
80%
204,709,078
100%
3,031,004
3,334,105
3,667,515
4,034,267
4,437,693
Holdstakeholderconsultations
ExecuteMOUs
AnnualreviewsofMOUs
DOLS
9,422,103
2
0
4
0
6
0
8
0
10
DevelopConceptPaper
CreateStrategicalliances.
Conductoutreachprogrammes
inallregions
1. ConductoperatorsWorkshops
(Telecoms,Postal,Broadcasting,
Legal,&Communication)
2. ConductSensitisation
WorkshopsonnewActs,
regulations&licences
Develop&implementtravelplan
DOLS
8,101,589
1
8,911,748
2
9,802,923
3
10,783,216
4
11,861,537
5
DG
24,508,220
25
16,326,885
45
17,959,574
65
19,755,531
85
21,731,084
100
DOFA
173,052,000
50
190,357,200
100
209,393,920
150
230,332,212
200
253,365,433
250
1.
2.
DOFA
101,300,000
111,430,000
122,573,000
134,830,300
148,313,330
100%
100%
100%`
100%
100%
13,125,233
835,120
918,632
1,010,495
11,403,585
2
3
4
3
3
45,281,794
49,809,973
54,790,970
60,270,067
66,297,074
2
3
3
3
3
1,640,715
1,804,786
1,985,265
2,183,791
2,402,170
50%
60%
70%
80%
85%
5,838,205
6,422,026
7,064,229
7,770,651
8,547,717
50%
60%
70%
80%
90%
DOLS
28,018,564
1
30,820,420
2
33,902,462
3
37,292,709
4
41,021,980
5
11,840,900
3.
4.
Not
availabl
eable
TBA
Initiative
100%
2
2
5.
1.
1.
2.
3.
1.
2.
3.
1.
2.
3.
Holdstakeholderconsultations
ExecuteMOUs
AnnualreviewsofMOUs
DOLS
1.
CommemoratevariousICT
worlddayevents
DG
Reviewcomplainthandling
procedures.
Managecomplaints
DOLS
Conductannualregulatoryaudit
onconsumerobligations
Conductannualconsumerprice
reviews
Reviewofservicelevel
agreementsandcodeof
conductofoperators
Periodictariff&tariffStructure
reviews
Recommendandenforce
regulatoryinterventions
Stakeholderengagement
Consumereducationand
Awareness
Facilitateformationofadvocacy
groups
Developoftariffcoststructure
Bestpracticewithintheregion
Conductannualassessmentof
compliance
DOLS
C3.1%of2 Level
complaints
resolved
C3.2
Percentageof
operator
compliance
toconsumer
obligations
20%
C3.3.No.of
consumer
advocacy
groups
formed
C3.4Noof
tariff
structure
reviews
0
C3.5No.of
qualityof
serviceaudits
conducted
C4.1Voice
Telephony
Penetration
12
60
1.
Conductqualityofserviceaudits DOT,DOP
DOB
12,950,256
12
14,245,282
24
15,669,810
36
17,236,791
48
18,960,470
60
39.8%
75%
1.
Conductindustrialanalysisand
baselinesurveys
Licensingofnewoperators
EstablishUniversalService
Fund(USF)
Introducenewspectrum
assignmentmodel
ImplementruralICTaccess
programmes
Developandimplement
broadbandstrategy
Licensenewoperators
OperationaliseUSF
Conductsurveys
OperationaliseUSF
Conductbaselinesurveys
OperationaliseUSF
Reviewlicencecategories.
Lobbyfortaxexemptionsfor
receivingequipment
Undertakemarketreviews
Facilitatequalitycontent
development
IncreaseDTHlicensees
DOT
600,808,467
45
647,305,578
50
696,499,968
55
1,036,507,473
65
838,089,986
75
DOT
5,687,416
8
3,704,158
10
4,074,573
15
4,482,031
20
4,930,234
25
DOP
1,873,200
1:58000
2,060,520
1:55,000
2,266,572
1:50,000
2,493,229
1:45,000
2,742,552
1:400000
DOB
3,834,680
4,218,148
4,639,963
5,103,959
5,614,355
40
50
60
70
80
4,110,000
5
10
5,984,400
15
17
20
85%
1.
2.
Not
Availabl
e
90%
1.
2.
3.
4.
5.
5
1.
2.
3.
1.
2.
3.
2.
3.
4.
5.
33
SourcingInvoices
PaymentofAnnualfees
Responsibility
C4.2
Broadband
Internet
Penetration
6.7%
C4.3Postal
andCourier
Penetration
C4.4TV
Broadcast
Coverage
1:
60,000
C4.5Increase
Viewership
TBA
TBA
25%
1:
40,00
0
80%
20%
1.
2.
3.
1.
2.
3.
1.
2.
3.
4.
1.
2.
3.
4.
DOB
services
3.
EstablishUniversalService
Fund(USF)
Introducenewspectrum
assignmentmodel
5. ImplementruralICTaccess
M a l a w i C o mm u n i c a t i o n s R e g u l a t o r y
programmes
C4.2
6.7%
25%
1. Developandimplement
DOT
5,687,416
3,704,158
4,074,573
4,482,031
Broadband
broadbandstrategy
8
10
15
20
Penetration
2. Licensenewoperators
3. OperationaliseUSF
C4.3Postal
1:
1:
1. Conductsurveys
DOP
1,873,200
2,060,520
2,266,572
2,493,229
andCourier
60,000
40,00
2. Licensingofnewoperators
1:58000
1:55,000
1:50,000
1:45,000
Penetration
0
C4.4TV
TBA
80%
1. Conductbaselinesurveys
DOB
3,834,680
4,218,148
4,639,963
5,103,959
Perspective Strategic
Measure
Baseline Target
Initiative
Responsibility
YearEndingJune’
Broadcast
40
50
60
70
Objective
2013/14
‘16
‘17
‘18
‘19
Coverage
4. Reviewlicencecategories.
C4.5Increase
TBA
20%
1.
Lobbyfortaxexemptionsfor
DOB
4,110,000
5,984,400
C5.3Reduced US0.04 US$
Undertakemarketstudyand
DG
15,509,789
Viewership
receivingequipment
5
10
15
17
interconnecti
0.01
reviews
US$0.04
US$0.03
US$0.03
US$0.02
onrate.
2. Undertakeconsultationswith
3. stakeholders
development
3. Implementrecommendations
4. IncreaseDTHlicensees
C4.6
TBA
55%
Developregulationson
DG
2,351,480
IP1.Enhance
IP1.1
10%
100%
1. Developguidelines(licensing,
DOLS
6,958,644
3,483,220
5,421,951
3,564,176
Electronic
electroniccommerce
operational
Percentageof
broadcasting,determining
60
90
100
100
15
25
35
45
Commerce
2. exclusivity,postagestamps,
excellence
operational
Penetration
guidelines
treatmentonundeliverable
C4.7
20:80
60:40 1. items,prohibiteditems)
Monitorcompliancetolocal
DG
6,034,376
2,116,814
2,328,495
2,561,344
developed
Proportionof
contentstandards
and
2. Conductstakeholder
20:80
30:70
40:60
50:50
localto
implemented
consultations
international
3. Implementguidelinesaspartof
businesscontinuityinitiatives
content
C4.8Improve 30%
60%
DOB
6,655,200
1,237,940
1,361,734
1,497,907
IP1.2
80%
1. Developprojectconcept
DOLS,DOT,
82,413,899
69,761,708
78,915,879
84,411,667
Listenership
2. (PhysicalAddressingandpost
Percentageof
DG,DOFA,
65
70
75
80
30
50
60
70
development
projects
code,MultipurposeTelecentres,
DOP,DOB
3. Connectivityfor
Reviewoflicensingcategories
completed
C5.1
C5.Facilitate
TBA
100%
1. PostalInfrastructure,Recorded
DOLS
16,674,423
Perspective
Measure
Baseline
Target
Initiative
Responsibility
fair Strategic Proportionof
2. MailMonitoringSystem)
Identificationofnewlicence
100%
100%
100% YearEndingJune’
100%
Objective converged
2013/14
‘16
‘17
‘18
‘19
2. potentials
Upgradeexistingprojects
competition
(ContentMonitoring,Global
licences
3. Adopttechnology&service
C5.3Reduced US0.04
US$
1.
DG
15,509,789
MonitoringSystem,CIRMS,
issued
neutralregulation&licensing
interconnectiBaseline Target
0.014. AdoptMarketbasedspectrum
reviews
US$0.04
US$0.03
US$0.03
US$0.02
FMM,DigitalMigration)
Measure
Initiative
Responsibility
YearEndingJune’
onrate.
Undertakeconsultationswith
3. 2.
Implementprojects
Objective
assignmentmechanism.
2013/14 ‘16
‘17
‘18
‘19
stakeholders
C5.2Reduced
25%
DG
3,712,023
1,312,850
1,444,135
Measure
Baseline <10%
Target 1. Undertakemarketstudyand
Initiative
Responsibility 1,085,000
YearEndingJune’
Implementrecommendations DG
C5.3Reduced
US0.04 US$
1. 3.
25%
15,509,789
‘18
‘19
Market
reviews
20%
15%
12%
Objective
2013/14
‘16
‘17
interconnecti
0.01
US$0.04
US$0.03
US$0.03
US$0.02
dominance
2. reviews
Implementrecommendations
IP1.EnhanceIP1.3Levelof
IP1.1
10%
100%
1.
Developguidelines(licensing,
DOLS
6,958,644
3,483,220
5,421,951
3,564,176
Not
90%
1.
Reviewofboardcharterevery2
DOLS
72,673,734
65,152,637
73,170,092
78,834,691
onrate.
2. Undertakemarketstudyand
C5.3Reduced
US0.04 US$
1.
DG
15,509,789
operational compliance
Percentageof
availabl
yearsbroadcasting,determining
60
90
100
100
stakeholders
60
70
80
90
interconnecti
0.01
reviews
US$0.04
US$0.03
US$0.03
US$0.02
excellence withboard
operational e
exclusivity,postagestamps,
2.
Conductboardmeetingsin
3.
onrate.
guidelines
charter
accordancewithboardcalendar.
stakeholders
items,prohibiteditems)
Facilitateannualboard
IP1.Enhance
IP1.1developed 10%
100%
1.
DOLS
6,958,644
3,483,220
5,421,951
3,564,176
and
2.
Conductstakeholder
appraisals.
operational
Percentageof
60
90
100
100
implemented
consultations
4. exclusivity,postagestamps,
Conductboardorientation.
excellence
operational
IP1.Enhance
IP1.1
10%
100%
DOLS
6,958,644
3,483,220
5,421,951
3,564,176
3.
Implementguidelinesaspartof
IP1.4Noof
7
15
1.
Internalconsultationswith
DG
2,880,000
3,168,000
3,484,800
3,833,280
guidelines
operational
Percentageof
60
90
100
100
framework
directorates
developed
8
10
15
15
excellence
operational
exclusivity,postagestamps,
IP1.2
30%
80% 2.
1.
Developprojectconcept
DOLS,DOT,
82,413,899
69,761,708
78,915,879
84,411,667
agreements
Executeframeworkagreements.
and
2.
Conductstakeholder
guidelines
Percentageof
(PhysicalAddressingandpost
DG,DOFA,
signedwith
implemented
consultations
developed
30
50
60
70
projects
DOP,DOB
keysuppliers
3.
and
2. Implementguidelinesaspartof
Conductstakeholder
completed 90%
Connectivityfor
IP1.5Levelof
100%
1. Developinternalprocurement
DG
3,735,302
25,110,269
1,878,103
30,383,426
implemented
consultations
PostalInfrastructure,Recorded
complianceto
guidelines
92
94
96
98
IP1.2
30%
80%
1.
82,413,899
69,761,708
78,915,879
84,411,667
3. Developprojectconcept
Implementguidelinesaspartof DOLS,DOT,
MailMonitoringSystem)
procurement
2. Formulationofannual
Percentageof
DG,DOFA,
30
50
60
70
2.
lawsand
procurementplans
projects
DOP,DOB
IP1.2
30%
80%
1. code,MultipurposeTelecentres,
Developprojectconcept
DOLS,DOT,
82,413,899
69,761,708
78,915,879
84,411,667
regulations
3.
Conductpublicprocurement
completed
Connectivityfor
Percentageof
DG,DOFA,
workshopsforstaff
30
50
60
70
projects
PostalInfrastructure,Recorded
DOP,DOB
Preparationandsubmissionof
completed
Connectivityfor
3.
Implementprojects
quarterlyprocurementreports
2. PostalInfrastructure,Recorded
IP1.6
3
20
Reviewinternalauditstrategy.
DG
9,606,995
10,922,850
12,015,135
13,216,648
Noofaudits
2. Implementriskregister
4
8
12
16
Carryoutscheduledaudits.
IP1.3Levelof Not
90% 3.
Reviewofboardcharterevery2 DOLS
72,673,734
65,152,637
73,170,092
78,834,691
3. 1.
Implementprojects
4.
Monitorimplementationof
compliance
availabl
years
60
70
80
90
findingsandrecommendations
withboard
e
2. Conductboardmeetingsin
3. Conductriskassessmentaudits.
Implementprojects
5.
charter
IP2.Pursue
IP2.1
1
1. 3.
Developconceptnote.
DG,DOLS,
583,918
4,719,866
13,721,301
777,195
IP1.3Levelof 1
Not
90%
Reviewofboardcharterevery2
DOLS
72,673,734
65,152,637
73,170,092
78,834,691
research,
Benchmark
2. Conductrelevantbenchmarking.
DOT,DOFA,
1
1
1
1
compliance
availabl
yearsappraisals.
60
70
80
90
4.
Conductboardorientation. DOP,DOB.
innovation
reporton
3.
Alignlocalenvironmenttobest
withboard
e
2.
IP1.3Levelof Not
90%
1. Reviewofboardcharterevery2 DOLS
72,673,734
65,152,637
73,170,092
78,834,691
IP1.4Noof
7
15
1.
DG
2,880,000
3,168,000
3,484,800
3,833,280
andbest
complianceto
practices.
charter
compliance
availabl
years
60
70
80
90
framework
directorates
practices
bestpractices
4.
3. Implementstandardisedbest
8
10
15
15
withboard
e
2.
agreements
2.
produced
practices.
appraisals.
charter
signedwith
Undertakecomplianceaudit
5.
4.
3. Facilitateannualboard
keysuppliers1
IP2.2Number
3
1. Developconcept
DG
9,690,759
10,659,853
11,725,819
12,898,401
IP1.4Noof
7
15
2,880,000
3,168,000
3,484,800
3,833,280
appraisals.
IP1.5Levelof 90%
100%2. 1.
Developinternalprocurement
DG
ofresearch
1 3,735,302 1 25,110,269 2 1,878,103 2 30,383,426
framework
directorates
4. Implementresearchprojects.
8
10
15
15
complianceto
guidelines
92
94
96
98
projects
3.
Consultstakeholders
agreements
2.
IP1.4Noof
7
15
1. Internalconsultationswith
DG
2,880,000
3,168,000
3,484,800
3,833,280
procurement
2.
Formulationofannual
undertaken
4.
Publishresearchfindings
signedwith
framework
directorates
8
10
15
15
lawsand
procurementplans
5. Implementresearch
keysuppliers
agreements
2. Executeframeworkagreements.
regulations
3.
recommendations
IP1.5Levelof 90%
100%
DG
3,735,302
25,110,269
1,878,103
30,383,426
signedwith
workshopsforstaff
6. Projectreview(M&E)
complianceto
guidelines
92
94
96
98
keysuppliers
4.
PreparationandsubmissionofDG
IP2.3No.of
1
2
1.
Developconcept
4,395,600
4,483,160
4,931,476
5,424,624
procurement
2.
Formulationofannual
30,383,426
IP1.5Levelof 90%
100%
3,735,302
25,110,269
1,878,103
quarterlyprocurementreportsDG
pilotprojects
2. Implementareasforpilotstudy
0
1
1
2
lawsand
procurementplans
complianceto
guidelines
92
94
96
98
fornew
fornewtechnologies.
regulations
3. 1.
procurement
Formulationofannual
IP1.6
3
20 2.
DG
9,606,995 10,922,850 12,015,135 13,216,648
technologies
3. Implementrecommendationsof
workshopsforstaff
Noofaudits
2.
Implementriskregister
lawsand
procurementplans
4
8
12
16
studies
4.
Preparationandsubmissionof
regulations
3. 3.
4. Publishstudyfindings
4.
workshopsforstaff
5. PilotProjectreview
4.
findingsandrecommendationsDG
IP1.6
3
20
1. Preparationandsubmissionof
9,606,995
10,922,850
12,015,135
13,216,648
IP2.4No.of
0
5
1.
Developconcept
DG
56,375,205
60,852,993
66,938,292
73,632,121
5.
Conductriskassessmentaudits.
Noofaudits
2.
4
8
12
16
innovative
2. Implementriskregister
Implementinnovativeaward
1
2
3
4
3.
IP2.Pursue awards
IP2.1
1
1
1.
Developconceptnote.
DG,DOLS,
583,918
4,719,866
13,721,301
777,195
IP1.6
3
20
1. program.
DG
9,606,995
10,922,850
12,015,135
13,216,648
4.
research, Noofaudits
Benchmark
Conductrelevantbenchmarking. DOT,DOFA, 4 1
1
1
2. 2.
Implementriskregister
3.
Customizeinnovationinitiatives
8
12
16 1
innovation
reporton
DOP,DOB.
3. 3.
forcommercialuse.
5.
andbest IP2.5No.of
complianceto
practices.
4. Conductriskassessmentaudits.
0
2
1.
Developpartnershipconcept
DG
5,900,111
4,458,862
4,904,748
5,395,223
practices
bestpractices
4.
Implementstandardisedbest
partnerships
2.
0
1
1
2
IP2.Pursue
IP2.1
1
1
1. Implementpartnership
Developconceptnote.
DG,DOLS,
583,918
4,719,866
13,721,301
777,195
produced
practices.
5.
with
research,
Benchmark
2. Conductrelevantbenchmarking. DOT,DOFA,
1
1
1
1
5.
Undertakecomplianceaudit DOP,DOB.
Academia&
innovation
reporton
3.
IP2.Pursue
IP2.1
1
1
1. Developconceptnote.
DG,DOLS,
583,918
4,719,866
13,721,301
777,195
IP2.2Number 1
3
1.
Developconcept
DG
9,690,759
10,659,853
11,725,819
12,898,401
Research
andbest
complianceto
practices.
research,
Benchmark
2. Conductrelevantbenchmarking. DOT,DOFA,
1
1
1
1
ofresearch
1
1
2
2
institutions
practices
bestpractices
4.
innovation
reporton
3. Implementstandardisedbest
DOP,DOB.
projects
3.
Consultstakeholders
IP2.6
0
1
1. practices.
Establisharesearchand
DG
31,063,916
3,975,308
4,373,893
4,810,123
produced
practices.
andbest
complianceto
undertaken
4.
5.
Researchand
0
1
1
1
practices
bestpractices
4. developmentunit
Implementresearch
development
IP2.2Number
1
3
1. 5.
Developconcept
DG
9,690,759
10,659,853
11,725,819
12,898,401
produced
practices.
recommendations
unitinstituted
ofresearch
2. Undertakecomplianceaudit
Implementresearchprojects.
1
1
2
2
5.
6.
Projectreview(M&E)
IP3.Facilitate
IP3.1Number
0
2
1.
DevelopspecificationsforoffDOT
13,000,000
projects
3. Developconcept
Consultstakeholders
IP2.2Number
1
3
1.
DG
9,690,759
10,659,853
11,725,819
12,898,401
IP2.3No.of
1
2 4. 1.
Developconcept
DG
4,395,600 1 4,483,160 2 4,931,476 2 5,424,624
secureICT
ofoff-site
sites
undertaken
1
ofresearch
1
1
2
2
pilotprojects
2.
Implementareasforpilotstudy
0
1
1
2
5.
Implementresearch
systemsand
backup
2.
Identifyandassessavailable
projects
3. Consultstakeholders
fornew
fornewtechnologies.
services
options
recommendations
undertaken
4. Publishresearchfindings
technologies
3.
Implementrecommendationsof
3.
Incorporaterecommendationin
6. Implementresearch
Projectreview(M&E)
5.
studies
IP2.3No.of
1
2
1. thebudget
Developconcept
DG
4,395,600
4,483,160
4,931,476
5,424,624
recommendations
4.
Publishstudyfindings
4.
pilotprojects
2.
0
1
1
2
6. Implementsystemback-up
Projectreview(M&E)
5.
PilotProjectreview
fornew
fornewtechnologies.
IP3.2
1
2
1. Developconcept
Upgradecurrent
DOT,DOFA
IP2.3No.of
1
2
1.
DG
4,395,600
4,483,160
4,931,476
5,424,624
IP2.4No.of
0
5
1.
Developconcept
DG
56,375,205
60,852,993
66,938,292
Numberof
biometricsystem
technologies
3. Implementareasforpilotstudy
1
1
1
2 73,632,121
pilotprojects
2.
0
1
1
2
innovative
2.
1
2
3
4
biometric
2.
Developspecificationsfornew
studies
fornew
fornewtechnologies.
awards
program.
access
4.
technologies
3. system
4.
InternalProcesses
InternalProcesses
InternalProcesses
InternalProcesses
Authority
4,930,234
25
2,742,552
1:400000
5,614,355
80
‘20
20
US$0.01
4,468,583
100
55
2,817,479
60:40
1,647,698
95,248,633
80
80
100%
‘20
US$0.01
‘20
1,588549
‘20
<10%
US$0.01
4,468,583
104,612,210
100
90
US$0.01
4,468,583
100
4,468,583
3,833,280
100
15
95,248,633
80
2,272,505
100
95,248,633
80
95,248,633
80
14,538,313
20
104,612,210
90
854,915
104,612,210
1
90
104,612,210
3,833,280
90
15
14,188,241
3,833,280
3 2,272,505
15
100
3,833,280
15
2,272,505
100
5,967,086
2,272,505
2
100
14,538,313
20
14,538,313
80,995,333
20
5
854,915
14,538,313
20 1
5,934,745
2
854,915
1
854,915
14,188,241
1
3
5,291,135
1
14,188,241
3
14,188,241
5,967,086
2
3
2
5,967,086
2
16,623,039
5,967,086
80,995,333
2
2
5
34
3.
4.
InternalProcesses
S t r a t e g iIP2.Pursue
c P l a n IP2.1
2 0 1 5 – 12 0 2 0
research,
innovation
andbest
practices
Benchmark
reporton
complianceto
bestpractices
produced
5.
1
1.
2.
3.
4.
4
8
12
16
20
DG,DOLS,
DOT,DOFA,
DOP,DOB.
583,918
1
4,719,866
1
13,721,301
1
777,195
1
854,915
1
DG
9,690,759
1
10,659,853
1
11,725,819
2
12,898,401
2
14,188,241
3
‘16
‘17
YearEndingJune’
‘18
‘19
‘20
DG
18,248,300
4,395,600
40%
0
20,073,130
4,483,160
50%
1
22,080,443
4,931,476
60%
1
24,288,487
5,424,624
70%
2
26,717,336
5,967,086
75%
2
DG
147,077,225
20%
153,800,960
40%
169,181,056
60%
186,099,162
80%
204,709,078
100%
DG
56,375,205
1
60,852,993
2
66,938,292
3
73,632,121
4
80,995,333
5
DG
3,031,004
5,900,111
0
3,334,105
4,458,862
1
3,667,515
4,904,748
1
4,034,267
5,395,223
2
4,437,693
5,934,745
2
DOLS
9,422,103
2
0
4
0
6
0
8
0
10
31,063,916
0
8,101,589
1
3,975,308
1
8,911,748
2
4,373,893
1
9,802,923
3
4,810,123
1
10,783,216
4
5,291,135
1
11,861,537
5
13,000,000
1
24,508,220
25
1
16,326,885
45
2
17,959,574
65
2
19,755,531
85
2
21,731,084
100
DOT,DOFA
DOFA
173,052,000
1
50
190,357,200
1
100
209,393,920
1
150
230,332,212
2
200
16,623,039
253,365,433
2
250
DOFA
49,623,039
0
101,300,000
1
111,430,000
1
122,573,000
1
134,830,300
1
148,313,330
100%
100%
100%`
100%
100%
2,204,500
13,125,233
0
61,315,650
835,120
0
918,632
1
1,010,495
1
11,403,585
1
2
3
4
3
3
45,281,794
49,809,973
54,790,970
60,270,067
66,297,074
2
3
3
3
3
31,604,650
1,640,715
50
50%
1,980,165
1,804,786
60
60%
2,178,182
1,985,265
70
70%
2,396,000
2,183,791
80
80%
2,635,600
2,402,170
80
85%
Responsibility
DOLS
5,838,205
‘16
50%
6,422,026
‘17
60%
YearEndingJune’
7,064,229
7,770,651
‘18
‘19
70%
80%
8,547,717
‘20
90%
DOT
48,790854
0
1
1
1
1
DOLS
0
4
28,018,564
1
0
7
30,820,420
2
0
7
33,902,462
3
0
7
37,292,709
4
0
7
41,021,980
5
11,840,900
DOLS
3,289,500
1,193,500
1,312,850
1,444,135
1,588,549
DOT,DOP
DOB
12,950,256
12
4,414,900
600,808,467
1
45
14,245,282
24
4,856,390
647,305,578
1
50
15,669,810
36
17,236,791
48
18,960,470
60
5,342,029
696,499,968
1
55
5,876,232
1,036,507,473
1
65
6,463,855
838,089,986
1
75
DG,DOT,
DOB,DOPS
1,430,500
100
1,573,550
100
1,730,905
100
1,903,996
100
2,094,395
100
DOT
DG
5,687,416
8
4
3,704,158
10
8
4,074,573
15
12
4,482,031
20
16
4,930,234
25
20
DOP
DOLS
1,873,200
2,680,900
1:58000
100
2,266,572
3,243,889
1:50,000
100
2,493,229
3,568,278
1:45,000
100
2,742,552
3,925,106
1:400000
100
DOB
3,834,680
2,060,520
2,948,990
1:55,000
100
4,218,148
4,639,963
5,103,959
5,614,355
DG
40
4
50
14,123,789
5
60
6
70
7
80
8
DOB
4,110,000
5
10
5,621,272
5,984,400
15
17
6,801,739
20
1
1
1
1
1
Developconceptnote.
Conductrelevantbenchmarking.
practices.
practices.
Developconcept
Implementresearchprojects.
Consultstakeholders
Initiative
Implementresearch
recommendations
Projectreview(M&E)
Conductannualsatisfaction
Developconcept
survey
fornewtechnologies.
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studies
ProduceMACRAmagazinebi
annually
PilotProjectreview
Producemonthlynewsletter
Developconcept
InformationEducation&
Communication(IEC)Materials
program.
MACRAawarenessactivities
Customizeinnovationinitiatives
Conductplannedvisitsto
forcommercialuse.
stakeholders
Developpartnershipconcept
Implementpartnership
5.
IP2.2Number 1
3
1.
ofresearch
2.
projects
3.
undertaken
4.
Measure
Baseline Target 5.
Objective
2013/14
6.
C1Strengthen C1.1
Not
75%
1.
IP2.3No.of
1
2
relationships
Customer
pilotprojects availabl
2.
and
satisfaction
e
fornew
communicatio index
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3.
nwith
C1.2%age
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1.
stakeholders
Achievement
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4.
of
e
5.
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3.
IP2.4No.of
0
5
1.
onStrategy
4.
innovative
2.
initiatives
awards
5.
3.
C.1.3No.of
1.
engagement
IP2.5No.of
0
2
1.
with
partnerships
2.
Stakeholders
with
Academia&
C1.4Noof
3
10
1. Holdstakeholderconsultations
Research
MOUssigned
2. ExecuteMOUs
institutions
and
3. AnnualreviewsofMOUs
IP2.6
0
1
1. Establisharesearchand
implemented
Researchand Not
developmentunit
C1.5No.of
5
1. DevelopConceptPaper
development
National
availabl
2. CreateStrategicalliances.
unitinstituted
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eable
3. Conductoutreachprogrammes
IP3.Facilitate
IP3.1Number 0
2
1. inallregions
Developspecificationsforoffprograms
secureICT
ofoff-site
sites
C1.6Noof
3
100
1. ConductoperatorsWorkshops
systemsand
backup
2. Identifyandassessavailable
operator
(Telecoms,Postal,Broadcasting,
services
options
interfaces
Legal,&Communication)
3. Incorporaterecommendationin
2. ConductSensitisation
thebudget
WorkshopsonnewActs,
4. Implementsystemback-up
regulations&licences
IP3.2
1
2
1. Upgradecurrent
C2.Foster
C2.1No.of
TBA
250
Develop&implementtravelplan
Numberof
biometricsystem
regionaland
planned
biometric
2. Developspecificationsfornew
international
/scheduled
access
system
cooperation
workshops/
systems
3. Installbiometricsystem
intheICT
conferences
IP3.3
0
1
1. Developspecificationsfordigital
sector
attended
Upgraded
recordsystem.
C2.2%of
100%
100%
1. SourcingInvoices
recordigital
2. Implementdigitalrecordsystem
Subscriptions
2. PaymentofAnnualfees
record
tolocaland
keeping
international
system
bodies
IP3.4
0
1
1. Benchmarkinselectedcountries
C2.3No.of
1
2
1. Holdstakeholderconsultations
Testingand
2. Developspecificationsfor
Countryto
2. ExecuteMOUs
conformance
Conformance&Interoperability
CountryMoUs
3. AnnualreviewsofMOUs
centre
centre(C&I)
C2.4No.of
1
2
1.
instituted
3. CommemoratevariousICT
LobbyforITUtechnicaland
Worldday
worlddayevents
financialassistance
commemorati
4. ImplementC&Icentre(Phase1
ons
–RFcomponent)
nd
IP3.5
40%
80%
1. Reviewcomplainthandling
Automationneedsassessment
C3.Promote
C3.1%of2
20%
85%
1.
Percentageof
2.
Developspecifications
consumer
Level
procedures.
internaloffice
3. Managecomplaints
Identifyalternativesystem
protection
complaints
2.
automation
optionsandresource
resolved
Measure
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Initiative
requirements
C3.2
Not
90%
1. Conductannualregulatoryaudit
Objective
2013/14
4. Integrateandautomateall
Percentageof Availabl
onconsumerobligations
systems
operator
e
2. Conductannualconsumerprice
IP3.6
0
1
1.
Benchmarkingwithother
5. reviews
compliance
Computer
countries
toconsumer
3. Reviewofservicelevel
Emergency
2. agreementsandcodeof
CapacitybuildingforMACRA
obligations
Response
andotheragencies
conductofoperators
3. Periodictariff&tariffStructure
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Team(CERT)
4.
meetings.
implemented
reviews
4.
OperationaliseCERT
5. Recommendandenforce
IP4.Facilitate
IP4.1
0
7
1. regulatoryinterventions
Conductsensitizationmeetings.
effectiveand
No.of
C3.3.No.of
0
5
1. Stakeholderengagement
efficientlegal consumer
sensitization
2. Consumereducationand
and
meetingsfor
advocacy
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regulatory
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groups
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onsActandE-
formed
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C3.4Noof
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enactment
tariff
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IP4.2
1
TBA
1. Conductannualassessmentof
Developregulations
structure
3.
Numberof
2. compliance
Implementregulations
reviews
sector
C3.5No.of
12
60
1. Conductqualityofserviceaudits
regulations
qualityof
developed
serviceaudits
conducted
IP4.3
0
1
1. Stakeholderconsultations
C4.Facilitate
C4.1Voice
39.8%
75%
1.
Converged
2. Conductindustrialanalysisand
IssuanceofnewCLFlicences
accessand
Telephony
Licensing
3. baselinesurveys
ImplementCLFlicensing
usageofICT
Penetration
Framework
services
3. EstablishUniversalService
(CLF)
Fund(USF)
implemented
IP5.Monitorin IP5.1Levelof 100%
100% 4.
1. Introducenewspectrum
Conductannualtechnicalaudits
assignmentmodel
gand
regulatory
(Broadcasting,Telecomsand
5.
ImplementruralICTaccess
enforcement
compliance
Postal)
ofthelegal
2. programmes
C4.2
6.7%
25%
1. Developandimplement
and
IP5.2Audit
3
20
Conductcomplianceaudits.
Broadband
regulatory
reports
2. broadbandstrategy
Reviewdirectorates’policies.
Penetration
2.
framework
produced
3. Licensenewoperators
Followonimplementationof
recommendations
C4.3Postal
1:
1:
IP5.3
70%
100% 1.
1. Conductsurveys
Reviewlicences
andCourier
40,00
2.
Percentageof 60,000
Penetration
0
licences
C4.4TV
TBA
80%
1.
Conductbaselinesurveys
reviewed
Broadcast
IP6.Facilitate
IP6.1ICT
4%
8%
1. ConductICTaccessandusage
Coverage
investmentin Contribution
survey
4. Reviewlicencecategories.
theICTsector toGDP
2. Implementsurvey
C4.5Increase TBA
20%
1. Lobbyfortaxexemptionsfor
recommendations
Viewership
receivingequipment
LG1.Strengthe LG1.1Skills
0
1
1. Conductaskillsgapanalysis
2. Undertakemarketreviews
nhuman
gapanalysis
survey
3. Facilitatequalitycontent
capital
report
2. Implementtheresultsofsurvey
Customer
35
Responsibility
DG
DOLS
DOT
DG
DOFA
DOT
DOLS
DG
DOT
DOLS
DOFA
DOLS
DOLS
DOT
DOFA
IP5.Monitorin
gand
enforcement
ofthelegal
and
regulatory
framework
IP4.3
Converged
Licensing
Framework
(CLF)
implemented
IP5.1Levelof
regulatory
compliance
0
1
1.
2.
3.
Stakeholderconsultations
DOLS
4,414,900
1
4,856,390
1
5,342,029
1
Strategic
Objective
IP6.Facilitate
investmentin
theICTsector
LG1.Strengthe
nhuman
capital
IP4.Facilitate
effectiveand
efficientlegal
and
regulatory
framework.
Learning&Growth
IP5.Monitorin
gand
enforcement
ofthelegal
and
regulatory
framework
IP6.Facilitate
investmentin
theICTsector
LG2.Timely
andreliable
LG1.Strengthe
sharingof
nhuman
information
capital
100%
100%
IP5.2Audit
reports
produced
3
20
IP5.3
Percentageof
Measure
licences
reviewed
70%
Baseline
2013/14
100%
Target
1.
2.
IP3.6
IP6.1ICT
Computer
Contribution
Emergency
toGDP
Response
Team(CERT)
LG1.1Skills
implemented
gapanalysis
report
IP4.1
No.of
sensitization
meetingsfor
LG1.2Level
Communicati
of
onsActandE-
organisational
Legislation
alignmentto
enactment
corporate
IP4.2
strategy
Numberof
sector
LG1.3
regulations
%ageof
developed
employees
withrequisite
IP4.3
skillsto
Converged
performtheir
Licensing
jobs
Framework
LG1.4
(CLF)
Employee
implemented
retention
IP5.1Levelof
regulatory
compliance
0
4%
1
8%
1.
IP5.2Audit
LG1.5
reports
Employee
produced
engagement
index
IP5.3
LG1.6
Percentageof
LevelofStaff
licences
performance
reviewed
scoringabove
IP6.1ICT
70%
Contribution
3
70%
20
90%
70%
60%
100%
80%
4%
8%
70%
100%
0
1
Learning&Growth
LG3.Improve
institutional
capacityand
corporate
governance
LG2.Timely
andreliable
sharingof
information
LG3.Improve
institutional
capacityand
corporate
governance
toGDP
LG2.1
Levelof
LG1.1Skills
information
gapanalysis
sharingusing
report
modern
communicatio
ntools
LG1.2Level
of
LG2.2
organisational
Timelinessof
alignmentto
information
corporate
sharingand
strategy
feedback.
LG3.1
LG1.3
Numberof
%ageof
leadership
employees
andcorporate
withrequisite
governance
skillsto
programs
performtheir
jobs
LG3.2
LG1.4
Numberof
Employee
skills
retention
development
programsfor
Board
LG3.3
Percentageof
LG1.5
internal
Employee
systemsand
engagement
processes
index
developed
6,463,855
1
1.
2.
1.
2.
3.
Postal)
recommendations
Reviewlicences
Initiative
DG,DOT,
DOB,DOPS
1,430,500
100
1,573,550
100
1,730,905
100
1,903,996
100
2,094,395
100
DG
4
8
12
16
20
DOLS
2,680,900
Responsibility 100
‘16
2,948,990
100
‘17
3,243,889
3,568,278
100
100
YearEndingJune’
‘18
‘19
3,925,106
100
‘20
Benchmarkingwithother
ConductICTaccessandusage
countries
survey
CapacitybuildingforMACRA
Implementsurvey
andotheragencies
recommendations
Sensitizationandawareness
Conductaskillsgapanalysis
meetings.
survey
OperationaliseCERT
Implementtheresultsofsurvey
Conductsensitizationmeetings.
AnnualassessmentofHRskills
Instituteinstitutionalanalysison
changesintheindustry
Conductfunctionalreview
analysis
Conducthumanresourcesaudit
Revieworganisationstructure
Developandinstituteservice
Developregulations
levelagreementswithother
Implementregulations
directorates
Longandshort-termtraining
Competencecertification
Managementdevelopment
Continuousprofessional
Stakeholderconsultations
development.
Reviewofhumanresource
developmentpolicy
Careerpathsplanning
Successionplanning
Rewardandrecognition
practices
Coachingandmentoring.
Postal)
Continuousreviewof
remuneration.
Staffsatisfactionsurveys
Teambuildingactivities.
Interdepartmentalprograms.
recommendations
Employeewellness
programmes.
Reviewlicences
Performanceplanningand
evaluationusingtheBalanced
Scorecard
ConductICTaccessandusage
Performancebased
survey
Rewardsandrecognition.
Implementsurvey
Intranet
recommendations
Newsletters
Conductaskillsgapanalysis
Alternativemeansforsharing
survey
information(MACRAfacebook
Implementtheresultsofsurvey
page)
AnnualassessmentofHRskills
DOT
DG
48,790854
4
0
14,123,789
5
1
6
1
7
1
8
1
DOFA
1
0
4
0
5,621,272
1
1
6,801,739
1
0
7
0
0
7
0
0
7
0
1
0
7
0
75%
80%
100%
100%
100%
3,289,500
115,000,000
85
1,193,500
126,500,000
90
1,312,850
141,535,101
100
1,444,135
153,065,000
100
1,588,549
168,371,500
100
DOLS
4,414,900
1
4,856,390
1
5,342,029
1
5,876,232
1
6,463,855
1
DOFA
9,300,737
95
10,230,811
100
11,253,892
100
12,379,281
100
13,617,210
100%
DG,DOT,
DOB,DOPS
1,430,500
100
1,573,550
100
1,730,905
100
1,903,996
100
2,094,395
100
DG
DOFA
141,481,166
75%
4
164,834,032
80%
8
171,192,211
85%
12
199,449,179
90%
16
142,017,700
90%
20
DOLS
DOFA
2,680,900
14,540,000
100
65
2,948,990
100
70
3,243,889
100
75
3,568,278
100
80
3,925,106
100
80
DG
4
14,123,789
5
6
7
8
DOFA
26,140,000
1,760,000
1,936,000
2,129,600
2,342,560
DOFA
75%
1
5,621,272
80
1
85
1
6,801,739
90
1
100%
1
0
0
0
0
0
DOFA
75%
85%
15,994,000
80%
90%
100%
95%
100%
100%
100%
100%
DG
DOFA
65,520,029
115,000,000
2
85
126,500,000
4
90
79,279,235
141,535,101
6
100
153,065,000
8
100
168,371,500
10
100
DG
DOFA
37,520,029
9,300,737
1
95
10,230,811
2
100
45,399,235
11,253,892
3
100
12,379,281
4
100
13,617,210
5
100%
DOFA
950,593,151
50%
141,481,166
1,341,002,466
60%
164,834,032
1,423,457,713
70%
171,192,211
2,905,691,484
80%
199,449,179
1,642,124,533
80%
142,017,700
75%
80%
85%
90%
90%
DOFA
DG
14,540,000
41,430,500
65
6
44,000,000
70
7
48,400,000
75
8
53,240,000
80
9
58,564,000
80
10
DOFA
26,140,000
1,760,000
1,936,000
2,129,600
2,342,560
75%
80
85
90
100%
APPENDIX
Perspective
5,876,232
1
2.
1
3.
1.
0
7
4.
2.
1.
3.
4.
70%
100%
1.
0
1
TBA
80%
100%
0
1
90%
100%
emplo
yee
100%
retent
ion
100%
2.
3.
4.
1.
2.
1.
2.
3.
4.
1.
2.
5.
3.
1.
2.
3.
1.
4.
5.
2.
1.
2.
3.
4.
1.
1.
2.
2.
1.
3.
2.
1.
2.
1.
3.
2.
3.
4.
70%
100%
1.
80%
100%
1.
2.
3.
4.
1
80%
10
100%
1.
1.
2.
2.
3.
4.
3.
4.
5.
1
90%
5
100%
emplo
yee
retent
ion
40%
80%
70%
90%
LG1.6
LG3.4
LevelofStaff
Numberof
performance
Corporate
scoringabove
Social
70%
Responsibility
programs
LG2.1
implemented
Levelof
peryear
information
sharingusing
modern
communicatio
ntools
60%
5
LG2.2
Timelinessof
information
sharingand
feedback.
LG3.1
Numberof
leadership
andcorporate
governance
programs
80%
100%
80%
10
1.
1.
2.
2.
3.
3.
4.
5.
1.
1.
2.
2.
3.
3.
4.
4.
1.
1.
2.
2.
3.
70%
100%
1.
2.
3.
1.
1
10
1.
2.
3.
4.
Instituteinstitutionalanalysison
changesintheindustry
Conductfunctionalreview
analysis
Improvecommunication
Conducthumanresourcesaudit
channelsandfeedback
Revieworganisationstructure
Developandinstituteservice
levelagreementswithother
directorates
Conductassessmentonskills
Longandshort-termtraining
gap
Competencecertification
Organizeworkshopsand
Managementdevelopment
seminars
Continuousprofessional
Mentorships
development.
Peerlearning
Reviewofhumanresource
developmentpolicy
Benchmarking
Careerpathsplanning
SeminarsandWorkshops
Successionplanning
ManagementandBoardretreats
Rewardandrecognition
practices
Continuousreviewof
Managementofregulatorytools
remuneration.
andequipment.
Staffsatisfactionsurveys
Reviewinternalpoliciesand
Teambuildingactivities.
procedures
Interdepartmentalprograms.
Fleetmanagementautomation
Employeewellness
Implemententerpriserisk
programmes.
managementframework.
Performanceplanningand
Reviewandimplement
evaluationusingtheBalanced
CorporateSocialResponsibility
Scorecard
guidelines.
Reviewandapproveinitiatives
Performancebased
forCSR
Rewardsandrecognition.
Intranet
Newsletters
Alternativemeansforsharing
information(MACRAfacebook
page)
DOLS
DOLS
DOFA
DOFA
Improvecommunication
channelsandfeedback
DOFA
85%
15,994,000
90%
95%
100%
100%
Conductassessmentonskills
gap
Organizeworkshopsand
seminars
Mentorships
Peerlearning
DG
65,520,029
2
4
79,279,235
6
8
10
36
APPENDIX
Perspective
Strategic
Objective
Measure
LG3.5
Completionof
newoffice
complex
Baseline
2013/14
Target
0
1
Initiative
1.
2.
3.
4.
F1.Optimise
resource
allocation
andutilization
F1.1Costasa
percentageof
totalrevenue
50%
40%
1.
2.
3.
4.
5.
6.
7.
Financial
8.
F2.Increase
revenue
growth
Total Cost For Strategy
Implementation
Revenue Projected
37
‘16
‘17
YearEndingJune’
‘18
‘19
‘20
DOFA
1,063,565,504
30%
2,091,522,055
70%
2,300,674,260
90%
2,530,741,686
100%
3,677,215
100%
DOFA
85,813,142
48%
62,990,730
46%
56,742,971
44%
58,953,604
42%
66,850,075
40%
DOFA
DOFA
15,016,267
25%
1,037,100
20%
11,105,234
30%
1,140,810
40%
12,215,757
40%
1,254,891
60%
19,391,259
45%
1,380,380
80%
14,781,066
50%
1,518,418
100%
DOFA
3,503,819,944
1
3,850,000,000
1
4,235,000,000
1
4,658,500,000
1
5,124,350,000
1
DOFA
4,167,837
0.09%
1,284,621
0.08%
1,413,083
0.07%
1,554,391
0.06%
1,709,830
0.05%
F2.1Revenue
yield
F2.2
Investment
Income
Growth
18%
50%
K125,00
0,000
100%
Increa
se
F2.3Surplus
Remittance
Policy
0
1
F2.4Debt
writeoff
provision
ratio
1%
1,599,038,635
1,918,846,363
2,302,615,635
2,763,138,762
3,315,766,514
9,313,191,967
11,291,473,638
12,491,257,425
15,467,998,415
12,571,290,816
10,608,155,663
11,668,971,229
12,835,868,352
14,119,455,187
15,531,400,706
1.
2.
1.
2.
3.
StaffCosts
Finaliselandacquisition
Identificationofbuilding
contractors
Commenceconstructionof
officecomplex.
Monitoringandsupervisionof
constructionworks.
ImplementBudgetarySoftware
PrepareActivityBasedBudgets
ProduceMonthlyManagement
Accountscompletewith
th
varianceanalysisbythe15 of
everymonth
ProductionofQuarterlyand
AnnualReports.
ProductionofAnnualAudited
FinancialStatementsby30
September
CapacityBuildingonRegulatory
Accounting
BenchmarkingonRegulatory
Accounting
IntegrateAccountingsystem
withothertechnicalsystems
Reviewoflicencefees
Introducenewrevenuestreams
Developandimplement
investmentpolicy
Prudentinvestmentoffunds
withbanksatbestnegotiated
interestrates
Productionofinvestmentstatus
reports
Facilitatethedevelopmentof
surplusremittancepolicy
Benchmarking
Consultationswithtreasury
officials
Implementationofthepolicy
Introducebetterdebt
managementmechanisms
Responsibility
1.
2.
3.
0.05%
4.
1.
APPENDIX 2: 2015/16 -2019/20 FISCAL YEARS
BSC -14 KEY MEASURES AND KPIs
Vision: Universal access and usage of ICT services in Malawi.
Mission: To facilitate the development of the ICT Sector through efficient
Our Mission: To facilitate the development of the ICT Sector through eﬃcient and eﬀecNve regulaNon and effective
and
research.
Our Vision: Uand
niversal access aregulation
nd usage of ICT services in Malawi Our Values: OperaNonal Excellence, Customer Focus, InnovaNon , Team Work, Transparency & Accountability and Integrity Values: Operational Excellence, Customer Focus, Innovation, Teamwork, Transparency & Accountability and Integrity
MACRA BALANCED SCORECARD -2015/'16-2019/'20 FISCAL YEARS
Measure
Customer/Stakeholders
C1 Customer Satisfaction Index
C4 Voice Telephony Penetration
C4 Internet
Broadband Penetration
Penetration
C4 Postal and Courier Penetration
C4 Electronic Commerce Penetration
C4 TV Broadcast Coverage(Population)
Internal Processes
IP1 Percentage of projects completed
IP5 Level of regulatory compliance
IP6 ICT contribution to GDP
Learning and Growth
%age of employees with requisite skills LG1
to perform their jobs
LG1 Employee engagement index
LG1 Level of staff performance
Financial
F1 Cost as a percentage of total revenue F2 Revenue Yield
Owner
Freq.
DG
DOT
DOT
DOP
DG
DOB
B-‐A
B-‐A
A
A
A
A
DOLS,DOT,D
G,DOFA,DOP, Q-‐SA
DOB
DG,DOT, Q-‐SA
DOB,DOPS
DG
A
2015/'16
2016/'17
2017/'18
2018/'19
2019/'20
40%
50%
60%
70%
75%
45%
50%
55%
65%
75%
8%
10%
15%
20%
25%
1:58,000 1:55,000 1:50,000
1:45,000 1:40,000
15%
25%
35%
45%
55%
40%
50%
60%
70%
80%
YTD Actual
YTD Target
0%
0%
0%
0
0%
0%
30%
50%
60%
70%
80%
0%
100%
100%
100%
100%
100%
0%
4%
5%
6%
7%
8%
0%
DOFA
Q-‐SA
85%
90%
100%
100%
100%
0%
DOFA
DOFA
S
Q-‐SA
75%
65%
80%
70%
85%
75%
90%
80%
90%
80%
0%
0%
DOFA
DOFA
M
M
50%
25%
30%
40%
45%
40%
50%
0%
0%
38
rese
APPENDIX 3: MACRA’S RISK MANAGEMENT
Risk identification is the first step in a proactive risk management process. It provides opportunities, indicators and information
that allow MACRA to proactively plan for risk measures that subsequently minimise the impact or allows MACRA to accomplish
its strategic objectives.
MACRA’S POSSIBLE RISKS AND ASSOCIATED MITIGATION MEASURES
No. Possible Risks
Mitigation Measures
1
•
•
Political Interference
•
2
Delays in Board appointment/Corporate
Governance
•
•
•
3
Regulatory:
• Conflicting laws
• Failure to pass the new communications
Act
• Regulatory capture
• Electronic Monitoring Provisions (New bill
and regulations talk of submitting info
by licensees instead of MACRA collecting
info; could cause other legal battles in
future)
• E-Legislation-(MACRA
is
solely
responsible
No. Possible
Risks for the implementation of
this Act yet the Authority is not ready for
its implementation)
4
Funding:
• Delays in approval of budgets and
release of funds
• Funding less than planned projects
•
•
•
•
•
•
•
•
Mitigation Measures
•
•
5
6
High inflation
Absence of dividend policy
•
•
•
•
7
Lack of business continuity
•
•
•
8
9
10
39
Amend Board Charter to be in line with the law
Civic educate PAC and MPs on the new communications bill through
workshops
Provide guidance to relevant authorities on infringement of MACRA’s
operations
To remind the appointing authorities at each appointment of board on
the legal requirements
Amend MACRA Charter to remove the illegal provisions
Amend MACRA Charter to include other provisions in line with Malawi
code
Have a separate detailed Board audit committee charter
Have a separate Internal audit charter
May also have a risk charter
Develop anti-corruption policy
Lobby relevant authorities to amend laws that contravene the
communications Act
Constant communication and awareness of MACRA’s roles
Amend provisions to enable MACRA collect info on operators
MACRA to review the E-Legislation Act & policy, note the obligations
and reposition itself in readiness of the passing of the Act, prepare
regulatory instruments in advance and to consider the capacity
needed to implement the policy and Act
Restrictions on external travel
•
•
Reputation Risk:
•
• Negative media attention-operators and •
media criticism
• Government Agencies getting involved in •
MACRA’ s operations
Inability
to
keep
pace
with
rapid •
technological changes in the industry
26 Timely submission of budgets to Ministry of Finance
Engaging relevant stakeholders(Ministry of Finance) to reduce
mismatch between planned funding requirements, budgetary
allocations and actual
Seek for alternative funding .e.g ITU, Public Private Partnerships
Improve communication and result oriented performance
Proper forecasting
Facilitate its development
Implement business continuity initiatives as specified in the
corporate plan
Ensure that critical IT systems that support business are readily and
constantly available to end-users
Install and manage systems that are supported with the relevant ICT
policies and procedures that will enhance disaster recovery and
business continuity
Submit justifications timely
Lobby relevant authorities
Develop and implement a robust communication strategy
Strengthen communication and engagement with operators, media
and the general public
Clearly communicate demarcations of roles and responsibilities to
Government Agencies
Strengthen internal research capacity
40

MACRA Strategic Plan 2015-2020

Transcription

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