SPeacial Project 014
Uganda’s
ict Revolution SPECIAL Edition
EASY
RELIABLE
JUST LIKE THAT ! CONVENIENT
Enjoy any of the following services at the nearest EzeeMoney Service Centre
Send and Recieve Money Pay Utility Bills Transfer money to your Bank Account Pay your Tv Subscription Pay school fees Buy Airtime Re-pay your loan Buy Data Pay for Sport Betting Pay for goods and services with your “Tap n Pay” card
School fees
3rd Floor Commercial Plaza | P.O.Box 12894, Kampala Uganda Tel: 0132 211 500, 0414 237730 | Fax: 0414327876 Email: info@ezeemoney.co.ug | Web:www.ezeemoney.co.ug
GROWING TO SERVE YOU BETTER
As a Bank in a developing country, we understand people’s need to grow. Which is why we’ve expanded to over 28 branches countrywide to spread growth and bring a brighter tomorrow closer to the people.
Inside...
05 Foreword 13
Editorial
Interview 14 ICT Minister Hon. Dr Ruhakana Rugunda
20 UCC
Interview with UCC Executive Director Godfrey Mutabazi
Filming 30 Filming in Uganda Telecom 56 The power of a Phone Police
126 Using ICTs to
maintain Law and Order
Electoral 146 Commission
ICT in the Electoral Commission
3
Foreword I
nformation and Communications Technology (ICT) sector encompasses telecommunications, broadcasting, information technology and postal services subsectors. Government has prioritized ICT as one of the pillars that will spur socioeconomic transformation and development of the country. Indeed, this has been clearly articulated in the National Resistance Movement (NRM) manifesto, the country’s National Development Plan (NDP) for the period 2010/11 – 2014/15 and the recently launched Vision 2040. Over the last ten years, the sector has seen exponential growth. This is attributed to, among other factors, the reforms in the sector. They include; privatization and liberalization of service delivery (thus promoting competition); reorganization of the sector institutional framework by creating the Ministry of ICT to provide policy guidance and supervision; and putting in place regulatory agencies such as The Uganda Communications Commission and the National Information Technology Authority –Uganda. These have ensured high quality and affordable ICT services countrywide. Consequently, the number of telephone lines (both fixed and mobile) have increased from less than one million in 2003 to 17.5million, giving a Tele-density of 51.7% (number of telephone lines per 100 people). Mobile internet subscription stands at 3.2 million, compared to less than 500,000 in 2003. There are 56 licensed television stations of which 20 are operational, and 250 FM Radio Stations of which over 100 are operational. In addition, Government invested in the expansion of ICT infrastructure, as a supplement to the efforts of the private sector, to ensure connectivity to ICT services countrywide. In this regard, Government is implementing the National Backbone and e-Government Infrastructure (NBI & EGI) Project. So far 1540kms of optic cable have been laid. Other programs include; provision of computer laboratories to schools, tertiary institutions and health centres under Rural Communications Development Fund (RCDF); and the Business Process Outsourcing (BPO) aimed at creating jobs for especially the youth. It is the commitment of the Government to take ICT to greater heights by attracting more local and international investments in ICT businesses so as to make the country more globally competitive.
Government invested in the expansion of ICT infrastructure, as a supplement to the efforts of the private sector, to ensure connectivity to ICT services countrywide.
Rugunda RuhakanICTa Min ister Out-going
5
ICT in Uganda
Why growth of ICT is beauty to behold
I
n highlighting the seemingly endless opportunities that sprout from information and communications technologies (ICTs), this handbook does not negate that there are many infrastructure (transport and electricity), governance (freedom of expression), and, indeed, affordability (low-cost, open source and technology-neutral solutions) bottlenecks that need to be surmounted. This handbook also does not set out to project ICTs as some sort of one-size-fits-all antidote to Uganda’s raft of problems. We, however, strongly believe that ICTs are part of the interplay that will give our beloved country its groove back. A lot of structural transformation has to take place for Uganda to be reckoned. This transformation that has ridden piggyback on the services sector the world over is vastly a byproduct of ICT investment. Indeed, there is a correlation between ICT growth and economic growth. The pulse of this neat correlation can be felt in the employment opportunities ICTs have spawned as well as the learning and problem-solving skills they have also engendered. The skeptics have of course scoffed that ICTs’ contribution to propoor growth is barely discernible, but they are increasingly being left with egg on the face. Endeavours such as mTrac, Novus and Infotrade have spread their tentacles to every iota of rural life, triggering sea changes in the realms of health and agriculture. Little wonder, there is a growing consensus that the next frontier of growth is the global emarketplace. But it is not just growth that has gotten ICTs buzzing. It is also their ability to en-
6
franchise people by letting them have a stake in decision-making processes and also hold those in power to account. Several longitudinal studies have attempted to draw a link between ICTs and the democratization process. The studies proffer that heightened participation by the citizenry in web 2.0 interactions precipitates a corresponding growth in transparency by creating a culture of openness. It’s not just the Arab Spring that has displayed how ICTs can be used as democratic leverage instruments. Sub Saharan Africa has also caught the bug. This democratic enhancing streak has rubbed a cross section of African leaders the wrong way, with many abhorring the democratic revolutions instigated. But we argue in this handbook that rather than viewing ICTs through that narrow, if selfish, angle, the Ugandan government should continue to embrace them. We have gone at great lengths to show just how involvement in e-government initiatives can trigger improved statesociety relations. This handbook sets out to show the resonance of ICTs by focusing on the technology and infrastructure just as much as the use of these enhancers and drivers of growth. In doing so, we inadvertently prove that ICTs fit well into the anthropology of Uganda in the sense that they enhance social cohesion just as orality has done for countless years on end. While spoken forms of language used to, and
still continue to accelerate the growth of the public sphere in Uganda, ICTs are now gradually taking that mantle. ICTs are buttressing the participatory skills of Ugandans from all walks of life. Social networks are giving a voice to many hitherto voiceless people, whilst mobile money has birthed a seamless integration of yawning distances. Elsewhere, mobile applications for Monitoring and Evaluation (M&E) are revolutionizing the way we take stock of projects. Geo-referenced data is vastly reducing statistical errors in respective bodies of work. This rapid collection and aggregation of data has portended well for many players across the value chain. Red tape has become a relic of the non-digitized past. We now have a healthy proliferation of Community Knowledge Workers (CKWs) who compare notes about market price information and other such helpful data on input supplier directories such as Google Trader that they access on their java-enabled phones. ICTs are thereby guaranteeing food security by helping concretize M&E processes. Such is the transcendence of ICTs that we cannot do without them.
Editorial
PUBLISHER Independent Publication Ltd DIRECTORS Andrew M. Mwenda Bob Kasango PROJECT MANAGER Richard Mwima EDITORS Hussein Bogere Robert Madoi CONTRIBUTORS Julius Businge Billy Rwothungeyo Jeff Mbanga SALES & MARKETING Anthony Othieno Clovis Kaahwa Esther Komuntale Emmanuel Etiang Hillary Kiirya Innocent Negohe Peter Kusiima Sam Norman Mugume Willy Ojik CREATIVE Peter Mugeni Ronny Kahuma PHOTOGRAPHER Jimmy Siya FINANCE Charles Kankya
PUBLISHER Independent Publications Limited, Plot 82/84, Kanjokya Street, P. O. Box 3304, Kampala, Uganda Tel: +256-312-637-391/ 2/ 3/ 4 Fax: +256-312-637-396 E-mail: info@independent.co.ug, Website: www.independent.co.ug
DISCLAIMER
The publisher has used its best efforts in collecting, analysing and preparing data, information and different material for this unique publication. Due to the dynamic nature and fast development of Uganda’s Information, communication and Technology sector, the publisher cannot warrant that all information herein is complete and accurate.
TheEditor
ICTs: Making sense of Uganda’s next frontier
Information and Communication Technologies, like a coin, have two sides. Those who choose to view the glass as being half-empty prefer that these technologies widely known by their ICTs acronym have spawned a narcissistic army of people whose ‘me, myself and I’ vanity threatens the niceties of collectivism. on the other hand, those who view the glass as half full, contend that ICTs are the best thing that has ever happened this side of the year since sliced bread. They point to the groundbreaking manner in which ICTs, through the spheres of medicine, education, politics, and even romance, to mention but four, have supported streaks of mobility and expressiveness that have changed Uganda’s landscape downside up. Half empty or half full, there is no running away from the fact that ICTs have made an indelible mark on our lives. They have in every sense become a super-extension of each single one of us, improving our problem solving and socialising endeavours. Distances have been bridged so much so that e-commerce is thriving in the manner crops do during rainy Bountiful harvests, such as the Shs 7.2 trillion mobile money transseasons. Bountiful harvests, such as actions gleaned in the 2011/12 the Shs 7.2 trillion mobile money transFinancial Year, have continually actions made in the 2011/12 Financial Year, have continually stood ICTs in stood ICTs in good stead. Clearly, good stead. Clearly, they cannot be disthey cannot be dismissed as being missed as being inconsequential. inconsequential. ICTs may have heightened our selfabsorption, with many of us literally encumbering our social network accounts with trivial ‘me, myself and I’ information (I baked a cake, I graduated, et cetera). But just as Instagram, Facebook and Twitter can be used to relay our pictures that give great aesthetic pleasure; the platforms could just as well be used to expose a cop soliciting a bribe or government functionary misusing a government car. ICTs are creating a smart grid as well as smart systems [with tele-cardiology, tele-radiology and tele-pathology] in our hospitals. They are positioning themselves as some kind of guarantor of service delivery in a country battered by ghastly tales of mismanagement and corruption. We enjoyed putting together this ICT handbook, and our wish is that it will pull back the curtain on a frontier that can only make our country a much better place to live in. That, we believe, calls for lifting our half full glass and making a toast. To ICTs, everyone!
Hussein Bogere Editor
7
8
9
Introduction
ICT & Mobile Telephony in Uganda: before and after adoption By Andrew Gidoi
F
or people interested in technology, we are definitely living in interesting times. In the recent years Uganda has made significant strides in the ICT and Telecommunication sectors, that we can argue, are beginning to change the lives of Ugandans. Who remembers the not so distant past when the only significant means of communication was to write a letter, send it through the post and expect the letter to reach your relative in Kampala in two weeks. How about sending an overseas letter? It would take a month or more before you would receive it. With new innovations like mobile money people send and receive money without unnecessary delay. The access to the Internet, sending emails, having access to Facebook and Twitter are now no longer a luxury but a necessity. Since the developments have been many of the years, it shall be best that we give you a compact & easy to read chronology covering the period around Independence in October up to the present day. Evolution of ICT & Telecommunications in Uganda from Independence to date-
1960’s
■■ Computers non-existent ■■ Telephony-primitive- through a switchboard. Call the operator and then get connected to where you want to call. ■■ Telex/Telegram
10
■■ Hand Written letters delivered through Post Office ■■ Documents sent by courier through post
1970’s
■■ Punch-card Analogue Computers used for payroll and keeping key data ■■ Telephony-switchboards get more sophisticated and analogue telephone exchanges now switch calls between customers with telephone numbers ■■ Hand written letters & documents delivered through Post Office & Courier
1980’s
■■ Mainframe Computers for Payrolls and keeping Key data on Magnetic Tape ■■ Telephony-switchboards get more sophisticated and analogue telephone exchanges now switch calls between customers with telephone numbers ■■ Hand written letters & documents delivered through Post Office & Courier ■■ Beginning of proliferation of Software packages for the Personal Computer- Word processor, Spread sheet, Database, etc. ■■ Arrival of the Internet & Email
1990 - 1995
■■ Arrival of the Digital Telephone Exchange, giving Fixed Line customers features like Call Line Identity (CLI), Call Forwarding, Tele-conferencing ■■ Arrival of the Personal Computer, Digital, IBM Compatible with Floppy Disks (5 1/4) ■■ Beginning of proliferation of Software packages for the Personal Computer- Word processor, Spread sheet, Database, etc. ■■ Arrival of the Ethernet Computer Local Area Network and Computer Servers ■■ Arrival of the Wide Area Network to enable secure data communication and transaction been geographically dispersed locations, for example computers in a Bank branch in
Introduction
Jinja communicating with computers at the Bank Head Office in Kampala
1996- 1999
■■ Liberalization of the Telecommunications Sector ■■ Creation of Uganda Communications Commission (UCC) ■■ Mobile Phone Revolution begins- Voice, Short Message Service ■■ Arrival of GSM Mobile Cellular Communications by Celtel ■■ Game-changing arrival of affordable GSM Mobile Cellular Communications by MTN
2000-2005
■■ National ICT Policy launched in 2003 ■■ Creation of the Ministry of ICT ■■ Mobile Phone Data Revolution beginsGPRS, EDGE ■■ Emergence of SMS applications- Ringtones, Games, etc ■■ Proliferation of Consolidated Computer Storage to provide more reliable access to stored files and databases in large organizations
2006-2013
■■ Arrival of Submarine Optic Fibre Cable to Mombasa and Inland over Buried Cable or Electric Power Pylons- leading to greatly reduced Internet Bandwidth Prices ■■ Creation of the National IT Authority (NITA-U) ■■ Building of the National Optic Fibre Backbone to District Headquarters ■■ Mobile Phone Revolution evolves- emergence of Data (3G, 4G, LTE) ■■ Emergence of Mobile Financial ServicesChecking Bank Balances, Paying for Utilities, Transferring Money ■■ Emergence of Mobile Money- sending money from one individual to another ■■ Arrival/Proliferation of Smartphones/ Tablets ■■ Facebook/Twitter Phenomenon ■■ E-Tax by Uganda Revenue Authority In 2014 and beyond, we shall see the rise to significance of the following areas, which have already evolved in the first world countries: ■■ Distance Learning ■■ Tele-conferencing ■■ True E-Government (Inter-Government, Government to Citizen)
■■ Hosted Services/Cloud Computing ■■ IPTV/Multimedia Services ■■ Opportunities for automation in Military/ Police/Government ■■ National Health Database ■■ National Identity Database
Catalysts of this Evolution or Change The acceleration of activity from the 1990’s to the present day has greatly due to: ■■ Forces of globalization where we are forced to join the wave or we would be left behind, ■■ Government policies in place support liberalization and setting up of regulatory institutions like Ministry of ICT, UCC, NITA ■■ Effects of competition among players in the sector, with each player fighting to be ahead of the others (competitive prices, wide variety of products) ■■ Changing needs, habits, aspirations and purchasing power of Individuals, Organizational Clients ■■ General Impact on Individuals/Impact on Government/Impact on Country ■■ Timely and Less Costly Human Interaction ■■ Efficient, Faster Processes & Transactions in Business ■■ Faster Access to Information Relevant to Government Actions ■■ Economic Impact ■■ Employment of Ugandans ■■ Resellers/Distributors ■■ Mobile Money Agents ■■ Service Providers are Significant Tax Payers to Uganda Revenue Authority
What still needs to be done There is need for Government, the Private Sector and ICT& Telecom professionals to constantly create the enabling environment provide the customer education and relevant applications so that the public can use them more and more in their day to day activities. There is need for continuous strategic investment by Government & the Private Sector to constantly grow, modernize and innovate to develop the sectors and the country and keep pace with our neighbouring countries and international partners. The author is a Specialist at ICT & Telecommunications andrew.gidoi@gmail.com
11
Introduction
Spurring innovations: is our eco-system up to the task? By Michael Niytigegeka
I
n the recent past our media has been awash with stories about innovations by Ugandans. That excites many and yes presents a ray of hope for the future that Ugandans have thrown out the box, taking on challenges and identifying solutions. This is very important for economic progress. The key question is; do we have a sustained structure to spur innovations in a sustained way? A few issues to ponder upon.
Universities as Innovation Hubs? A lot has been said about our education system but largely from quality perspective. But does our education system spur and recognize innovation? The answer is no! Most of our universities in the region operate the ivory tower mentality with limited interaction with the industry or communities within which they exist. Even where students have excelled in the different challenges representing the universities at these challenges, these students receive no recognition and will be reprimanded if they do not comply with the traditional education requirements. Our universities are “Silo” structured,
12
Inter-disciplinary learning hardly exists, if at all. The grooming stages are dotted with a process that is structured to produce a straight product for single use. Most of the innovations that are award winning have had a strong inter-disciplinary component. Take for example the “Win-Senga” a maternal health application that is intended to save mothers using mobile devices. Conceived and developed by IT students but mentored by medical doctors. They have had a number of hurdles to overcome the system that is not wired to support innovations. Their final transcript will never have a mention of their application and effort.
Pass on a skill you have not practiced On the other hand we could be expecting too much from this system. Most of the lecturers/teachers in our institutions have limited exposure of the industry they are training. For example how can one teach business applications programming or networking without ever attempting to develop an application and deploy it or set up a network? Professors of universities in the developed world have a rich industry experience and thus teach from a reality perspective as opposed to a text book mentality. We ought to allow more industry-academia linkages by encouraging more practicing professional to get involved in the delivery of programmes. When Universities interface with Industry the results that emerge are extra-ordinary. We are not wired to identify talent Every year students work on project
The College of Computing and Information Sciences, Makerere University Kampala.
some of which are really phenomenal, with commercial potential. The unfortunate bit is that all these projects will in most cases end up in boxes and somewhere in a store, never to resurface. Universities lack supporting structures to follow through these potentially viable solutions. Research in Motion was born at the University of Waterloo in Canada and its current headquarters sit right outside the University of Waterloo campus. The Return on Investment (RoI) for the University of Waterloo has been incredible. The number of research grants that the university has received from Research in Motion in is Millions of Dollars. It is serious business to support innovations. Need to re-configure our spacesThere is need to establish multi-disciplinary coworking spaces in Higher Education Institutions in order to nurture collaborations. Such facilities ought to be appropriately designed and furnished to ensure emergence of noble ideas. The Design Factory out of the Aalto University in Finland is one such co-working space that equips students with Design and Business Devel-
Introduction
spurred by cross-pollination of ideas and not silo based thinking. Even businesses these days are looking for integrated systems as opposed to silo-based systems. Our education system should develop and support ability to identify and solve societal problems. These unfortunately present themselves in mixed format and require multi-stakeholder approach to solve them. We cannot afford to continue pretending that professions can exist in isolation. Co-existence is the greatest form of human nature. This ought to be appreciated even in our training and grooming.
Can we talk about an Innovations Eco-System?
opment Skills. In Uganda what we have seen is the emergence of Technology Hubs that are in their nascent stages trying to identify their critical niches. These are paid for co-working spaces that are largely occupied by tech-preneurs. They are run on a NGO-cum business models. This in itself creates a number of challenges to those that operate in these spaces. These spaces are generators of ideas that are translated into practical solutions. It is therefore important and rather urgent that our universities invest resources in re-aligning their structures and offering. We ought to encourage and support inter-disciplinary training across spectrum. World over innovations are
To develop an innovation eco-system requires a complete overhaul in our approach to learning. We need to facilitate learning and not teach. We ought to enable greatness for at least the individual to detect that they are good and support them to achieve it minimal distractions. It is an inter-play of so many variables that are at play at the same time. The info-graphic (image) clearly presents what is at play. The least we can do is to provide the environment that will enable the inter-play of these variables. Ensuring that this inter-play is productive requires that we have in place appropriate structures both industry like innovation hubs and academia. There a number of innovation hubs in Kampala and majority are resident within institutions. Three open hubs i.e. Hive Colab Uganda, Outbox and Mara Launch Pad have constraints that limit their ability to provide the desired environment to enable the inter-play of the
variables. Whereas they are providing the basic infrastructure like space, connectivity and networking opportunities, the structures are still lacking to support the provision of a complete suite of an innovations eco-system. Government, Private Sector, Academia and Civil Society all must have an interest in building a sustainable innovation ecosystem. That way there will be assurance of sustainability. Unless innovations solve societal problems, their value and recognition becomes a major challenge.
Innovation Challenges/ Awards a good shot in the arm but‌ In a bid to spur the innovations environment in this part of the world there has been an influx of challenges calling on young brains to participate and win (all sorts of prizes). I regard this partly as Community Social Responsibility and where as there is need to appreciate the effort, it is also imperative to recognize the fact that these challenges are just but a shot in the arm. These challenges ought to be established within a structured eco-system. Innovators are not necessarily driven by rewards but ability to see the innovation in action. The pre and post challenge are as important as the challenge itself. However most funders of the challenges are largely interested in the event and what happens after the event is not critical. The presence of an eco-system would be in position to complete to provide an end to end structure.
Michael Niyitegeka is a Consultant with CEMM Group (www.cemmgroup. com) Michael.niyitegeka@cemmgroup.com
13
Interview
Hon. Ruhakana Rugunda Outgoing ICT Minister 14
‘ICT is a great enabler for Uganda’ Outgoing ICT Minister HON RUHAKANA RUGUNDA told THE INDEPENDENT about how the goldmine that is information and communication technologies foster growth and development. How would you best describe the Information and Communication Technologies sector in Uganda today? Well, the ICT [information and Communication Technologies] sector comprises traditional sub-sectors of Telecommunication, Broadcasting, Postal, Information Technology and Information Management Services. Administratively the Ministry has the mandate of developing policies, laws and regulations to guide the sector. On the one hand you have Uganda Communications Commission (UCC) which is the regulator for telecommunication, postal, and broadcasting services. On the other hand you have NITA-U, which oversees the Information Technology sub-sector as well as spearheads the roll-out of e-government services countrywide. [NITA-U] also oversees the business process outsourcing intervention as well as the e-government and National Backbone infrastructure. That sounds impressively rock-solid, but is Uganda’s economy benefiting in a tangible manner from this growing ICT sector that you describe? Oh yes, we have an efficient and affordable voice communication both locally and internationally. Coupled with that is the affordable and high speed Internet that has provided a fertile breeding ground for reliable and secure data communications for e-bank-
ing and mobile money transactions. We also have reliable and secure egovernment transactions as well as ebased transactions like the Information Management Services, Supervisory Control and Data Acquisition, etc. Add to that the viable source of revenue for government through taxation that the sector provides and you can appreciate its relevance across the board. The ICT sector plans and facilitates other sectors with ICT tools to simplify and modernize their day-to-day activities. We talk of, for instance, e-education and e-health where ICTs are deployed to modernize the respective sectors. But the sector contributes only five percent to Uganda’s GDP. Do you envisage the sector’s contribution in the next 5-10 years making a doubledigit contribution to GDP? Well, with the new proposed ICT strategies which include, digital migration in broadcasting sub-sector and the freeing of the spectrum for mobile broadband; increased usage of innovations like mobile money; enhanced e-government services; removal of taxation on handsets leading to wider penetration of the access tools, to mention but a few, we expect the contribution to GDP grow to a range of 1520 percent. You keep talking about e-government services, have any positives bounced
off from these services? Yes, e-government broadband infrastructure has been rolled out, connecting Ministries and Agencies. A strategy has also been developed to rollout services using this infrastructure to citizens and the business community. In addition, the e-government master plan, which outlines the critical interventions that we have to address in the next three years or so, was developed. It underpins rationalization of e-government services to avoid duplication and wastage of resources. But even as we look ahead, there are already a number of e-government services on the local scene such as Integrated Finance management Services system under Ministry of Finance, Integrated payroll system under Ministry of Public Service, e-tax under URA, e-payment of utility bills, e-banking, and so on and so forth. We are going to support rollout of more services, and consolidate existing ones to ensure that we usher in efficiency and effectiveness in service delivery. So, how would you rate Uganda’s performance in the sector in comparison with the other East African states? In all honesty, Uganda is the most liberalized country in terms of the ICT sector. UCC was rated as the best regulator on the continent in 2011. Young Ugandans are also winning awards such as Microsoft Innovation awards.
15
Interview In as much as Kenya has ICT villages, Uganda was the first country in the region to set up and implement a Rural Communications Development Fund. Under this Fund, Internet Access points of presence have been set up in all districts of the country. Computer labs have been set up in all government secondary schools, district web portals have been set up, among others. How are you helping the private sector to invest and serve in the sector profitably? By putting in place enabling laws and regulations, and proper management of scarce resources such as spectrum, numbers, et cetera. Still sticking with the private sector, what specific opportunities has liberalization contributed to the growth of the ICTs over the years? Liberalization has led to a drastic increase in tele-density. It has also lowered tariffs, improved quality of service and increased national coverage of ICT services. Analysts, however, say the uptake of developments in the sector is slow among the population. Why is this so? A host of things have led to this such
as taxation on handsets and the low level of awareness. We need to sensitize and train people from all walks of life and at all levels.
national power grid, theft and vandalism of ICT infrastructure, unplanned usage of Road Reserves that leads to cutting and destruction of ICT infrastructure.
How is Uganda’s regulatory framework supporting the growth of the sector? The government’s contribution cannot be overlooked. It has tirelessly worked to grow the sector by propping the implementation of enabling laws and regulations as well as properly managing scarce resources.
What specific measures do you have in place to overcome these challenges? We are coordinating with ministries of Energy, Security, Water as well as Works and Transport to surmount these problems. We have also involved of other key stakeholders, especially the telecom companies and other private sector actors, as we bid to continue growing the sector.
Critics say using ICTs effectively to foster social inclusion and economic growth is a major challenge facing policymakers the world over. How problematic is this to Uganda? Well, in truth it is problematic but we are using everything within our ambit to subdue it. For instance, there is urgency to not just increase awareness but also accelerate training at all levels. We are also propping the provision of ICTs in rural areas through the Rural Communications Development Fund (RCDF). What other challenges is the sector facing? Limited funding, limited coverage of
What’s your last word? The ICT sector is one of the key pillars for social and economic development of a country and I am glad that government and many Ugandans have started to recognize it. It is also a key enabler of other sectors to catalyze rapid social and economic transformation. Government is putting in place the necessary policy legal and infrastructural framework. Government calls on all stakeholders to take advantage of the conducive environment in the country in order to accelerate development.
Laying of fibre-optic cables.
16
Internet
The Internet evolution in Uganda My first introduction with computers and internet was when I joined secondary school in 2002. Computer classes were characterized with a lot of chaos at the door of the computer lab with the whole class struggling to get the best machine although in the end you would have about five girls sharing a machine. It would take about 20 minutes to load Yahoo!’s homepage. The person lucky enough to be surfing would be the envy of those bystanders impatiently waiting their turns before the class ended in two hours. Today, internet is everywhere like it has always been a part of us. It is hard to imagine a life without it. By Sandra Nakirijja-Miti
I
nternet is a part of computer networking, a branch of the telecommunication industry. Telecommunication is the transmission of electrical signals over a medium for the purpose of communication. Modern telecommunication relies on the use of electromagnetic waves, known as radio waves, to carry signals betweentransmitters and receivers. A variety of telecommunication networks exist in Uganda – computer networks, telephony, radio communication, broadcasting, radar systems, satellite communication, and other applications. These systems are part of our day-to-day activities, simplifying the lives of Ugandans. All these systems have evolved with time. The internet today is a combination of computer networks and telephony. Early telephone exchange involved a manual switchboard to route landline calls. This system involved a human operator that would connect a call by plugging into a jack on the switchboard to complete the circuit between subscribers. Human operators have been replaced by automatic exchanges today to handle the large amount of traffic. In this service, a switch routes calls from one telephone to another in a public switched network (PSTN). A PSTN is the global collection of all circuit switched networks like telephone lines, fiber links, microwave transmission and satellite links. The PSTN therefore is a platform for the internet’s infrastructure since there are so many circuits being shared among many users. With time, landlines were replaced by mobile phones. The first mobile phone company in Uganda was Celtel in 1995 whereas the first internet service provider was In-
18
Internet
fomail in 1998. Subscribers were very limited due to the high cost of mobile phones and their maintenance. Mobile phones also had limited functionality. Back then, owning a “block� phone was very prestigious. I remember the day my mother bought her first cell phone. My siblings and I watched with awe as she pressed the sleek buttons to make a call. Internet was also a luxury limited to a few offices. Fixed internet connections from the ISP were via Digital Subscriber line (DSL), a system where digital data is transmitted together with voice over the wires of local telephone lines to a client’s premise. The cables are terminated in a DSL modem that converts the signal into the required form before it is distributed to the wall outlets. A user then connects by plugging the phone cable in the wall socket.Such connections were very slow and allowed limited number of users. ISPs also provided satellite communication to connect to the web. Satellite connections were very expensive and provided slow speeds. As time progressed, more telecoms company joined the Ugandan market. MTN started its operations in 1998 with
greatly reduced tariffs and this changed the entire industry. Growth became exponential, growing by leaps and bounds as mobile phones became readily available and affordable in the entire country. The use of computers also grew worldwide with the introduction of Microsoft personal computers that were somewhat affordable and user friendly. More internet providers joined the Ugandan industry allowing for competitive pricing, enabling more Ugandans to get access to the internet. New technologies also emerged to counter the growing usage. Technologies such as wireless emerged. Wireless involves the use of antennas to transmit microwave signals. These signals carry more bandwidth, use cheaper equipment, are easy to maintain and can travel significant distances. Wimax and Wi-Fi systems have now replaced DSL in connecting client premises to ISPs. The internet backbone has also evolved from Satellite to Fiber Optic network. Fiber networks consist of glass fibers transmitting light pulsesat high transmission speeds (speed of light) with low attenuation. This makes them suitable for long distance communication at high bandwidths. The international Fiber optic submarine cables across the Indian Ocean bring broadband internet to the East African coastline. Major telecom companies in Uganda have installed regional fiber up to Kenya for connection to this international fiber. More and more companies and individuals are adopting fiber connections as last mile connectivity for guaranteed speeds and availability. Newer technologies to boost internet on mobile phones have also emerged. First was GPRS aka 2G enabled phones, then data rates increased to produce Edge aka 2.75G, to UMTS/WCDMA aka 3G, to HSPA aka 3.5G, and the latest LTE aka 4G. Majority of Ugandans now access fast internet using their mobile phones or with mobile wireless modems enabled with these technologies. Remote areas are also not left out, with companies employing methods like VSATs and DSL for connectivity. Currently, the telecoms market is very competitive with companies like Airtel, UTL, Warid (has since merged with Airtel), Orange, and Foris offering both fixed and mobile internet services whereas companies like Infocom, Broadband, IwayAfrica, Roke, Afsat, Smile, Tangerine, and Datanet offering broadband internet access. These various companies have boosted employment in Uganda with hundreds of thousands of people employed. Ugandans are now closer to the world thanks to the web, email, private networks between offices, conference calls, skype calls, live streaming, social networks, et cetera. All of these allow us to stay in touch with friends and meet new people, research, advertise our businesses, guarantee employment opportunities, and so much more. New skills have also been learnt with many young adults taking up mobile applications development. Some, in fact, have gone on to win international awards. It is a much better landscape out there! The author is a Backbone Network Implementation Technician at Infocom Ltd
19
Godfrey Mutabazi Executive Director, UCC
Uganda Communications Commission
Mutabazi backs enactment of Uganda Communications Act, 2013 The Uganda Communications Commission (UCC) is the regulatory body of the communications sector in Uganda established in 1998 to facilitate and enable the development of a modern communications sector and infrastructure in Uganda. The Commission’s Executive Director, Godfrey Mutabazi told The Independent that the enactment of the Uganda Communications Act, 2013 is a positive development for the sector. What is your description of UCC’s work since its inception years back? The Uganda Communications Commission which was established in 1998 laid a very sound foundation for the development and growth of the communication sector in Uganda. The regulatory framework set up then has been the corner stone for the admirable progress registered. Following the enactment of the Uganda Communications Act, 2013, UCC is now as a merged regulator of broadcast, telecommunication and film industry. The Communication under its new mandate has continued to provide regulatory oversight in a profession manner and create the confidence. What is your assessment of the communications industry in Uganda at the moment? The sector is very sound and is expected to grow over time. Uganda boasts of the most vibrant communications market with five major cellular providers that include global brands like MTN, Orange and Airtel. It boasts of a penetration of more than 50% with an approximately 17 million subscriptions. More than 70% of Ugandans are within reach of a network signal. The in-
dustry has a growing turnover with an estimated Shs. 2 trillion posted in 2012. On the broadcast side, we are well positioned to meet global Analogue to Digital Migration switch over deadline of 2015. Implementation will be in a phased approach beginning with the greater Kampala area. In the courier segment, we have global brands like DHL, FedEx, UPS and more recently Aramex. Recently, we saw an acquisition in the telecom industry where Airtel Uganda acquired Warid. What signal does such a development send to the telecom market? This is not the first acquisition. This has happened in other markets and we believe it is healthy for the industry. We should see Airtel consolidating the gains of Warid in distribution foot print as well as innovative product development. The consolidation should result into more investment in the sector as well as increased competition in markets like voice and mobile money to the benefit of the consumer. How do you compare the growth rates for the communications industry in Uganda to that of other countries in
the EAC and the African region in general? In terms of attraction of Foreign Direct Investment to the markets, I can say that our foresightedness in adopting an open licensing regime fostered the entry of the global brands mentioned earlier as well as propelled the investment in cellular technologies. This was backed by a liberal spectrum management regime. Uganda has been one of the first economies in the region to launch LTE services at a large commercial scale. In terms of product development, I can confidently say that we stand shoulder to shoulder with any market in Africa. Higher subscription figures in Tanzania and Kenya may be attributed to differences in demographics. Otherwise I can say we are at par with the region. How do you rate the sector’s contribution to the country’s economic growth? Over the years the communications sector has made substantial contribution to the national economy. Currently the ICT sector contributes 15% to the GDP. In terms of employment, the sector employs approximately 1.5million people. In terms of
21
Uganda Communications Commission
value addition to the economy, the sector contributed Shs 1.739 billion accounting to 10% of total value added in the economy. Where do you see the industry in the near future? In the short and medium term, I foresee increased investment in fixed and mobile broadband services beyond the current coverage which is largely limited to the greater Kampala area. We should see faster broadband deployments by the service providers in response to the high demand for broadband service in the market. In the voice market we should see improved quality of services and competitive pricing based on our belief that consumers are more price and quality sensitive. UCC shall continue with its consumer empowerment initia-
22
tives to empower the consumers to demand for quality fairly priced services. In the broadcast segment, we expect to complete the analogue to digital migration switchover by end of July 2013 for greater Kampala area and the rest of the country before 2015. In terms of content development we should see a vibrant local production market following the issuance of local content quotas for free to air broadcast. We believe this new demand for content should jumpstart the industry. Under the Rural Communication Development Fund (RCDF) programme, we should see increased connectivity to schools and hospitals. We should complete the establishment of ICT laboratories in all government secondary schools within the next one year. Moving forward, we intend to provide
advanced telemedicine applications to hospitals and Health centre IV. Generally, what’s your assessment of the ICT usage by Ugandans? People say it is slow. Well, that is a very subjective assessment. But globally ICT service uptake varies with demographics, income, literacy, affordability and content relevance. It is the latter two areas that the UCC continues to address. How is the broadcasting subsector performing generally? This sector is very vibrant. The coverage of radio broadcast is almost 100% with nearly every district in Uganda having at the minimum one radio station. With the introduction of digital terrestri-
What major challenges does the Commission face while undertaking its duties? Operationally we had been constrained by an inadequate legal instrument (Uganda Communications Act 1997) that had been over taken by industry developments. A new law known as the Uganda Communications Act No.1 2013 is in force. We have also initiated the process of reviewing the Regulations made under the previous law. This should hold us in good stead in meeting our regulatory mandate. Additionally, we regulate one of the more dynamic sectors that demands continually develop staff competences if we are to make relevant and effective contribution to the sector. How about the challenges facing the industry in general? The industry faces competition for capital with other sectors domestically as well as other markets. There are other challenges like acts of vandalism of communication infrastructure which in turn affects the integrity of the telecommunication network. The lack of grid power in some areas of the country makes the provision of services expensive.
al TV broadcasting, the coverage, quality and programme will be greatly improved. What benefits does licensing many TV and radio stations have for the country? The liberal broadcasting regime is in fulfilment of the government commitment to media freedom. The different radios and TVs are in a way a reflection of the various social, economic and cultural groupings in our country. We believe each of these groupings has a right to a media platform. How is the industry fairing with volatilities in the macroeconomic environment i.e. high inflationary pressures, high interest rates and a volatile exchange rate? Like any other sector, the communica-
tions sector is not immune to macroeconomic volatilities. Specifically, the sector is heavily dependent on fuel price and electricity price changes given the energy dependent nature of the industry. This we are trying to address by encouraging alternative power solutions like solar and wind energy. A lot of research is being placed on assessing alternative energy solutions to limit our exposure to energy price fluctuations. Interest rate fluctuations hit us most in dollar denominated finance as well as international roaming and interconnect settlements. The market is gradually moving towards local currency finance from local banks. On the interconnect rate exposure, all local interconnect is no longer United States Dollar denominated.
So how should the country deal with these challenges? An effective regulatory regime should position us well in attracting finance to the industry. Regulatory fairness and stability should see the country attract FDI. We have continuously engaged and lobbied the relevant organs of government to prioritise the need for provision of grid power to all parts of the country. As for vandalism, the new law creates more punitive sanctions which should deter people from such acts of vandalism. Going forward, where do you see UCC in the future? UCC will continue to play its regulatory oversight in the communication sector to provide steadfast regulatory stability. I believe UCC will remain a key player in transforming Uganda into a digital society.
23
Uganda Communications Commission
Taking ICTs to
rural areas
Rural Communications Development Fund (RCDF)
U
UCC acquired a digital logger system for monitoring on- air television and radio programs to assist the Commission’s content monitoring function.
Portal support, where
Code of Practice for Broadcasting
Quality of Service (QoS)
The Code of practice/conduct for broadcasting was developed based on the Commission’s mandate provided in the Electronic Media Act Cap 104. The code aims at protection of consumers and also serves as an operational framework for broadcasters.
■■ Completed expansion of 44 post office sites, 90 GSM sites, and 78 web portals and carried out four community user training sessions.
The name and shame policy is the UCC strategy that aims
24
to facilitate consumers to make informed choices through the publication of comparative assessment of telecom network quality of service performance. Comparative QoS publications collection methodologies, penalties among others.
CC is still committed to ensuring equity and universal access of ICTs through the implementation of its RCDF projects. The following was undertaken during the review period: ■■ School ICT integration, where 505 school ICT laboratories were completed ■■ 4,107 public pay phones were installed ■■ Installation of 103 telemedicine ICT were completed with 53 district health data points created.
Radio and Television Content Monitoring
Uganda Communications Commission
A customer provides his detailes for sim card registration.
UCC in better shape to continue regulating Uganda’s communications industry The Uganda Communications Commission (UCC) was established by the Uganda Communications Act as a government agency to serve as a regulator for the communications industry in Uganda. Among the responsibilities of the Commission are licensing, regulation, infrastructure development and attention to rural communication service.
U
CC officials say a very strong and efficient regulatory environment exercised over the years has made it easy for the public including businesses to communicate, exchange information something that has improved on the peoples’ welfare and business growth. In addition, a lot of taxes have been contributed by the sector to the government on top of creating employment opportunities for the people.
The communications industry involves telephony, radio and television stations, internet, and postal service among others.
Mission Effectively regulate the communications sector in order to facilitate growth of communications services for sustainable development.
25
Uganda Communications Commission
Vision A Uganda in which development is facilitated through universal access to communications services largely delivered through the private sector
Values As a regulator of communications sector, the Commission upholds the following values:
Customer focus We are committed to a proactive approach to customer needs in a responsible, accountable and efficient manner.
Fixed & Mobile Subscriptions & Penetration, 2011/12 In the year 2011/2012, there were only 0.8 million new subscribers registered compared to 4.37 million new subscribers recorded during 2010/2011. Possible reasons for the slowdown in uptake included the introduction of SIM card registration exercise in the second half of the financial year and a probable saturation of the voice market, coupled with a decline in demand for Fixed & Mobile Subscriptions & Penetration multiple Sim card/ phones as tariffs for on-net and off net calls Fixed & Mobile converge. Subscriptions & Penetration, 2011/12
18,000,000
45.6
46.5
Corporate social responsibility We understand that we are part of a community. We therefore value our active participation in community initiatives.
Professionalism We take pride in serving our customers in a professional manner.
50 45
16,000,000
40
14,000,000
31.6
12,000,000
33.5
35 30
10,000,000
25
21.2
8,000,000 6,000,000
20
13.2
15 10
4,000,000
5
2,000,000
0
2006/07
2007/08
2008/09
2009/10
2010/11
2011/12
Fixed and Mobile Subscriptions 3,729,645
6,301,590
9,678,799
10,641,110
15,019,129
15,866,978
21.2
31.6
33.5
45.6
46.5
Teledensity 13.2
Teamwork We understand that mutual trust and teamwork among staff creates a progressive working environment. We therefore believe in teamwork and shared responsibility of all employees.
Annual Post, Broadcasting and Telecommunications Market Review 2011/2012 Annual Post, Broadcasting and Telecommunications Market Review 2011/2012
33
Integrity We understand this industry demands the highest level of integrity and honesty. Every action we take reflects the highest integrity of our staff.
Environmental awareness We have a responsibility towards a sound environmental management and therefore we are committed to actions that reflect our belief in sustainable development.
Equal opportunities We are an equal opportunity organisation, committed to equity and gender mainstreaming in all our business.
Market analysis In its Annual Post, Broadcasting and Telecommunications Market Review 2011/2012 the Commission says Posts and Telecommunications contribution to GDP dropped in 2011/12 from 3.0% to 1.6%. The decline, according to the Commission, is comparable to other sectors and the economy at large given the weak macro economic performance of the country characterized by high inflation and exchange volatilities. The review says Telecom Service Providers in Uganda recorded the highest tax collection for the government in 2011/12 to the tune of Shs 245 billion collected in form of VAT, Excise and PAYE from the major telecoms. This translated into 23% growth on year tax collections. The Commission says the growth in tax revenues was the result of increased volume of usage for internet and value added services as well as investment in infrastructure.
26
Umesh Rauniyar (L), Senior Marketing Manager Huawei Technologies Ltd demonstrates to State Minister for ICT Nyombi Thembo during the Huawei Showcase of its Latest SMART Mobile Broadband Solution at Serena Hotel.
The sector recorded a total of 16.2 billion minutes in 2011/12 up from 12.6 billion recorded in 2010/11. This 29% annual aggregate growth was based on 45% growth in the on net
Uganda Communications Commission segment and 62% growth in the international outgoing segment.
However, a huge drop of 21% was realised in the off net segment during the FY 2011/12. The excellent performance of the on net and international outgoing traffic segment was on account of international rate revisions and discounted on net promotional offers during the Financial Year.
85 ,0 78 ,3
73
13
,6 04 ,2 04 ,3
36
Annual Traffic Growth
Traffic growth The sector recorded a total of 16.2 billion minutes in 2011/12 up from 12.6 billion recorded in 2010/11. This 29% annual aggregate growth was based on 45% growth in the on net segment and 62% growth in the international outgoing segment. However, a huge drop of 21% was realised in the off-net segment during the FY 2011/12. The excellent performance of the on-net and international outgoing traffic segment was on account of international rate re-
2008/2009
Annual Post, Broadcasting and Telecommunications Market Review 2011/2012 Annual Post, Broadcasting and Telecommunications Market Review 2011/2012
2010/2011
28 0, 1
17 3,
37 5, 1
56
94 ,9 47
2, 3
04 2, 26 1,
2009/2010
3,
82 7,5 70 ,6 68 10 7,2 29 ,8 00
International Outgoing
95 ,46 2, 02 7
14 3
5,4 23 ,
03 3
Off Net
06 5, 21 14 9, 83 7,3 9 28 ,2 46
On Net
1,
Intense competition exists between telecommunication operators in Uganda. A number of pricing plans and promotions have emerged in the market. Despite the above, the operators seem to offer a similar base tariff for their services.
,9 85
Voice Tarrif Movements
6, 50 0,4 67 ,1
42
9, 3
National telephone penetration increased by 1% from 45% from 46%. Important to note is a shift in the telecommunications market in Uganda from predominately voice driven to mobile broadband and value added services such as mobile finance.
2011/2012
41
visions and discounted on-net promotional offers during the Financial Year. The review says there was a 21% growth in on-net SMS volume, 19% growth in off net SMS volume and a 28% growth in international out going SMS volumes. During the FY 2011/12, the five mobile service providers (MTN, Warid, UTL, Orange & Airtel) as well as other mobile wireless operators continued to upgrade and expand their networks
27
Uganda Communications Commission
with advanced 3G & 4G technologies that allow for faster mobile broadband connection speeds. By June 2012, the mobile internet sub sector had posted over 1.5 million.
Infrastructural sharing and ownership The sale, leasing and sharing of infrastructure has become prominent in a bid for operators to improve their top line. MTN entered into an agreement to sell and lease back their towers to TowerCo Uganda Limited, a Joint Venture between MTN and American Tower Corporation (ATC). MTN owns 49% of TowerCo Uganda Limited. Eaton Towers Uganda Limited acquired a PIP license during the review period and took over the site portfolio of Orange Uganda Limited. Warid Telecom in March 2012 reached an agreement to transfer their passive infrastructure (Towers) to Eaton Towers U Ltd.
Product and Service Developments The FY 2011/12 saw the launch of new products and services which included the launch of 3G network by Warid Telecom in March 2012; Orange completed its network upgrade in April 2012. The upgrade enables subscribers to access internet at a speed of up to 21Mbps. MTN upgraded its mobile money market network and in March 2012 announced its global mobile money transfer partnership with Western Union. iWay Africa announced the purchase of the merged Afsat / Africa Online in August 2011.
Mobile Money services The mobile money transfer continued to record positive growth during the period. This service has become a medium of payment and provision of accessible and affordable banking services. At the end of the financial year, the mobile money VAS had registered 5.6million subscribers up from 2.8 million clients registered by Dec 2010. This translated to an increase of 96.6% in the mobile money subscriptions during the period. The number of mobile money transfer subscriptions represents 36.5% of the total mobile subscriptions. This rapid uptake of mobile money services is an indication of the continued demand for convenient time saving services. By June 2012 the mobile money subsector had registered 94.5 million transactions valued at 4,901.1 billion as reported by Bank of Uganda. The growth is attributed to the increase in the mobile money subscribers, increased access points/ coverage and introduction and increased products and service portfolios on MM platform. By July 2011, MTN Uganda had partnered with three companies -Star-Times TV, Multi choice Uganda and National Water & Sewage Corporation- to enable customers pay their bills using MTN’s mobile money platform. In October 2011, Uganda Telecom also entered into a mobile money deal with Multi-Choice to enable customers to pay their TV-subscription fees using M-Sente. In December 2011, Warid telecom also launched its mobile money
Moses Kemibaro, the Regional Manager East Africa Dealfish.com . Dealfish is a growing online classified marketplace (website) operating in Uganda and across Africa.
28
Former Minister for Relief, Disaster Preparedness and Re a set of satellite phone from the Executive Director of UCC the phones to the Ministry to help in emergency relief in
Uganda Communications Commission
platform - Warid-Pesa while Airtel launched its mobile money platform at the end of January 2012. In March 2012, MTN and global money transfer firm Western Union launched a mobile money transfer service that allows MTN customers to send and receive money across borders using their mobile phones.
The e-HMIS, which seeks to integrate ICT into the information management processes of the health sector. And the Tele-medicine, which seeks to integrate ICT into the operations and functioning of the health facilities. The project was expected to be in full operational by end of December 2012.
Mobile Money Regulatory Framework
Analogue- Digital Migration
The novelty and dynamism of mobile money services presents a range of regulatory challenges cutting across the financial and telecommunications sectors. UCC and Bank of Uganda are developing a framework for mobile money services which among others shall define the technical, commercial, consumer arrangements and safety of transaction.
UCC carried out mass awareness campaign for digital migration during the period and the campaign is ongoing. The procurement of the digital broadcasting equipment is under way and expected to be completed in time for the migration.
Interconnection Reference Rates
Post Code Pilot Project
Following the intensive interconnection rate review process which began at the end of 2011, the Commission announced the new reference interconnection rates which became effective on June 1, 2012. Voice Termination: Ug Shs 112 and SMS Termination: Ug Shs 15.
Government of Uganda, through the Ministry of ICT undertook the National Postcode project, following recommendations of a study that was accomplished through collaboration between Uganda Post Limited and the Universal Postal Union. Following this decision UCC decided to support this important undertaking by significantly contributing towards the financing of the Pilot Phase of the project through the Rural Communications Development Fund (RCDF) in its 2009/2010 budget. This is an ongoing project.
Mobile Enabled Services E-Health UCC developed a programme for integration of ICT into the health sector of Uganda. The programme is divided into two broad areas:
fugees the Late Stephen Malinga (R) while receiving Godfrey Mutabazi at their House in Bugolobi. UCC gave Uganda.
Charles Bakkabulindi, State Minister for Sports, switches’ the PearlSporto Channel on Startimes TV during the Startimes and Pearlsporto partnership launch at Startimes head office.
29
Filming in
Uganda
Uganda Communications Commission
Status of the Film Industry in Uganda
T
he film industry in Uganda is in its infancy compared to those of other African countries like Nigeria (Nollywood), Kenya (Riverwood) and generally the Western world. This development is due to a number of factors which include but are not limited to: ■■ Lack of well defined business structure;
■■ Non-adherence to industry best practices; ■■ Poor administration of film and home video copyright provisions; ■■ Lack of clear guidelines on classification and licensing; ■■ Poor management of the distribution and exhibition channels, and: ■■ Weak regulations. These factors are a hindrance to the development of the film industry. Although there seems to be lack professionalism in
the industry, available statistics indicate that the industry has a lot of potential for growth both in terms of creating employment opportunities and as a source of revenue.
The need for regulation Because of the unclear distribution channels of films, unlicensed video distributors and exhibitors are having a field day. There are no clear guidelines on film and home video replication in Uganda, a situation that has strengthened the hands of pirates. There
31
is need to streamline and license the distribution channels and need for coordination based on the fundamental legal instruments of censorship (classification) of contents and licensing of distributors, exhibitors (operators of video/film libraries and cinemas) and their business premises (libraries and theatres) necessary to regulate the film sector of the economy and create structured business outlets within the sector. In order to streamline the nascent industry, UCC came up with a framework with the following objectives; To create viable structures for the film industry that are able to inspire confidence in investors and in players as well as respond confidently to formal economic indicators and incentives A carefully and efficiently administered regime of film distribution and exhibition scheme will set clear structures able to lead the sector to undertake meaningful transactional interface with other established economic sectors of the Ugandan national economy. The licensing framework creates viable structures for the film industry that
are able to inspire confidence in investors and in players as well as respond confidently to formal economic indicators and incentives. Proper structure is the basis of any formal intervention in the sector by government and any other stakeholders.
Attracting funding and investment Funding is critical for the transformation of an informal, unstructured sector such as the Ugandan film and video sectors. Bankable funds and investments tend to avoid sectors that lack structures. Bankable funds come from external investors, financial institutions, international donor agencies and government. What will make the difference therefore in the film sector and generate growing and sustainable interest from funding platforms is for the sector to commit itself to the recommendations of this framework.
Creating quality content The framework will offer an opportu-
nity for the distribution of quality content of film and video works which in turn generates more money, which is an incentive for producers to focus on quality content creations.
Neutralising piracy The framework, when fully and efficiently administered, will act in partnership and collaboration with other relevant instruments of government regulation within the film industry to effectively neutralise piracy. This is because supply source will be closely monitored and accounted for by all stakeholders in the film industry.
Creating employment opportunities This framework has the greatest potentials of significant contribution to the poverty alleviation initiatives of government through the opportunity it offers Ugandans for mass employment as well as opening up multiple investment windows.
32
DISTRIBUTION RIGHTS There are four standard rights which a copyright owner could grant to a licensed distributor: Rental Rights Only: The film/video is permitted for rental purposes only. Distributors are not allowed to sell rental copies which should be clearly marked ‘Rental Copy’. ■■ Sales Rights Only: The films and video works are to be sold at the sales points. Copies for sale are to be clearly marked and separately coded. ■■ Rental and Sales Rights: The films and video works are allowed both sales and rental rights at their respective points. Copies for sale and those for rental are to be differently marked and separately coded. ■■ Comprehensive Rights: These give the distributor an all-inclusive right to sell, hire and broadcast the movie, including internet/online downloads categories of exhibition premises
Global alignment and internal business integration The framework offers the Ugandan film sector an opportunity to globally align itself with international best practices which requires clear and transparent processes, a fundamental requirement in global business integration.
Categories of distributors There shall be three [3] categories of distributors: ■■ National: They are registered and licensed by the Commission to distribute and market films and video works across the whole country. ■■ Regional: They are registered and licensed by the Commission to distribute and market films within specific, recognised and demarcated region of Uganda. ■■ District/Community: They are registered and licensed by the Commission to sell and rent films and video works within specified community locations in Uganda.
Categories of Exhibitors There shall be four (4) categories of Film exhibitors: ■■ National exhibitors; ■■ City Exhibitors – exhibition on city level; ■■ Sub-urban exhibitors – exhibition at sub-urban locations, and; ■■ Community exhibitors – exhibition at the community level.
Categories of exhibition premises There shall be four (4) categories of exhibition premises: ■■ Major Cinemas: - Located in cosmopolitan areas with high level of public infrastructure; ■■ Medium Cinemas – Located in cosmopolitan areas with high level of public infrastructure; ■■ Small Cinema – Located in sub-urban areas with low level of public infrastructure, and; ■■ Viewing Centres – Located in rural communities with poor level of public infrastructure.
REGISTRATION OF EXHIBITORS AND EXHIBITION PREMISES Registration and Licensing Process a) Collection of forms b) Registration [fee] and submission of completed registration forms. c) Documentation process by the Commission. d) Commission publishes successful applicants. e) Payment of licence fees by successful applicants f) Issuance of licences.
DISTRIBUTION/ EXHIBITION a) Submission of approval letter for the classified film or video work. b) Evidence of collection of film classification labels. c) Distribution/Exhibition agreement between the distributor and the copyright owner.
33
Uganda Communications Commission
UCC scales
International heights The Uganda Communications Commission (UCC) received an international award for its outstanding innovation in the use of N-computing technology. N-computing technology is a special technology that enables the sharing of computer hardware by several users while remaining very stable and not requiring technical support as such.
T
he Commission was recognised for its technological innovation by N-computing Inc. The event took place during a conference organised by Ncomputing Technology Inc. in Spain from October 15-16, 2012. The two-day event that took place at the Hotel of Arts in Barcelona was hosted by Europe, Middle East and Africa (EMEA) NComputing UK Limited. It was attended by 40 countries, including Kenya and Uganda. Mr. Henry Bob Lyazi, the Director for the Rural Communications Development Fund (RCDF) at UCC received the award on behalf of UCC. RCDF is a special programme aimed at bringing affordable and accessible communication services, especially to rural underserved areas. Established in 2003, RCDF develops appropriate ICT projects for the underserved and unserved areas. The key intervention areas are to promote e-Health, e-Education, eBusiness and e-Governance. Through this programme, UCC has played a big role in spurring the growth of Information Communication Technology (ICT) in Uganda. It is important to note that the Programme has achieved notable success in Uganda and thus has become a reference point for rural communications in Africa and elsewhere in the developing world.Â
34
Uganda Communications Commission
The Fund is a Universal Service Fund (USF) to communications in Uganda. Other projects implemented by RCDF include; Internet points of presence (POP) - 76, Internet cafes – 106, ICT training centres – 78, Public payphones – 4,099, District web portals – 78, Multi Purpose Community Tele-centres (MCT) – 13, Postal projects – 45, School ICT laboratories – 708, Health ICT facilities – 174, Voice network sites – 90, Content development projects – 106, Local governance projects 2, and Other unique projects – 31. The direct impact realised out of the projects implemented includes; 100% voice coverage at the sub county level, 100% data coverage for every district town of Uganda, teaching of Computer Studies as a subject in at least 50% of government secondary schools and basic ICT equipment in all district government hospitals.
Between 2003 and 2009, the focus of RCDF projects was on ensuring access to ICT services for the underserved areas. Subsequently, the RCDF project focus shifted to ensuring usage of ICT services RCDF was started in the year 2003. The activities of RCDF are guided by the RCDF policy of 2001 which was rolled over for the five year period 2003 to 2007. The RCDF policy programme defined by the Policy for the five year period is as follows; Importantly, UCC has been using the Ncomputing technology to roll out school ICT laboratories throughout the country especially where there is grid power. It is projected that by December 2012, a total of 445 school ICT laboratories as well as 18,962 computer seats will have been created. Uganda was recognised as one of the top four biggest consumers of this type of technology throughout the world. The net impact per school ICT laboratory for this technology includes: ■■ Saving costs by up to 92 percent ■■ Saving space by up to 90 percent ■■ Saving power by up to 90 percent ■■ Saving noise pollution by up to 90 percent Not only does UCC use the technology but also internally adapts and customises such technologies in order to make them more appropriate to the more unique environment of rural areas of Uganda. UCC effectively stretches the technologies beyond the known capabilities by their respective developers. The areas where UCC has produced specific technological innovations include: Shared computers and infrastructure for low energy computers, appropriate technology installations for telemedicine in all hospitals in Uganda. UCC continues to seek even more innovative ways of rolling out and exemplifying technology that is appropriate, affordable and easily manageable in Uganda. This is the second international award for UCC in as many years. During the 7th edition of the Africa Telecom People (ATP) held in Ivory Coast in October 2011, UCC was voted the best regulator of the communications sec-
This is the second international award for UCC in as many years. During the 7th edition of the Africa Telecom People (ATP) held in Ivory Coast in October 2011, UCC was voted the best regulator of the communications sector in East and Southern Africa for “its affirmative action”.
tor in East and Southern Africa for “its affirmative action”. The Commission is very proactive in promoting state-of-the art telecom services in Uganda. One of the Commission’s goals is to continue to upgrade technologies in Uganda’s schools as the country brings its education system to up to world class standards.
35
Supporting
e-Government
Defined broadly, e-government is the use of ICT to promote more efficient and effective government, facilitate more accessible government services, allow greater public access to information, and make government more accountable to citizens.
Vice President Kiwanuka Ssekandi launches NBI.
Importance of e-Government to Uganda ■■ E-government has emerged beyond electronic service delivery and is part of the ongoing reform and transformation of government enabling participatory governance and partnerships to improve efficiency and effectiveness. ■■ E-government is about transforming
36
government to be more citizen-centred. Technology is a tool in this effort. Egovernment successes require changing how government works, how it deals with information, how officials view their jobs and interact with the public. ■■ Achieving e-government success also requires active partnerships between government, citizens and the private
sector. The e-government process needs continuous input and feedback from the “customers”— the public, businesses and officials who use e-government services. Their voices and ideas are essential to making e-government work. E-government, when implemented well, is a participatory process.
NITA-U’s Executive Director Dr James Saaka explains NBI to Vice President Edward Kiwanuka Ssekandi and ICT Minister Ruhakana Rugunda.
The NBI transmission site
Status of e-Government in Uganda
The 7th edition of E-Gov Africa 2013 was in tandem with the mandate of the Ministry of ICT, which is “to create a knowledge-based Uganda through the use of efficient application of ICTs to promote national development and good governance”. To-date, UCC is promoting the use of ICT in the country through a
number of projects supported by UCC and NITA-U.
CTO-Uganda relationship As a member of the Commonwealth, Uganda is automatically a CTO member. UCC represents the country at CTO events. In 2008, Uganda was elected chair of the CTO Council (2008-09). The elections took place during the
48th CTO Council Meeting held in Abuja, Nigeria on October 9-10, 2008. Accordingly, Uganda was at the helm of the new Executive Committee representing both the public and private sectors in ICT. E-Government in Uganda is in the formative stage of development. The key challenges facing the implementation of e-Government in Uganda include creating access, internal efficiency and human resources development. However, with advances in technology improved access needs to be created for Ugandans, particularly in rural areas. UCC is basically addressing this through the Rural Communications Development Fund (RCDF). Government’s current plans include improving public access to government services, through public information terminals in post offices and multi-purpose community centres, and to provide streamlined government services online to present government as a single entity to consumers of its services. The Commission on March 25-27 hosted the 7th edition of E-Gov Africa 2013 at the Commonwealth Speke Resort Munyonyo from under the theme ‘e-Gov Policies, Practices and Innovation: The Road Ahead for Africa’. The
37
Uganda Communications Commission
NITA-U’s Executive Director Dr James Saaka (L) showing Vice President Edward Kiwanuka Ssekandi and the out-going ICT Minister Ruhakana Rugunda a demo of the functionality of NBI.
event was organised by the Ministry of ICT and the UCC, under the auspices of the Commonwealth Telecommunications Organisation (CTO).
What is CTO? CTO is an international development partnership between Commonwealth and non-Commonwealth governments, business and civil society organisations. It provides the international community with effective means to help bridge the digital divide and achieve social and economic development, by delivering to developing countries unique knowledgesharing programmes in the use of ICT in the specific areas of telecommunications, IT, broadcasting and the Internet.
Aim Entering its 7th year, e-Gov Africa is a high level event created by the CTO to assist African stakeholders in identifying ways to improve efficiency, effectiveness and
38
transparency of governance through eenabling. The Forum was acknowledged by all parties, including NEPAD and ITU, as the foremost platform in Sub-Saharan Africa for sharing knowledge and best practices.
Focus The three-day conference was designed to offer solutions, models and innovative ideas on how to ensure the best return on any present or future e-Governance programme. It focused on issues such as: structuring and funding e-government programmes; appropriate practice in egovernment; enabling technologies; open data; m-government, and ways and means of reaching the last citizen.
Benefits: The forum provided participants at the e-Gov Africa 2013 a platform to share knowledge and skills, among other benefits.
Delegates At least 200 local and international delegates attended this three-day highlyinteractive forum. These include: Cabinet Ministers and senior government officials from the Commonwealth member states; Policy makers and regulators in the ICT sector from member Commonwealth countries, e-Government implementing agencies, Operators, technology providers and industry players such as ZTE and Nokia; Academia and consultants from across the Commonwealth, as well as from France, Spain, Germany and USA. The National Information Technology Authority-Uganda; e-Government Directorate of Kenya; E-Government Agency of Tanzania; Agence de l’Informatique de l’Etat of Senegal and Digital Economy Department of Gabon, and the Office of the President and Cabinet (Zimbabwe), are some of the agencies and institutions that participate in the meeting.
Uganda Communications Commission
e-Governance in Uganda The rapid development of information communication and technology (ICT) is changing our way of life and creating new business opportunities, bringing about diverse and rapid changes. ICT has been a primer for innovation, and is becoming ubiquitous in many areas of our lives. Today, countries around the world are realizing the need to couple ICT with government administration to deliver services to both citizens and businesses while enhancing national administrative effectiveness. It is through this coupling that governments are able to provide administrative services in a prompt and convenient manner to their people whilst seeking to enhance their national competitiveness.
T
o keep pace with this global trend, Uganda, would broadly utilize ICT to solidify economic development, strengthen democratic norms and values, improve the quality of life, and thus reduce poverty. Moreover, with the expansion of the ICT infrastructure, the Uganda government expects to overcome its geographical ad-
versities and achieve a new round of socioeconomic development. To reflect Uganda’s commitment to advancing e-Government as an instrument for national development, multiple legal framework have been created between 2001 and 2011 in the areas of ICT, including the e-Government Framework, the Computer Misuse Act, the Electronic Transaction Act, the Electronic Signatures Act, National Information
Technology Authority Act, the Access To Information Regulationsetc. The Government of Uganda in collaboration with the Korean Government through the National Information Technology Authority developed the Uganda e-Government Master Plan 2012 which is a blue print that the Government is going to use to implement e-Government Services in the Country.
Dr Rugunda handing a certificate to one of the youth participants in a NITA-U organised ICT training.
39
Uganda Communications Commission
NITA-U also carried out an e-Government Readiness survey through Ernest and Young to ascertain the readiness of the county as a whole and to understand the priorities for citizen and companies in regards to e-Government. The e-Government readiness survey revealed that the priorities were mainly around, e-Banking, access to Production and Market information Service, e-passport, Social Services, Public Information in order, Utility Bills,e-Commerce, Driving Permits, e-Procurement, Land Information System, e-Tax, Smart Cards, Transport Information, Electronic Customs, e- Voting and many more. All the above priorities are only possible with good supporting infrastructure and enabling laws to protect the citizens and users of these e-Government Systems. As part of the overall implementation on of the e-Government Master plan, NITAU is currently taking the lead on a number of initiatives which include Integration of National Databases, development of the National e-Government Web Portal, rollout of District Business Information Centers and supporting several institutions like Public Procurement and Disposable Agency (PPDA) on the e-Procurement, Ministry of
40
Lands Housing and Urban Development on the Land Information Management System, Ministry of Finance on the Integrated Financial Management System (IFMS) all geared towards building the e-Government Portfolio of Uganda.
Increasing Connectivity The National Information Technology Authority of Uganda (NITA-U) is implementing the National Data Transmission Backbone Infrastructure and e-Government Infrastructure Project (NBI/EGI) whose major aims are to connect all major towns within the country onto an Optical Fibre Cable based Network and to connect Ministries and Government Departments onto the e-Government Network. The NBI/EGI is composed of two components, the National Data Transmission Infrastructure (NBI) and the e-Government Infrastructure (EGI). The NBI component is designed to connect all major towns onto the National Backbone through the laying of Optical Fibre cable. Phases I and II of The NBI have been completed and consists of the following:
■■ Laying of 1536.39Km of Optical Fibre Cable across the country to build the National Data Transmission Backbone; ■■ Connection of NBI to the borders of Southern Sudan (Elegu) and Kenya (Malaba and Busia) thereby linking the country to other regional backbone infrastructure; ■■ Expansion of the Government Metropolitan Area Network into a Wide Area Network covering the towns of Kampala, Entebbe, Bombo, Mukono, Jinja, Busia, Tororo, Malaba, Kumi, Mbale, Soroti, Lira, Gulu, Masindi, Nakasongola, Luwero, Mbarara, Kasese, Fort Portal and Kyenjojo. The EGI component is intended to connect all Ministries and some Government Departments into an e-Government Network to provide services such as videoconferencing, Data and Voice communication. The EGI consists of the following: ■■ Installation of the Primary Data Centre for the Government at Statistics House has been completed with messaging and collaboration software installed that was piloted in State House, Ministry of ICT and NITA – U. Extension to other MDAs will follow starting FY 13/14; ■■ Connection of 27 Ministries and some
Uganda Communications Commission
Departments through the laying of Optical Fibre Cable onto the e-Government Network; ■■ Deployment of services such as videoconferencing, Voice over Internet Protocol (VoIP), Data exchange and internet access over the e-Government Infrastructure.
Benefits
■■ The NBI/EGI Project will on completion, offer the following benefits: ■■ The installation of the NBI has provided Government with seamless and secure communication amongst Government institutions. It is now possible to hold on-line meetings in the 27 Government MDAs listed in Table 1. ■■ The NBI will provide high speed connectivity throughout the country to all major towns and District headquarters to enable the provision of eGovernment Services such as eHealth, online Education, eTax, Integrated Financial Management System (IFMS) to all this districts and towns. ■■ The NBI will shall be utilized to extend connectivity to targeted user groups, such as schools, Institutions of Higher Learning and Hospitals to enable this institutions
access high speed internet bandwidth at reduced costs and enable them harness the benefits of connectivity to Global Communications Infrastructure such as access to online health and education services, promote innovation in the science fields, among others. ■■ NITA-U is going to deliver high speed internet bandwidth, invoke the NBI to MDas and targeted user groups, such as schools, Institutions of Higher Learning and Hospitals, Business Process Outsourcing Centres that are providing jobs to the unemployed youth and generating revenue for Government. ■■ The NBI has been implemented with extra capacity that will be utilized to generate revenue for Government through the commercialization of the Infrastructure. This will ensure that Government will be able to repay the concessional loan utilized for Phases I, II and III and fund the expansion of subsequent phases.
Current Status The NBI/EGI Project is implemented in phases that are summarized in Table 1 below:
Highlights of the NBI ■■ Support has been given in the implementation of e-government services in government institutions for example, e-Tax, IFMS and websites. ■■ The Integrated Financial Management System (IFMS) can now be accessed through the National Backbone Infrastructure in 16 Sites (Ministries Departments and Agencies). More sites are to be added the next FY 13/14. ■■ NITA-U has set up District Business Information Centers (DBICS) across the country that has been certified to deliver e-Tax. ■■ NITA-U has successfully piloted the Unified Messaging Collaboration System (UM&CS) - for intra and inter-institution communication and data sharing has been completed in 3 MDAs - NITA U, Ministry of ICT and State Houses. This project is going to be rolled out in the rest of Government Institutions starting FY13/14. ■■ NITA-U has also successfully piloted of Voice over internet protocol (VoIP) over the National Backbone Infrastructure in NITA U, Ministry of ICT and Ministry of Internal Affairs.UMSC and VOIP aim at improving efficiency in flow of information across govern-
41
Uganda Communications Commission
NO
PHASE
DISTANCE COVERED
TOWNS/MDAS COVERED
STATUS
DATE
1.
Phase I (NBI)
168.0Kms
5 towns connected
Complete
June 2008
Phase I (EGI)
15.3Kms
27 MDAs Connected
Complete
June 2008
3
Phase II (NBI)
1368.39km
17 Towns Connected
Completed
July 2011
4
Phase III (NBI)
756kms
The following links will be implemented: Kampala – Masaka, Masaka – Mbarara, Masaka - Mutukula, Mbarara – Kabale, Kabale - Katuna
Scheduled to start September 2013
Scheduled for completion in June 2014
ment and cutting down on communication costs. The roll out plan for UMCS & VoIP has been developed targeting 10 MDAs in each FY. ■■ Plans are underway to establish a government portal that will ensure that government information is uploaded and managed under a single resource/facility so as to improve security of information and improve its sharability. ■■ The Authority has also developed an IT Rationalization Strategy which was approved by Cabinet to help standardize, streamline and harmonize the acquisition, deployment and disposal of IT services in Government to eliminate duplication; enhance information sharing and interoperability of e-government applications. ■■ NITA-U completed the commercialisation process of the NBI / EGI, and management of the NBI is now being done by a private comany Soliton Telmec.
Challenges While implementing the above project challenges have been met;low levels of ICT literacy in mainstream Government, continuous cuts on the fiber infrastructure on the NBI, insufficient budgets to the ICT components in most of the Government Ministries, inadequate IT resources to manage e-Government systems, resistance to change in some institutions and insufficient Infrastructure in some institutions.
Success stories in e-Governance The Korea’s e-Government history started from the late 1970s. Currently, the country has over 31 e-Government initiatives. It is currently ranked number 1 in the World in terms of e-Government services by the
42
ICT Sensitization and Training Workshop for Cabinet.
UN. All citizens can access all Government Services online. Between 2003 and 2007, Korea was trying to advance and develop e-Government services; there were four innovation areas, 10 agendas, and 31 e-Government roadmap projects. First innovation area is for innovating the way Government works which included three agendas with 11 projects and the second area is for innovating civil services which included four agendas with 13 projects. Third area is for innovating information resource management with three agendas and five projects. The last innovation area is for maintenance of laws related to e-Government and includes one agenda and one major project. The UK ranked 3rd out of 193 countries in e-Government Development Index published by UN with a focus on legal areas impacting on the development of e-Government. The main legal areas are divided into 8categories, such as e-Government legislation, Freedom of Information legisla-
tion, Data Protection/Privacy legislation, eCommerce legislation, e-Communications legislation, e-signatures legislation, e-procurement legislation, and Re-use of public sector information. The main areas of focus in the UK are the e-Government Web Portal, Sharing of Government Physical Network infrastructure, e-Identification, Security, eProcurement and Knowledge management.
Conclusion Uganda is ready to adapt to an e-government that will see the transformation of service delivery in the country, creating efficiency and transparency whilst enabling citizens easy access to information. This will create tremendous opportunities for sutainable socioeconomic development in various fields, such as telemedicine, telecomputing, e-farming, infrastructuremanagement (intelligent delivery), and education service delivery among others.
Uganda Communications Commission
Fighting counterfeit phones
In a bid to curb and eliminate the growing numbers of counterfeit phones which are a danger to businesses and health of users, the UCC has been improved its anti-counterfeit strategies. In this interview, the Head of Communications & Consumer Affairs, Fred Otunnu explains the reasons behind the move.
A
What is a counterfeit phone? counterfeit phone is an imitation of a phone that is marketed and sold under the name of an authentic brand.
Why is UCC concerned about counterfeit phones? Counterfeit phones congest communication networks thereby affecting the quality of service to consumers. UCC is mandated to protect consumers, and as a government agency is partly charged with discouraging usage of counterfeit equipment. How can I tell that a phone is counterfeit? There are several ways to check if a phone is counterfeit: Cross check the IMEI (International Mobile Equipment Identity) of the mobile phone against the database of legitimate mobile devices that is managed by the GSMA (Global System for Mobile Association). Read the characteristics and features of the legitimate phone of that model, and compare those with the phone you intend to buy or the one that you are using. The true features of a genuine brand can be found on its manufacturer’s official website. If a mobile phone is being sold without a warranty, most likely it is a counterfeit phone. However, sellers of counterfeit phones in Uganda sometimes also give ‘warranty’ as a way to confuse the buyer of the phone into thinking that it is genuine. The warranty period in this case is usually very short, usually one (1) to three (3) months only.
What is an IMEI? IMEI (International Mobile Equipment Identity) is a number that is assigned to each mobile phone that is manufactured in accordance with internationally agreed safety and quality requirements. It may be considered as the serial number of the mobile phone. How can I check for the IMEI of a phone? To check for the IMEI of a phone, you can: Remove the battery and you will find the IMEI written on the phone body; Dial *#06# and the IMEI will automatically be displayed on the phone. The phone does not need to have a SIM card to be able to do this. This can be done even before a SIM card is inserted in the phone. Can two different mobile phone handsets have the same IMEI? No. Each legitimate phone has a unique IMEI. In case you find two phones have the same IMEI, it means one or both phones are counterfeit. Use other means of establishing which one is legitimate by looking for the model number, the manufacturer and other characteristics of the phone. How can I check for the model number of a phone? Remove the battery and you will find the model of the phone written in the exposed compartment. How can I check for the manufacturer of my phone? The name of the manufacturer of a phone is usually inscribed on the face of the phone. For more certainty, remove the battery and you will find the name
43
Uganda Communications Commission
of manufacturer inscribed within the exposed compartment. Do counterfeit mobile phones have IMEIs? Counterfeit phones usually have fake “IMEIs” because the manufacturers of these phones try to make them look as genuine as possible. The IMEIs given to these phones by their manufacturers are usually not reflected in the GSMA IMEI database. However, sometimes, the manufacturers copy a genuine GSMA IMEI and assign it to their counterfeit phones. It is therefore important to consider the IMEI as well as the physical characteristics of the phone when checking for legitimacy.
UCC will not compensate you and UCC will not pay you for surrendering a counterfeit phone.
When I check for the IMEI of a dual SIM phone, I get 2 (two) numbers. Which one of them is the correct one? Both numbers are correct. Use either of the numbers to check for legitimacy of the IMEI. The response will also tell you that the phone is “dual SIM”. What are the immediately visible differences between a counterfeit phone and a genuine phone? Some of the differences are: the logos of the manufacturer may be temporary and can therefore be rubbed off; the name of the phone may be misspelt; the phone may be extremely light in weight; the colour of the phone may not be among the colours that were produced by the manufacturer for that model of mobile phone.
44
Will UCC compensate me if my phone is counterfeit and it is switched off? No. UCC will not compensate you and UCC will not pay you for surrendering a counterfeit phone. If my phone is counterfeit and I want to dispose of it, where can I take it? UCC has arranged for collection centres around the country. The list and addresses of the collection centres will be publicised.
Where can I check whether the IMEI of my phone belongs to a genuine phone? Visit the UCC website application at www. ucc.co.ug, under “verify IMEI”. Follow the instructions therein. Send an SMS containing your phone’s IMEI to the short code 8883. You will receive a response that will answer your query and also provide more information on the type of phone to which the IMEI belongs. What information will I receive when I query my IMEI by SMS or on the UCC website application? Whether or not the IMEI you have submitted is legitimate;the manufacturer of the phone to which the IMEI belongs; the model number of the phone to which the IMEI belongs.
How will an operator know that my phone is counterfeit? All operators have access to the GSMA database of legitimate IMEIs. In addition, when a telephone call is initiated on a network, information about the mobile phone that is being used is transmitted to the operator’s network.
Do counterfeit phones cause cancer? Counterfeit mobile phones may cause cancer because the materials that they are made from are usually sub-standard and may be harmful to humans. The proper safety checks are not usually carried out during the manufacture of counterfeit phones as the manufacturers try to cut production costs.
In addition the phone may have features that are not in line with those listed for that particular model on the manufacturer’s website e.g. a blackberry dual SIM phone. It may (phone) over heat as you speak or even explode as you charge it; the phone’s reception may not be clear. What are the effects of using counterfeit phones? Poor voice calls, risk of excessive emission of radiation that may affect human health, risk of injury from heat and possible explosions, limited services due to pirated software and short life span of the gadget and hence loss of money. Where can I get information on the characteristics/specifications of the phone that I intend to buy? Visit the website of the manufacturer of the mobile phone you intend to buy. You can also visit representatives/dealers of phone manufacturers in Uganda.
Are all Chinese phones counterfeit?
No, not all Chinese mobile phones are counterfeit. There are legitimate mobile phone manufacturers in China. What does the Ugandan law say about counterfeit phones? Counterfeits management is provided for in the law of Uganda, under Chapter 37 (XXXVII) of the Penal Code Act (1950). The Anti Counterfeits Bill 2010 is also currently before parliament. What other measures have been put in place to discourage the use, distribution and purchase of counterfeit phones? In addition to promoting awareness UCC is partnering with other government agencies, manufactures and vendors to control the importation and compliance to requirements counterfeit phones management. The Commission is also re-enforcing its type approval function to ensure that all genuine phones are either type approved or type accepted by the Commission before they are sold in Uganda.
Uganda Communications Commission
Fred Otunnu
Head of Communications & Consumer Affairs, UCC
45
Uganda Communications Commission
UCC and Broadcasting Council merge to improve the public protection
I
n a bid to continue regulating the communications sector well, the Uganda Communications Commission (UCC) and the Broadcasting Council (BC) merged into a single, unified regulatory body after the Parliament of Uganda had passed the Uganda Communications Commission Act 2012. The UCC Act 2012 consolidated and harmonised the Uganda Communications Act (Cap 106) and the Electronic Media Act (Cap 104) into the Uganda Communications Act (2012). However, the new body retained the name Uganda Communications Commission.
46
This law is in line with the new National ICT Policy which takes into consideration issues such as technological changes, innovations and all component and developments in the ICT sector. Through digitisation, convergence has been made possible, allowing different types of content – audio, video and text – to be stored in the same format and delivered through a range of technologies such as computers, mobile phones, television sets, among others. Content can now be channeled through the internet, over radio, television and phones, among others. These channels
Uganda Communications Commission
Promoting consumer awareness Key among UCC’s objectives is to promote consumer awareness and protect interests and rights of the consumer in the communications sector through an effective regulatory and licensing service. UCC derives its mandate on consumer protection from the Uganda Communications Act as follows; Section 5 (m) to promote the interests of consumers and operators as regards the quality of communications services and equipment Section 5 (i) to receive and investigate complaints relating to communications services and take necessary action upon them. The Consumer Affairs Office of the Uganda Communications Commission is under the Executive Directors Office. The office undertakes Consumer information, education and protection activities of the Commission. The overall goal of UCC’s Consumer Affairs office is to position the consumer to play an active role in the communications sector development through consumer protection and awareness.
Banning of DVB-T set-top boxes
have led to ‘content convergence’ that necessitates regulation to protect public morality and national values but most importantly to ensure adherence to minimum broadcasting standards. The 15-part legislation makes provisions for the establishment of the communications tribunal, protection of infrastructure and content regulation – just to mention a few. And, coming on the dawn of digital broadcasting in Uganda, the Act highlights the importance of signal distribution, among others. It also created a contents committee responsible for complaints raised out of content abuse from different media channels. The UCC Act 2012 is a welcome development given the fact that the old legislation had been overtaken by developments in the communications sector. Information technology and telecommunications have integrated. Convergence is also accelerating as existing service providers upgrade or modify the services they offer the public.
Through UCC, Uganda adopted DVBT-2 and MPEG 4 as standards for digital broadcasting in Uganda. This is in accordance with the National Digital Migration Policy, focusing on the transition to Digital Terrestrial Television (DTTV), which was approved by the Government of Uganda in April 2011. Accordingly, UCC directed all operators and business people involved in the sale of TV sets and accessories to stop selling DVB-T set top boxes with immediate effect. Those with the old stock were required to formulate a plan for the disposal of any residual DVB-T set top boxes in an environmentally responsible manner. While UCC was strict on implementing the ban of sale DVB-T set top boxes, it urged customers to be vigilant and keep the Commission informed of any unscrupulous dealers who might still be selling that obsolete technology on the Ugandan market.
Consumer Affairs Activities Managing an effective consumer complaint redress mechanism; conducting consumer awareness and education programmes, strengthening dialogue among stakeholders in the sector, conducting consumer research, promoting ICT usage among others.
47
Uganda Communications Commission
2012 ACIA annual awards In 2000, UCC introduced the Annual Communications Innovations Awards (ACIA) with the aim of providing individuals, firms, schools, companies and just about any organization a platform to exhibit how they are using information and communication technology to bring about change. The Commission is organising the 3rd ACIA Awards, to celebrate, recognise and reward persons that have developed innovative ICT products, services and applications in Uganda. In recognition of the linkage between innovation and economic development, the ACIA Awards seek to foster greater local involvement and research in the development and use of ICTs in Uganda.
48
Uganda Communications Commission
49
NITA-U spearheading growth of Information Technology
Dr James Saaka, Executive Director NITA Uganda Map showing the current rollout of the NBI -Phase I districts of Entebbe, Jinja, Kampala, and Mukono; NBI Phase II connected 17 district headquarters: Busia, Bushenyi, Fort Portal, Gulu, Jinja, Kasese, Kyenjojo, Kumi, Lira, Luwero, Masindi, Mbale, Mbarara, Mukono, Nakasongola, Soroti and Tororo, Busia and Nimule border points were also covered under Phase II;
I
n the world today, Information Technology (IT) has revolutionised and enhanced efficiency of production, market access and service delivery. Developments in the sector have dramatically changed the way information is collected, stored, processed, disseminated and used, thus making it the most powerful tool for modernisation and development in Uganda. In a bid to achieve and develop the above, in 2009, the government of Uganda established the National Information Technology Authority Uganda (NITA-U) by an Act of Parliament (National Information Technology Authority, Uganda Act of 2009). The Authority’s mandate is to coordinate, promote and monitor Information Technology (IT) developments in Uganda within the context of national social and economic development.
50
The Authority’s vision is to be a globally competitive Uganda enabled by information technology. Its mission is to transform Uganda into a knowledge-based society by leveraging IT as a strategic resource to enhance government services, enrich business and empower citizens. NITA-U plays the planning, advisory, coordination, promotion, implementation, monitoring & evaluation functions in the areas of ICT infrastructure, standards, legal & regulatory issues, planning, policy, e- government, information security, IT Capacity and skills development, IT project management and operationalization of NITA-U ACT among others.
Goals and objectives In order to strategically position NITA-U as a key player in the social and economic transformation of Uganda for a globally
competitive knowledge-based society, the desired outcomes include; a well regulated IT environment in public and private sector, becoming a regional leader in provision of e-government services, a rationalized and integrated national IT infrastructure, ICT research and innovations supported and promoted visibly. The key objectives of the authority are; to provide high quality information technology services to government, promote standardisation in the planning, acquisition, implementation, delivery, support and maintenance of information technology equipment and services to ensure uniformity in quality, adequacy and reliability of information technology usage throughout Uganda. NITA-U also provides guidance and other assistance as may be required to other us-
ers and providers of information technology, promote cooperation, coordination and rationalisation among users and providers of information technology at national and local levels so as to avoid duplication of efforts and ensure optimal utilisation of scarce resources aimed at promoting and being the focal point of cooperation for information technology users and provider at regional and international levels. In carrying out the functions specified above, the authority has to carry out regular e-readiness surveys to ascertain the status of information technology in Uganda, establish a repository of information technology standards and for the registration and classification of documentation related to locally developed and imported information technology solutions. In order to achieve its goals and objectives, the authority which is spear headed by the Ministry of Information Communication Technology (MoICT) has established a mechanism for collaboration and promotion of partnerships between various categories of players in the information technology sector. NITA-U’s clients/stakeholders are government ministries, departments and agents (MDAs), development partners, academia, foreign missions, public/citizens, civil society organisation, media and all users of ICT and service providers in ICT
NITA-U has developed a strategy paper on rationalization of information technology (IT) initiatives and services in government that has been approved by cabinet. The paper identifies key strategies to consolidate, harmonize and rationalize IT initiatives in order to minimise duplication and avoid wastage of public resources. It further provides uniform guidelines and standards for systematic acquisition, deployment, utilisation and disposal of IT initiatives across government. NITA-U has made positive steps in the development of infrastructure in Uganda. This was pursued through a number of infrastructure projects which will, in turn, make a qualitative jump in digital transactions, in addition to activating the use of IT in all fields to further promote and enhance e-Government services. The authority has completed phase I & II of the National Back-
bone Infrastructure/e-Government Infrastructure (NBI/EGI) project. These entailed laying of 1536.39Kms of fibre optic cables and setting up of the NBI primary data centre and Metropolitan Area Network (MAN). The MAN network consists of the connectivity of 27 ministries and some departments through the laying of optical fiber cable onto the e-government network. Twenty two district headquarters across the country have so far been connected and are benefiting directly from the project. The EGI component consist of e-Government Infrastructure installed in 27 main line Government Ministries, Departments and Agencies (MDAs) and the Primary Data Centre. So far, this infrastructure is supporting the Integrated Financial Management System (IFMS), Video Conferencing Services, Voice over Internet Protocol (VoIP) and the Secure Messaging and Collaboration Plat-
Key achievements Information technology is used as an enabler in all aspects of organizational operations. The application of ICTs includes e-administration for improving government processes, e-services for connecting individual citizens with government, usage in agriculture, education, health, water, environment, security, industrial processes, trade and commerce, financial management, procurement, building interactions with and within the private sector and civil society (e-society) among others all in bid to enhance service delivery. There are several existing initiatives where IT has already enabled government processes and supported service delivery in sectors outside ICT for instance; e-tax, e-justice, integrated financial management system (IFMS), land information analysis (LIS), education management information system (EMIS) and health information system (HIS) among others.
Cabinet ministers undertaking practical lessons during an ICT workshop held at Serena Hotel, Kampala.
Sensitisation Workshop on Cyber laws at Serena Hotel, Kampala in 2012.
51
form (SMCS). The SMCS platform has been successfully piloted in three sites namely: State House, Ministry of ICT and NITA – U. Other MDAs will follow the roll out of these pilot sites through the IT Rationalisation Program approved by Cabinet.  In order to fight digital marginalization of the rural areas and in an effort to bring the private sector further into the ICT domain across the country, the government through NITA-U has established District Business Information Centers (DBICS). The DBICS are being used as e-government facilities and resource centres where citizens access service such as e-tax, market information, weather forecasts and other crucial information to rural farmers. So far 10 DBICS have been set up in Busia, Iganga, Mityana, Kamwenge, Rukungiri, Hoima, Rakai, Amuru, Lira, Tororo and Kitgum DBIC is expected to be in place by June 2013. NITA-U has a strong belief that ICT has the potential not only to revolutionize the way government operates, but also to enhance the relationship between government and citizens (G2C), government and business community (G2B) and within government to government departments (G2G). NITA-U is championing the establishment of a national e-government infrastructure intended to connect all ministries and some government departments into an e-government network to provide services such as videoconferencing, data and voice communication. NITA-U in collaboration with the Uganda National Bureau of Standards (UNBS) established a sub-committee to review and develop National IT Standards for adoption. Through the sub-committee first set of sixteen (16) IT standards were approved and declared by the National Standards Council as National IT Standards. The standards shall be gazette and disseminated to all stakeholders. The areas covered by the Standards include IT Cooperate governance, software acquisition, information security management, IT cyber security, IT security incident management, ICT disaster recovery services, IT security risk management, audit and certification of IT security management systems and IT network security. For the ICT sector to realize its growth potential it was recognized that requisite laws and regulations were necessary to create an
52
BPO centre in operation at Statistics House in Kampala
environment conducive for e transactions to thrive. Towards achieving this; the 3 Laws (Cyber Laws) were passed by parliament in September 2010. These Laws came into force on 15th April 2011 and form the legal and regulatory framework for the ICT sector in Uganda. They include: the Electronic Transactions Act which provides for the use of electronic communication and transactions and to encourage the use of e-government services; the Electronic Signatures Act which regulates the use of electronic signatures and the Computer Misuse Act which makes a provision for the safety and security of electronic transactions and information systems. It also aims at preventing unlawful access, abuse or misuse of information systems including computers and to make provision for securing the conduct of electronic transactions in a trustworthy electronic environment. NITA-U has carried out several Stakeholder sensitization meetings and workshops to create awareness of the existence of these Laws. The workshops target different government ministries, departments and agencies as well as private organizations. With regard to Information Security, NITAU has set up a Directorate of Information Security responsible for nationwide planning, development, coordination, management, development, continuous monitoring and assurance of National Information Security. The Authority expects to publish the first National Information Security Framework
in July 2013; this framework will consist of policies, standards and guidelines to help streamline the management of all information infrastructure in the Country. In addition, NITA-U, UCC and the International Telecommunications Union (ITU) are in the process of establishing the Computer Emergency Response Team (CERT) which will be the first point of contact for all computer emergency incidents. NITA-U has, through the ministry of ICT spearheaded promotion of Business Process Outsourcing (BPO) industry, in a bid to recognize the strength in IT enabled services. NITA-U embarked on strategies to provide an enabling environment as prerequisites for BPO Industry growth and this has so far recorded tremendous growth. The BPO Industry subsector is vital in enhancing economic growth and reducing youth unemployment in the country. A state of the art BPO incubation center has been established at Statistics House in the centre of Kampala city with capacity to house 720 employees. NITA has trained 500 youth in BPO skills, the majority have already been engaged in Internet enabled services (ITES) and BPO. BPO training supported by government will continue in order to provide mass of skilled youth for BPO industry in the country. BPO Incentives guidelines have also been developed. The incentives will encourage spreading out of IT employment opportunities throughout the country through special targeting upcountry BPO operators. The BPO strategy and Model
of functional illiteracy and low-empowerment in the Uganda consumer society. Inadequate resources to match the growing sector and fast changing IT trends. Vandalism of Infrastructure in some parts of the country.
Future plans
for Uganda has been reviewed and updated where the priority for the medium term is to promote Uganda as a preferred BPO destination. The authority is promoting ICT research and innovation. Research is very vital in providing for proper policy formulation and subsequent implementation. In the past Uganda had not appropriately embraced research feeding into and guiding the ICT policy development and implementation process. In order to resolve the above challenge, NITAU is developing a National IT Research and Innovation System. The system has several ingredients aiming at delivery of a coherent and systematic research in ICT such as a Framework for the National IT Research and Innovation, the National IT Research Agenda, National IT Data Collection System and guidelines for interfacing research and policy. The department of Research and innovations has also conducted a number of surveys including a comprehensive e-Government Readiness Survey that among other issues aimed to establish and assess the current practice on public management and service delivery and capacity to use ICT in public sector. The survey showed that only 39% of staff working within Government institutions have access to internet. This is very low if the ambition of the government is to deliver all major aspects of service delivery through e-Government initiatives. Consequently, the government needs to increase the number of staff with access to the internet needs by150%.
Rakai District Business Centre Information sharing and learning Opportunities Internet cafes (Telecenters) Access to government eservices Access ICT and Entrepreneur Skills for SME’s ICT Servises, Traning and Support Post Box Rentals Expedited Mail Service (EMS Courier Services) International Financial Servises (IFS) Postage Stamps & Philatelic Services
Challenges Despite the rapid growth of the sector in Uganda, there are a number of fundamental concerns that need to be addressed and these include; The national communications infrastructure is still limited as well as the country’s ICT human resources capacity necessary to manage ICT usage. Applications and software development is inadequate, and there are still visible signs
The authority plans to extend the IT infrastructure coverage in the country to cover at least 80% of MDA and target user groups, enhance availability of internet availability in the country by securing at least two alternative routes to the submarine cables, improve resilience and attain at least 99.9% service availability of the NBI, increase efficiency of information resource management and improve capacity to respond to system errors and security threats. Other plans include facilitating delivery of interoperable e-government applications and services, implement strategies for improving information sharing across government, promote delivery of integrated e-government applications, develop and implement e-government law and regulations, build national capacity for utilization and uptake e-government services and to develop support services for e-government. NITA-U also plans to develop and enforce IT standards, to draft, enact and enforce priority laws and regulations for the sector, develop and implement an accreditation and certification system for professionals, streamline IT governance in government, facilitate establishment of the national IT professionals and the sector’s industry bodies, strengthen capacity and awareness creation about the sector in Uganda (both institutional and human, develop comprehensive IT human resource skills development strategy and programme, ensure alignment of IT competencies and professions in MDAs, develop structure and system for IT retooling/ equipping of government. The authority will also implement the national IT research master plan, develop national IT data collection and dissemination guidelines. NITA-U will also implement the National Information Security Framework (NISF), establish the Computer Emergency Response Teams (CERT) and ensure harmonization of IT security initiatives within the EA region and internationally and to promote mass awareness about IT and its role in development and social economic transformation.
53
Uganda Communications Commission
54
Uganda Communications Commission
55
Telecom
The power of
a phone
56
Telecom
H
ow could something so small have so much transformative power! If the biblical mustard seed was looking for any adversary, it is safe to say that it has found one in the mobile phone. The mobile phone of course did not start small; it was the size of a brick all those decades back. Now, it is lean, slick and downright reliable. Its attributes have endeared themselves to us to the point that we cannot dare sleep without it next to our beds. Many things have made us cuddle our mobile phones. We can make/receive phone calls, send/receive text messages, send/receive money, make payments, browse the Internet, send/receive emails, search the web, listen to music, visit social networks, take pictures, chat, and play games thanks to the mobile phone. The mobile phone, what would we do without it! Nothing, from the looks of it. The dying breed that is people without mobile phones faces an existential threat. Nowadays, we cannot go that long without checking or using or mobile phones. Even when we are at the dining table, we cannot seem to put our mobile phones down. In the matatus, we are either typing a message or playing one of those inexplicably addictive games. Not all of us have the resources to buy smartphones, but this has not put a damper on us as there are many cheap phones on the markets to keep our fingers busy. The raft of mobile telephony service providers in the country has allowed a third of Uganda’s 34 millionstrong population to be cellular carriers. Fine, most of these mobile phones are widely shared, but it is plain to see that mobility has been accelerated. Nothing, of course, best captures the embodiment of the aforesaid mobility and just how Ugandans have developed an intimate relationship with their mo-
The mobile phone, what would we do without it! Nothing, from the looks of it. The dying breed that is people without mobile phones faces an existential threat. bile phones as does mobile money. A facet that allows one to make money transactions using their phone, mobile money uptake has grown in leaps and bounds since its inception in 2009. Money transactions carried out using mobile money annually rake trillions of Ugandan shillings. It counts for much that you did not need to have a smartphone to be a user or beneficiary of a mobile money transaction. In fact, one of the thematic strands of Ugandan mobile apps is that they have a subtle textured finish that allows non smartphone holders to be partakers. For instance, if Orange is your mobile service provider, you gain social networking access to Facebook “using any phone without Internet” if you dial *155#. The Ka-phone Facebook app is what makes all of this possible. The app’s offerings cost Shs 400 for a day’s (24 hour) access and Shs 2500 for access straddling seven days. What this in essence means is that the transformative power that social media possess is
widely available to a third of Ugandans. Another app that is widely available to a third of Ugandans is mTrac. The app has taken advantage of the ubiquity of cheap phones in Uganda. Funded by UNICEF, DfID, and WHO (they built the software), mTrac essentially harnesses the great potential of crowdsourcing by letting health workers/volunteers in even far-flung areas gather details of diseases as well as drug supplies before dispatching them by text message to respective district offices. It has been described by Sean Blaschke, UNICEF’s health-innovation work in Africa head, as “a toll-free SMS complaints hotline”. Its mobility has, in a way, helped mitigate the drug stockouts that plague many government-owned brick and mortar health facilities. Though not one hundred percent, mTrac users undergo a rigorous bout of sensitization that sets out to ensure that details of diseases and drug supplies sent are spot on. UNICEF has taken the aspect of crowdsourcing to another level by creating U-report – an SMS social networking group where people aptly called U-reporters compare notes about development issues. U-report is no different from a Facebook group and as such can target specific subsets. Just like that Facebook group targeting cat lovers, U-report texts can be targeted to, say, pregnant women when free antenatal services are available in an area. So, what’s in a phone? Lots of transformative power, it turns out.
57
Telecom
Airtel; to lead and to be loved Airtel Uganda is Uganda’s second largest telecommunication firm boasting of over seven million subscribers with market share in the industry almost touching 40%. The company offers both voice and data services and has managed to win a substantive market share due to the efforts spearheaded by company management on innovations and customer friendly products. The company’s Public Relations Manager, Pheona Wall spoke to The Independent about their operations in the communications industry.
Now that you have cemented your second position in the telecommunications Industry in Uganda, what’s your assessment of this market generally? I think it is still a very young market but headed in the right direction. Customers have become more sophisticated and specific in their demands and are in so many ways forcing the players to prioritize their needs in order to keep their attention. Uganda’s telecommunication industry is on a growing path with most Ugandans wanting to be part of it starting with the use of mobile phones. How does this impact on your business? I will say this is excellent for our business. Statistics show that making a phone call is the number five use that most people around the world will use a mobile phone for. This means that more people even in Uganda prefer to SMS, chat, surf the net and listen to music on the mobile phone. With such multiple uses, demand for our product grows as we struggle to keep up with customer’s
58
increasingly sophisticated needs. More and more people are gaining access to ICT tools through our products and increasing the convenience in their lives. Airtel Uganda’s Vision being to be the most loved brand in the daily lives of Ugandans focuses on prioritizing convenience and affordability to our customers. We have gone ahead to be the only telecom that provides free access to local content through the UGO.co.ug web portal, that carries all things Ugandan. Airtel zero-rated the portal meaning that whoever accesses it with Airtel internet gets it free of charge. With the coming on of Warid, we have created a phenomenal product which is a combo of 75minutes of voice call, 75 SMS and 75MB data for 2000 shillings. To further increase access of ICT tools, Airtel introduces the Airtel Techno which is the cheapest internet phone on the market that most people even at grass root level can afford. With the growth of ICT, people are getting more sophisticated in their needs and are increasingly using social media as a business tool. Airtel has taken cognizance of this fact by
providing customer care on their social media pages that provides instant real time responses to customer issues. But the regulator and market analysts say your merger with Warid telecom will fuel competition in the sector between you and the other players. How prepared are you to battle the competition? As Airtel, our greatest competition is our self. We set our own trend and we want to remain vibrant, inspired and innovative. We believe that these qualities will keep us at the head of the pack always without having to look at the others companies in the market. Another factor that is helping us is letting our customers guide our innovations because in a capitalist market the customer should be the king. Our aim is to provide a variety of services that are quick, reliable and affordable based on our customers’ needs and interests. How are you balancing your investments in the two fronts of voice and data in the market?
Telecom
We have a very stable and strong infrastructure with over 300 sites as Airtel and more to come from Warid. We not only are reliable in both voice and data but are also affordable with data packages as low as Shs 500 a day. Since August last year, we have consolidated our position in the data market and have been tested and tried by our users. We will continue to lead the way on all fronts in the industry. What major challenges are you facing in this market and how are you managing them? One of the major challenges is that sometimes there is site vandalism in
the country or fiber cuts at sea; these two usually affect our productivity and ability to provide services. We meet the challenge by trying to increase security and communicating to our customers in a timely manner so that they are informed. Our timely communication with our customers during tough times has kept us in a very good relationship with our suppliers, customers and both of us are winning in the market. This relationship will not stop tomorrow; it will remain as part of our day to day operations as the industry makes more strides going forward. What major plans do you intend
to implement in the near future so you remain dominant in this market? These are many. We intend to consolidate our position in the daily lives of our customers and Ugandans at large through continuing to provide fast accessible and reliable ICT services. With the largest 3G network in the country, sufficient infrastructure and a well trained committed staff, we hope to continue delighting our customers and growing our influence. This is not the beginning; it is just a continuation of the journey and we promise to serve better our customers on all fronts.
59
Telecom The growing ICT sector in Uganda has a lot to do with the way telecom companies deal with private/corporate businesses. What’s your relationship with these companies? Like any other business, we rely a lot on our customers and this I have said it several times, suppliers and distributors. As Airtel internationally we believe in corporate collaboration and synergy creation or promotion. We have a lot of companies that we partner with provided we identify with their interests and visions. As Airtel Uganda, we support local companies and this is evident in the way we have sponsored various ICT companies by providing free Wi-Fi for technological events, zero rating some of their sites, we have partnered with local sports fraternities like FUFA and FUBA to promote sport in the country. We believe in working with other companies strongly and we believe in serving our customers better by working with other businesses. Our doors are 24/7 open for any company interested in partnering with us on any business venture and at any time. Does government have a key role
60
in growing the telecommunications industry in Uganda? Yes, government has a key role to ensure the sector grows and meets the national and international standards. Apart from regulating the sector, government has created an enabling environment for telecommunications companies to continue innovating and facilitating communication. Government has also, to a large extent, encouraged synergies with international bodies that have provided training to some of our staff. All this has given the sector a firm foundation to remain on a growing path, contributing revenue to government, employing many Ugandans and generally contributing positively to the growth of the economy. We have at a yearly basis, contributed 1% of our total revenue before taxes to government as part of government’s effort to link rural areas with the growing ICTs. The Uganda Communications Commission is implementing the Rural Communications Development Fund (RCDF) - a universal access programme. Where do you want to see Airtel in the near future?
We believe Airtel will remain competitive in the communications market in Uganda and across all product segments. We have a great belief in the people and the direction the country is going. I am confident Uganda is one of the countries that Airtel will invest in significantly over the next many years not only in terms of capital investment but also in human resource development among others. What’s your last word for the industry consumers? We promise to serve our customers in bad and good times. We will remain loyal to them and competitive in the market. We promise to bring on board new products that will benefit our customers and improve on their welfare. We recently launched a premium centre at our branch along Ben Kiwanuka Street in Kampala to make it easy for our premium customers to access and be served by our team. Many of these centers will open soon and customers should just watch the space. On top of these premium centers, we expect to unveil more new products time from time, all aimed at satisfying customer demands.
Telecom
Patrick Bitature
Chairman, Simba Telecom
61
Telecom
Easing communications Simba Telecom is the biggest mobile phone retailer in East Africa with over 100 retail outlets. It is also the largest airtime distributor in the region, working with major networks across East Africa. Patrick Bitature, the Chairman Simba Telecom, unveiles the operational details of the group.
S
What’s your description of Simba telecom for the years you have been in business in Uganda? imba Telecom is the biggest mobile phone retailer in East Africa with over 100 retail outlets and it is also the largest airtime distributor in the region, working with the biggest networks in Uganda (MTN), Kenya (Safaricom) and Tanzania (Vodacom). In Uganda, Simba does not only distribute airtime for MTN but carries out Simpack sales, Mobile Money, Easy load and Data services as well. Simba is the exclusive distribution agent for pay TV service provider ZUKU TV in Uganda and we carry some of the biggest names in telecommunication handheld gadgets and accessories such as Nokia and Samsung for which we guarantee genuine products which come with security seals and warranty. Simba Telecom now also acts as a DHL courier agent; parcel and letter drop off centre in our Garden City, Kampala Road and Market Street branches. Information and communications technologies are on a growing trend. How are you positioning yourself to benefit from this trend? Simba Telecom has been at the forefront of supplying East African consumers with cutting edge communication devices
62
and accessories for years, we have every intention of continuing to be the leaders in this field, supplying a wide variety of the latest handsets and accessories as well as taking advantage of social media, apps and the internet at large to reach our ever growing customer base. We are also constantly restructuring our business to suit the demands of the changing trends in the industry in order to maximise our potential and opportunities. You deal in mobile phones which are the key
Telecom
Simba Telecom, was named the Safaricom number 1 dealer of the year 2012. The company also won awards for the Best Performing Dealer M-pesa 2012-1st Runners Up and Best Performing Dealer Airtime Sales-1st Runners Up.
enabler for communication among the public. What do you consider to be the key opportunities for this gadget? The mobile phone market is incredibly dynamic and fast‑paced, in recent years the number of companies that have a solid foothold in the market has decreased as consumers invest in smartphones. Samsung, Nokia, Apple and HTC have all strong market shares. Furthermore, companies such as Motorola have found themselves strug-
gling to compete in a market that is extremely fierce making it easy for them to get left behind as technology advanced. In recent years mobile phone applications (‘apps’) have been a new revenue stream, for example, the Angry Birds franchise has created huge profits from spin-offs such as children’s toys. These revenue streams would have been unheard of in the market 10 years ago, but tie-ins such as this have really outlined the potential there is in the mobile phone market. Closer to home, services like Mobile Money/Mpesa and more recently M-Shwari etc have seen banking services simplified and brought to the grass roots to enable
63
Telecom
the urban and rural population to save, send and receive money and generally have more autonomy over their finances. In Uganda organizations such as UWA are using Apps to boost domestic tourism. The recent market trend where smart phone users are getting hooked to chat services like WhatsApp, Facebook etc to reduce the reliance on SMS is evidence of the limitless opportunities that these gadgets avail to the user. I would summarize by saying that the opportunities for the mobile device in East Africa are endless. So how best should the people use communication gadgets like mobile phones to improve on their wellbeing? There is no right or wrong way to use your communication gadget to improve your wellbeing, as I mentioned before, there is now a world of applications out there designed to improve one’s life. From checking ones bank balance to paying bills, purchasing and downloading the latest music to navigating your way around an unfamiliar city, the possibilities are endless.
64
You have mobile money and other partnerships with MTN Uganda. How successful have those partnerships been in helping the people realise the good about ICTs? The uptake of mobile money services in Uganda is now at 51% of the population after just 4 years, this is a positive indicator of how successful Mobile Money services are and the related good it has done to boost the quality of people’s lives and the Ugandan economy. Since its inception, Mobile Money has hit 11Trillion in transactions. One in five Ugandan households are mobile money users. As we would expect, the penetration amongst urban households is much higher than amongst rural households. Interestingly, the current urban penetration is significantly higher than M-PESA Kenya’s urban penetration back in 2008 (44%). In 2008, M-PESA was undergoing exponential growth, which means Uganda’s urban areas could be at the start of a similar upward trajectory with Mobile Money.
Where do you want to see Simba Telecom in the next 5-10 years? Our vision for the next decade having started small 16 years ago, is to grow beyond East Africa to the rest of Africa and become a major technologically driven company to exploit the full potential that indigenous Ugandan businessmen can achieve given an opportunity. What’s your last word to your customers? Simba Telecom offers you a one stop shop with a wide range of services from MTN services, handset and accessory sales, Zuku services to DHL services. You can get these services elsewhere but what you will not get elsewhere are the warm smiles, the knowledgeable sales team, the professional service, honesty and guarantee of quality. At Simba Telecom, you will have a unique customer experience and that’s our distinct value.
Telecom
SIMBA Telecom overview WHO ARE WE? Our Vision
There will be a communication device in the hand of every East African ... ...which will connect people, improve livelihoods and provide information to everyone.
table international phone brands Nokia and Samsung to sell reliable high quality models. To cater for the wider market, we have also added the Tecno and Spice range which attracts the interest of the mass market to ease their entry into this fast moving telecommunications industry. Our consistent dedication to the growth of the industry has put us in the undeniable position of being ‘The Lion in Wireless’ ■■ As MTN (U) Ltd’s largest dealer in the country, we are not only the largest airtime distributor in the region, we are also leading in the provision of related services as data with it’s leading edge technology, mobile money financial services and a range of networked phone brands at special deals. ■■ With over 50 retail outlets in the country, we have taken advantage to partner with various suppliers of ondemand products and services i.e. solar, pay television and international delivery.
Our Mission With the power of our efficient distribution model, innovative expansive retail network, talented people and data driven approach we provide all East Africans with trusted, quality, high value mobile products and services.
WHAT DO WE DO?
■■ At Simba, we believe that communication is a right, not a luxury. We have been working hard since the Mobile industry began in East Africa to help make this dream become a reality. We are the largest distributor of airtime in East Africa, working with the biggest network in Uganda (MTN), Kenya (Safaricom) and Tanzania (Vodacom). ■■ We also are one of the largest retailers in East Africa with over 100 retail outlets and are partnered with repu-
WE ARE A ONE STOP SHOP What makes Simba the customers choice? ■■ A well designed MTN mobile money services business structure ■■ Phones and accessories are genuine with security seals and warranty ■■ We carry a wide range of brands e.g Samsung, Nokia, Sony Ericsson, LG, Techno, Spice and Motorola ■■ Have two repair centres (Samsung and Nokia) with genuine parts and expert technicians. ■■ We have branches in Kampala at Lugogo Shopping Mall, Garden City, Kampala Rd Plot 50, Market Street and Mpigi. In major towns such as Jinja, Iganga, Mbarara, Kabale, Masaka
Locations
■■ Uganda, Tanzania, Rwanda, Burundi and Kenya
65
Mbire
Charles Mbire
Chairman MTN-Uganda
Congratulations
Information Communication Technology (ICT) at Nilecom Background
N
“Nilecom being a leading MTN Uganda distributor is at the
ilecom (U) Ltd is one of the biggest franchisees of MTN Uganda Ltd, Uganda’s leading Telecommunications Company. For the past deinterface with many of MTN Uganda’s customers. We are pleased cade and more we have been successful in the business of selling and distributing telecommunication products and services, and have grown to the deliversupport these productsMTN and services through a chain of over 20 MTN-branded sub-distributors and a geographiwith Uganda has given us inoutlets, ful5,000 lling this mission cal zone covering Kampala, Luwero, West Nile and several retail fuel stations. The products Nilecom deals in include Simpacks, mobile and to be with the leadership and success phone airtime,feel mobileproud phone handsets, fixedassociated lines, internet as well as mobile money.
that MTN Uganda has continued to demonstrate both as a business
The thirst for information and knowledge by today’s world is developing at a very rapid rate. Because customer needs are evolving on a daily basis and, and especially the telecommunication industry, this requires innovative andfrom continuousadevelopment of appropriate technologies in inthis very competitive market butsupport also customer service to match these needs. Nilecom sets out to constantly and closely engage with our evolving customers and to assure value to the company, its cusstandpoint. tomers and multiple partners. We continue to do this through harnessing the strategic use of Information and Communication Technology (ICT). This includes our finance operations but also our logistics and sales operations where, for instance, we were one of the first distributors in Uganda to roll out the sale of electronic airtime through point of sale machines and other mobile devices. Because of our adoption of ICT and our search for At achieved this 13th Anniversary celebration the and staff excellence we have many feats in the telecommunication distribution business suchmanagement as being the first MTN franchisee in Uganda to be entrusted with the responsibility of running a fully fledged MTN service centre wherein we offer a range of services including Sim swapping, interof Nilecom Ltd wish to congratulate MTN Uganda and all our net activation on mobile phones, ring tone upgrades and customer registration among others. All our outlets transact their mobile partners money deals through which assurescustomers, them and us of maximum and speed andweb-link treasured andsecurity pledge to ofcontinue with this transaction.
partnership and, especially, to serving our mutual customers well.”
Customer delight forms the first tenet of our corporate culture and customers form our most valued asset. Their thoughts, emotions, needs and experiences drive our success and we can only achieve customer delight through embracing the latest Information and Communication technologies to make our business with them and indeed in our Kampala. other z We are a leading MTN Franchisee based We operate MTN service centres partners valuable, speedy and convenient. We serve our customers with a passion at Wandegeya and Oasis Mall plus a chain of other MTN-branded connect stores in for detail, providing indispensable support to make them successful and deliverKampala, Luwero, Nakeseke and Nakasongola districts where we deal in MTN products ing superior value through our commitment to quality, service and reliability.
and services such as Airtime, Mobile phones and repair, Internet, Mobile money etc.
The above factors have contributed to our growth and as a result we have won several awards and recognitions from various partners including Shell mission; to be leading telecommunication distribution company in Uganda UgandaOur Ltd (Supplier of the yearis2007), MTNthe Franchisee growth and EVD distinguished by the performance award in 2006, MTN Franchisee of the year-2nd Runner up quality of our services. in 2011 among others. Nilecom was in 2007 nominated among the best 50 Uganda, easily communicating. Our vision; is to have a modern companies in Uganda that fresh graduates would wish to work for. In a nutshell, Nilecom as a leading MTN Uganda distributor is at the interface address: Ltd, Corner House, of serving many mutual customersContact speedily and conveniently usingNilecom the power of ICT. We are glad 436/437 to constantly share in the first-to-market ICTP.O. inno- Box 10999 Kampala Plot Mawanda Road, vations and the associated benefits that our principal MTN Uganda has Tel: +256 -done 312 - 712 005 in Uganda in fulfilment of their objective of bringing telecommunication services “everywhere you go” and, more recently, to welcoming our mutual customers to a new world of digital technology.
Contact address: Nilecom Ltd Corner House, Plot 436/437 Mawanda Road, P.O. Box 10999 Kampala - Uganda Tel: +256-312-712 005
Uganda
Telecom
Eliminating middlemen
T
he ICT4D (information communications technology for development) acronym has been thrown around so many times when the topic of global development comes up for discussion. In Uganda, Infotrade Market Information Services’ market price information system (MIS) is one of the growing band of undertakings responsible for putting ICT on the ‘4D’ pedestal. Founded in 2008 as a project, Infotrade says on its official website that it “integrates
68
collection, analysis and dissemination of agricultural and other market information in Uganda”. It sets out to remain relevant by regularly updating price data after its field officers have collected agricultural prices (thrice a week on Mondays, Wednesdays and Saturdays) and duly entered it into a “secure online database”. Infotrade is in many respects a classic example of a second generation MIS that has integrated with other mobile agriculture information tools. It has wholly exploited the increase in affordable access to mobile
phone networks to allow its clientele (which includes smallholder farmers) to gain access to market information via SMS texts. In doing so, it has eliminated some of the legions of market intermediaries, so loathed by President Museveni, that perennially exploit the ignorance of farmers in isolated rural outposts. By providing market information to these smallholder farmers, Infotrade grows transparency in the market by letting the have-nots make informed decisions with various players on the value chain. Infotrade’s market information not only
Telecom
with ICT undertakings buttresses commercial decision-making by letting farmers in on how to price their produce, but also points them in the right direction as regards where to sell. This tracking of supply and demand trends, observers posit, has helped avert food insecurity as traders can now judiciously take their produce to places of lack. Infotrade’s footprint may not be stellar thus far – the MIS covers all central markets in 18 of the 100-something districts in Uganda – but its impact in agribusiness is undeniably being felt. Five years on after its inception, Infotrade
is still a work in progress. Its usage of field officers, the majority of whom are market workers, has exposed it to many growing pains. Being human resource intensive, employing field officers has inflated Infotrade’s bill. It has also left the business undertaking open to criticism with some observers fretting that the field officers could concoct the market price information without going out in the field of study. Infotrade could of course counter this by adding Global Positioning System (GPS) authentications to its mobile phone-based price reporting in-
struments, but this could on the flipside increase the fees it slaps on its users. To cover its operating costs, Infotrade charges what could be viewed as exorbitant user fees (Shs 25,000 per commodity each month, Shs 125,000 for all 46 commodities each month, or Shs 62,500 for market information on up to 10 commodities each month). This, though understandable since Infotrade has to craft a business case, has proven to be quite repulsive to a host of smallholder farmers who are not able to pick up the tab.
69
Telecom
Zerubabel Junior Kwebiha
C.E.O, EzeeMoney 70
Telecom
EzeeMoney Extending ICT innovations to the last mile
E
zeeMoney Limited has sought to leverage the evolving Ugandan ICT infrastructure to extend financial services to the untapped Ugandan population by remotely enabling access to and delivery of government supported services as well as improving economic opportunity. With over 1,500 service center points across the country within 5 months, EzeeMoney operates off an in-house built, multipurpose terminal that is supported by GPRS connectivity. This enables Service Centers transact using any available network. This facilitates the extension of transaction points to the most rural parts of the country. At these service centers, customers are able to access a bouquet of services at one stop. Some of the available services include Utility bill payments, Tv Subscription, Pay School Fees & Tuition, Transfer money into their bank account,Purchase Airtime and Data bundles, Re-pay their loan,deposit and withdrawal of Warid Pesa ,transfer money to others, Just Like That! Customers do not have to register to enjoy any of the above mentioned services, but simply visit the nearest EzeeMoney Service Center with their respective service provider details. To the corporate segment we of-
The EzeeMoney CEO, Zerubabel Junior Kwebiha (L) and the MD National Water and Sewerage Coperation Eng. Alex Gisagaraat launch of EzeeMoney-NWSC press conference.
fer services that help improve the financial management and operational systems, such as B2P services ( otherwise known as bulk payments -allowing clients to effect multiple recipients at a go), P2B (otherwise known as bill pay service - for easy collection
of bills, premiums).These services allow for instant collection liquidations and real time reconciliation, reducing on the risk of pilferage through cash transactions, increased operational efficiencies resulting from automated payment systems.
71
Telecom
The EzeeMoney Hybrid Card is another product all on its own that seeks to offer customers the convenience of a cashless society. Customers are able to instantly reg-
72
ister for the card, deposit e-value, withdraw cash, pay for goods and services that allows third party clients reward/ retain their customers with redeemable loyalty points or have it locked to only
one specific use/service for example only for purchase of fuel Addressing all segments of the market, the card can be used to send and store pocket money to the students/children
Telecom
Some of the EasyMoney outlets
reducing the risk of over expenditure or theft and gives the parents and students total control of their funds. All the above form the basis for EzeeMoney’s proposition to entrepreneurs.
With over 200 bank branches where a service center can liquidate and access float instantly, they are able to earn commission from each of the services offered at their terminal.
With ICT, EzeeMoney is able to facilitate business transactions, government payments, remittances, and innovative retail payments, and bring safety and efficiency to the existing financial system.
73
Applications
Using
Smart PHONE tools to empower entrepreneurs Why mobile phones are the single most transformative technology for development.
Africa is at the center of a mobile technology revolution. The continent has experienced an incredible boom in mobile phone use over the past decade. In Uganda alone, 10 million people now own a mobile phone. Mobile phones are now a way of life in Africa and we’re harnessing their ubiquity to help us achieve our twin aims of massive impact and financial sustainability. By integrating mobile technology tool into door-to-door delivery system, Living Goods is building an end-to-end platform designed to drive demand, increase access, and reduce costs for delivering products that save and change lives. Simple phones are quickly becoming the single most transformative tool for its success: empowering our agents to earn more, delivering targeted health messages, dramatically lowering the cost to market and monitor, enabling real time salesforce management and igniting social connections that drive impact and business success. By fusing together best practice mHealth applications, innovative mobile marketing tools, and robust user training this comprehensive technology platform is quickly becoming the backbone of Living Good’s business model.
74
Applications Game-Changing Mobile Marketing Living Goods is building a powerful client database of nearly every mobile number across the regions it serves. This potent tool is helping it dramatically increase penetration of its life-changing products.
Direct Marketing Every week, Living Good broadcasts messages educating customers on the benefits of its life-changing products, teaching them vital health practices and building the Living Goods brand. “We deploy customer referral programs to spark word-of-mouth marketing to help us grow our customer base. We broadcast key product benefits to generate
demand for innovative new products.” The model used is called A/B testing, to continuously test new SMS marketing strategies that can expand the impact and grow its sales. “Major consumer brands and new product manufacturers alike are finding tremendous value in our customer database and our ability to use SMS to execute effective direct marketing programs.”
Rapid SMS Promotions Sales promotions that once took months to execute can now be delivered in minutes. Living Goods uses timelimited flash sales to create urgency and drive penetration for our high-impact
products. A recent five-day promotion drove a 300% increase in sales of clean burning cook stoves.
Managing the Mobile Workforce Living Good’s comprehensive mobile platform enables its management to instantly reach its entire agent network to tell them about new programs, products, training opportunities, and promotions. “We equip branch managers with smart phones and send them daily performance reports flagging agents deserving praise or needing support.”
Better Health by Mobile Every Living Goods agent owns and uses a mobile phone. For the few that lack one, Living Goods provides credit and installment plans to allow them to purchase a phone at below market prices. “We leverage the speed and efficiency of mobile to driver better health in many ways.”
Real Time Treatment Reminders Every day, agents use their phones to upload treatments for malaria, diarrhea, and respiratory infection in real time to Living Goods data warehouse. SMS reporting cuts data collection time by weeks. After agents send a treatment SMS, their client receives free automated treatment adherence reminders. Simple reminders to complete the course of treatment can dramatically improve health impact.
Ensuring Healthy Pregnancies Agents use SMS to register every pregnant woman and newborn child in their community. Once enrolled, these clients receive automated stage and age appropriate SMS messages to promote a healthy pregnancy and safe delivery. This free SMS service improves health impact and helps agents build
stronger customer relationships that drive more treatments and sales her way.
Quicker, Cheaper Quality Control Before mobile phones all program monitoring was done on foot – a slow, costly approach. Now, when agents log treatments by mobile Living Goods can call or text clients immediately to check the quality and accuracy of diagnoses – dramatically lowering the cost and improving the accuracy of field monitoring.
markets, driving major gains in health education and efficacy, reducing costs for community programs, and opening up markets for new products. Mobile technology is already a game-changer for Living Goods but this game is clearly just getting started.
Help on Call All our agents post their mobile number in every client home. Clients can call their agent any time of day or night when a child is ill to get immediate advice or request a house call. This saves parents time, trouble and worry, and helps kids get treated faster. It may sound simple but providing on-call healthcare is perhaps our most effective application of mobile technology. Mobile phones are undoubtedly the single most transformative technology for development. They are improving entrepreneurs access to
75
Applications
Young app developer shows how ICT can change Uganda
T
ucked away in a corner on the fourth floor of Soleil House is a group of young entrepreneurs discussing how they are going to sell their newly designed myziki app to one of the myriad telephony companies. The floor on Soleil House also houses Oubox, an IT incubation hub that offers space for tech developing entrepreneurs. The hub offers free internet, mentorship and sessions on how to do business. Basically, it is some sort of safe haven for IT developers. Inside the hub is Abdul Ssekalala, one of the brains behind the myziki app designed to help enable artistes upload their music for sale. “We realized that artistes only make money from concerts and caller tunes. So there has to be a way for the people to buy their music. We therefore came up with an online platform for people to buy the local music,” Ssekalala explains. Ssekalala constitutes the plethora of young, hip and impressionable Ugandans trying to create a sort of Silicon Valley in Uganda. The youngster has already developed an app that made him an instant millionaire. A fresh Makerere University graduate, Ssekalala developed a 101 romantic app to bail out lazy heads at writing romantic text messages. “I had a girlfriend at the time that used to send me romantic text messages. I wasn’t the kind that was creative at texts, so I said to myself, ‘why don’t I collect some romantic texts’. I decided to make a collection of 101 SMSes that I thought were romantic, bundled them into one app and marketed it,” Ssekalala said of the inception of the app. The messages, he explains, were initially free downloads, but with the traffic reaching one million downloads, he decided to commercialise it
76
Applications
Team Cipher256, from Makerere University that designed the Winsenga application.
the use of technology. It doesn’t matter how many computers are in a school without technology”. The app developer says efforts should concentrate on developing software because it is much simpler than developing hardware. He reasons that Ugandans can beat people outside Uganda at software and as such should pour their energies into developing Ugandan software as this ultimately creates jobs. “Why pay a foreigner when Ugandans can do it. We need to believe in the Ugandans. I have seen my In other words, apps compete with opera and others in downwith Nokia offering him Ssekalala’s dream loads in a day. If we can produce quality, we an irresistible deal. Originally, is to see Ugandans can do the work. You don’t have to hire a Ssekalala was making money developing tech company from abroad to build State from advertising revenue but applications, and House when as have brains here,” Ssekalala that would soon change when calling others to fix says. the number of downloads hit their computers and In other words, Ssekalala’s dream is to the roof. Now, for every downnot the other way see Ugandans calling others to fix their comload which costs one Euro, he round. puters and not the other way round. “A Uganpockets 70% with Nokia taking the dan shouldn’t be fixing computers; we should 30%, which money is wired at every be developing applications,” he says. end of month. And the progress so far is encouraging. For instance, The youngster sure is not complaining at all. In fact, he has gone ahead and designed more apps with an app has been developed to detect malaria, while anCodesync, his new employers. Ssekalala, however, wishes other one, Winsenga, a mobile app, has also been develthere was more government intervention, saying giving out oped to help expectant mothers check on their babies. It is computers to schools is not enough. “There is no right push a cheaper version of the ultrasound machine. “The ideas have been developed but not backed by govfrom high school to university. Our government strategy is to put computers in schools, but there is no much effort on ernment,” he says.
77
ICT & Health in Uganda
Health
Making Life Eas
1
2 80
Health
ier, Raising standards
4
3
1
Master Plan for Nile Eco City
2
Victoria Floating Restaurant
3
Rock Hotel
4
Mulago Neurosurgery Theater Handover
5
Gulu Regional Referal Hospital master Plan
5 81
Health
Hospitals will never be the same thanks to ICT
A
t Kololo Hospital, three young men are tied up in a room installing an application management hopes will create efficiency in its administration. “It is called Care2X, a management system that will streamline the hospital’s operations. With this system, any of the doctors, nurses, pharmacists or laboratory technician is a click away from checking on for instance, a patient’s medical history. It eases their work by just entering a key,” one of the installers explains. With the system in place, the days of patients carrying cards are a relic of the past. In fact, the use of stationary is slowing being phased out. For instance, if a doctor requests a patient’s blood test, they only need to send a request to the lab technician who after the test sends the results using the same system. Kawalya Kanyerezi, the hospital’s financial consultant, says the impact of ICT on healthcare is not in doubt. “All these smart systems we have put in place are ICT bases and have
82
tremendously contributed to improved efficiency in the provision of services. Take, for instance, biometrics, our patients don’t need to carry cards. By simply placing your print, we are able to tell which services your insurance covers. This saves us from the back and forth movement of whether a patient is entitled to a certain service or not,” he says. Thanks to advancement in ICT, offsite doctors don’t have to worry about not being at the hospital. A system, Kawalya says, has been developed where they can monitor a patient without being at the hospital. He adds that “the system allows the doctors to monitor remotely, for instance, the change in a patient’s heartbeat or blood pressure”. An accounting software, Kwamoja, has also been installed to follow the numbers. Probably the biggest beneficiaries of the ICT evolution are the people in the Radiography department where all manner of scans are carried out. Dr Isaac Nsubuga, the chief radiographer at the hospital, says they are now able to carry out 3D imaging where
pictures can be sent to their international consultants around the world to share their opinions. “That is tele-radiology,” the doctor beams. The same can be done for hearts and biopsies. “That is tele-cardiology and telepathology,” Dr Nsubuga adds. There is also tele-surgery where consultants across the world participate in surgery in real time, looking at real images. Dr Nsubuga continues that archiving patients’ data has also been improved a great deal. The hospital now no longer needs to keep slides, but rather information is kept on computers. The imaging times have also become shorter with everything happening in real time. “It has revolutionalised the imaging aspect in radiography be it ultra sound, Computerised tomography [CT scan] or Magnetic Resonance Imaging [MRI]”. With such groundbreaking developments, radiographers are delving deeper and deeper into the human body. Which is, of course, is music to our ears as we seek to increase our life expectancy.
Health
NMS embracing information and communication technologies National Medical Stores (NMS) was established in 1993 as an act of Parliament to procure, store and distribute essential medicines and health supplies, primarily to government health facilities in Uganda. The agency’s General Manager Moses Kamabare told The Independent that every transaction handled is monitored using internal ICT solutions. He says this method of monitoring has improved on efficiency and cut down on costs. What’s your description of NMS activities in recent years? I can describe the activities as those that have so far helped us to fulfill our mandate for which we were set up. We are up to our game and our aim is to always concentrate on serving government health facilities in time and in a better manner. We have over time increased the stock for essential medicines and medical supplies, improved our warehouse standards among others. Using ICTs we are able to do things faster and in a convenient way. Specifically how is NMS using ICTs to better achieve the objectives for which it was established? We are using ICTs at all levels of management at NMS both from top management; middle and bottom. We are able, with our IT solutions like the Fleet Management System and other in-house solutions, to monitor all our transactions, movements of medicines on the road, the status of our stock, and space in the warehouse among other things. We are able to do strategic analysis of our activities in a very
83
Health
short period of time. We are also able to predict and manage the future of our activities in all aspects. How is your team coping with the ICT solutions at NMS? We are making everyone at NMS aware of what ICT is and the solutions we are using to run our activities. Here ICT is no longer an option. It is something every member of our team has to embrace and use in whatever they do. We offer trainings to our staff about our ICT solution especially on their usage and other areas of operation. We are also planning to engage the board in these trainings so that anyone contributing to this institution knows exactly what we are doing. In other words we want to promote corporate governance through paperless work. How do you rate NMS’s performance in the past when you didn’t have ICT solutions that you have today? It was a nightmare. Things were not moving the way they do today. With these solutions we are able to plan and are trying to consolidate our work with the growing trend of ICTs. Everything now is done online. That was not the case in the past. We are able to calculate the average daily, monthly consumption of our medicines and other equipment. We can also monitor the utilization of our budget and the usage of our equipment and medicines. Once we find any wrong transactions in the system, then we act accordingly. As I talk now, I can see our current stock online, monitor the supplies, do purchases, bar coding, identify the expiry dates, and monitor the vehicles moving on the road, their fuel consumption, the speed limit. This has motivated our staff especially drivers to be cautious on whatever they do on the road. We are able to pay taxes to URA, NSSF contribution via online and in time. We also handle queries from our cus-
84
NMS Delivery tracks fitted with the fleet management system at the dispatch point.
tomers via mobile phones; do communication internally using phones, emails among others. Most of these things used not to happen in the past when ICTs were not in place. But at the moment we see things moving well and we hope to continue thriving and embracing ICTs going forward.
What challenges come with the use ICTs solutions? The challenges will always be there. When you have solutions and they don’t coordinate well then you will have errors recorded in the system. We are in the process of integrating our two systems into one so that whatever we shall
Health
you use ICTs you are actually creating jobs to those who are trained in the sector. You are also helping your team to move with the modern IT solutions, become competent in whatever they do and also helping them appreciate the good about ICTs. We have created more jobs with these ICTs. I have doubled the number of staff here. When you use these ICTs you are finding a way to grow your business, expand and then employ more people. How should government help NMS in this sector? Government should know that we cannot face the future without ICTs. Government needs to integrate all government departments, agencies with ICTs so that we are able to communicate without necessarily moving to those places. It does not make sense to have one agency connected to these ICT solutions when others are not. The systems should help in the areas of procurement and others. Government should look at ICT as a priority and give it the required support.
be doing is smart and recorded in the right place. If you do not have reliable power supply at your premises, reliable internet then you will have challenges because everything is computerized. Sometimes people tend to over use the ICTs and fail to monitor their systems. So it becomes difficult to identify and correct the posted errors. Therefore
you need a lot of internal controls and always monitor whatever is put in the system. People say the use of ICTs in most institutions is killing job opportunities for the unemployed. Do you subscribe to that assertion? That is not a correct argument. When
You at NMS, what major “future� plans do you have for ICT usage? We are planning to inject more money in the ICT solutions in the next 2-5 years. We are looking for bigger capacity software to upgrade from the current one. Next financial year we are planning to commit more funds towards training our staff and purchasing software. We are not going to stop embracing ICTs here. We are open to future innovations, increase visibility of our systems so that we are able to look into the stock of hospitals we serve and dispatch the medicines before even getting an order from them. We are also looking for systems that can help us track the movements of our suppliers so that we do not only need to rely on the mobile phones to know how far they have reached but be able to see exactly where they are. These, in a nutshell will help us plan better and further improve on our efficiency.
85
Health
T
he growing trend of innovations and systems in the ICT sector is influencing the way private companies, institutions, government agencies, and government departments among others manage their business. It is widely agreed that ICTs are increasingly making it better and more efficient to monitor and achieve goals and objectives of companies in different economies. The National Medical Stores (NMS) is one of the government agencies which are increasingly implementing several ICT tools and systems to ensure they effectively manage government medicines and other equipment. NMS has simple hand gadgets that capture information or details of the medicines and other equipment entering and leaving its care. The core duty of NMS is to supply essential medicines and medical supplies to public health facilities in Uganda. To meet that obligation, NMS now uses gadgets and other ICT systems to create efficiency, effectiveness and accountability to its suppliers and the public in particular. NMS primarily serves Public Health Facilities as well as those under auspices of Ministry of Health, Private-ForProfit, and Private-Not-For-Profit at all levels of care in Uganda. Back in 2008, NMS faced challenges of monitoring medicines in transit from the store to the final destination across the country. This all changed three years ago when it put in place a monitoring system called Fleet Monitoring System. This system basically monitors drivers and the condition of the vehicles moving government medicines and other equipment to various destinations. The system is managed and monitored by a fleet manger using a computer.
Advantages Before the system came into play, the delivery of the medicines and other health equipment depended on the good will of the driver. Prayers were always said so that the driver and other officials deliver the right documenta-
86
National Medical Stores benchmarks on ICTs
An illustration showing a Fleet Management System. NMS is able to monitor the movements of medicines and other medical Supplies from the main store up to the final destination.
tion and the medicines safe and accurate. But with this system, NMS officials are able to monitor the activities on the road and ensure that what is moved is delivered in time and in the right place. The system helps NMS to stay in charge of the transported items from the time the driver sets off until they are delivered to the final destination.
The system also helps NMS to manage its costs. Instead of it monitoring the movements on the ground, in this case, they just do it from the head office and in front of a computer connected to the Internet. It also saves time while monitoring the movements of medicines and other equipment. Most importantly, though, it boosts the effi-
Health
An employee uses a hand held barcode scanner to record stock.
ciency side of business for NMS. The system makes officials especially the drivers to focus on their job, knowing very well that they are being monitored by their bosses all the time. The system also records whatever is happening on the road and avails it when it is needed. The system is less susceptible to manipulation because it is hosted
by an independent agency that has to ensure there is a good relationship with its clients. This system is comprehensive and NMS is looking forward to add more solutions to it. The system is another health and safety system since it is able to alert the institution on the speed and the fuel status in the vehicle. The system
Medical supplies labled with bar codes ready for dispatch
87
Health
88
Health
using the system. NMS is calling upon government to ensure that all places are well marked so they can easily be identified on Google maps.
Warehouse ICT For most of the time NMS’s Warehouse used to run on paper. Dispatching and receiving of equipment and medicines used to be recorded manually on paper, and that was a bit tiresome and time consuming. Not anymore. Currently, officials are using simple hand gadgets to capture the details on any items handled in the Warehouse, scanning the information and uploading the data on the Central Data base of the Warehouse which uses the MACS system. It is done automatically. With this system, dishonest officials have no chances of altering the figures of items at the Warehouse because everything is electronic and can easily be identified. Little wonder, the warehouse IT system has improved the receiving process and eliminated the risk of recording errors in the system. The other benefit is that the gadget helps keep information in a central position where it can easily be accessed anytime. The National Store has also developed other internal excel systems/tools like Goods In House Check tool to complement the central system. This system (Goods In House Check) controls and records every transaction handled in the Warehouse. It captures the expiry dates of medicines, current stock, space in the Warehouse, location of the items among others. In a nutshell this system helps NMS to manage the stock of medicines and other equipment. The National Store, however, plans to acquire a new system to handle large volumes of transactions, which the current system is unable to do. Above all there are CCTV cameras in and around the Warehouse to ensure that anyone who steals any equipment or medicine is brought to book. This is part of the internal controls put in place to ensure that medicines and equipment are well protected from fraudulent individuals. To achieve ICT Inside one of the NMS warehouses.
89
ICT & Finance in Uganda
Finance Sector
Smooth trade, cheaper service
O
nly five years ago, the image of Uganda Revenue Authority was that of frustrated men and women, standing in long lines, with piles of paper, waiting to clear their taxes. Many of those that had stood in the queues for close to an hour or more, would lose their patience and throw insults at the tax officials, who they thought were simply too slow. The tension would rise when any of the tax officials would take a lunch break or do something as trivial as taking a phone call. It was worse at the Lands office. Picture an office where old files of jumbled up paper are gathering dust on shelves that appear like they are about to fall off any time. Imagine an office where there is rampant forgery, misplaced paper files, unreliable and inefficient staff. That was the land office. It was a jungle out there. Things have since changed in both places. Redemption has come in the form
92
of Information and Communication Technology. Trade has become smoother and transactions faster as different government institutions, the private sector, and a big section of the public embrace ICT. From the confines of their living rooms, Ugandans are now able to pay their taxes online using Uganda Revenue Authority’s e-tax system. And they can do this at any time of the day. For the lands office, IGN France International, an international consortium, is engaged in the Design, Supply, Installation, Implementation of the Lands Information System and Securing of Land Records project in Uganda. This process involves scanning all paper files and creating a computer database. The purpose of the project is to modernize land records and reduce disputes. The digitalization of the Lands office will go a long way in boosting transactions and help boost bank credit, but most importantly limit the paperwork and easing
verification of documents. The real estate industry is expected to thrive as one of its biggest bottlenecks – the lands office gets sorted out.
BANKS EMBRACE ICT Bank of Africa Uganda captures the entire concept perfectly in its tagline with regards to paying taxes online: “Don’t wait in line, get online. Skip the traffic and jump the queues with e TAX.” Almost every commercial bank in Uganda offers a service of paying tax online. Uganda Revenue Authority says it has witnessed a jump in tax revenues as a result of its online tax system. From the time the e-tax was launched in 2009, URA has increased its annual tax collections by at least Shs 1trillion, a far better performance than in the past, according to official government figures. More revenue collections have led to improved service delivery in Uganda as the government, the country’s biggest
Finance Sector
s as ICT goes to living rooms spender and whom the private sector relies heavily on for growth, implements projects. The most important thing for customers is that the banks’ adoption of ICT has saved them quite a bit of money. George Wilson Ssonko, a banking officer in Bank of Uganda, says that an electronic withdrawal of cash across the ATM costs between 5 US cents to 25 US cents in a Ugandan commercial bank compared to over the counter withdrawals that cost between $1 to $2 per transaction.
MOBILE PHONE The mobile phone has become the best companion for the bigger part of the public. Ugandans can now pay for utility bills like water, electricity, television subscriptions, among others. Centenary bank’s Cente-mobile allows one to pay for services over the phone at a shop that has signed up to the same product.
“Just like many Centenary bank products and services, this one comes with affordable and competitive rates, meaning that customers are going to save a lot of money and time when it comes to transacting with us,” Edith Kababure, the Chief Manager E-Banking, Centenary Bank noted. “It will enable customers pay for the goods at hardware stores, taxis, pharmacies, boda boda, kiosks, retailers, transporters, contractors - you name it. All one has to do is to open an account with Centenary Bank and ask your supplier or buyer to open an account in the bank,” Kababure added. These kinds of online products have limited the costs banks have to incur by opening fewer branches, and the number of staff they need to hire to take care of customers as there are fewer clients heading to banking halls today. But perhaps it is the introduction of mobile money services over the phone that
has created a dramatic change in how ICT has helped spur business, especially the telecom industry. Bank of Uganda’s annual report for 2012 points out that the total number of registered mobile money users more than doubled from 2,299,237 in June 2011 to 5,662,871 in June 2012. The report further states that the total number of mobile money transactions was 148.9 million with a value over Shs 7.2 trillion in 2011/2012, more than half the country’s national budget. In the end, mobile money transactions have increased partnerships between the telecom companies and the telecom companies. Today, banks like United Bank of Africa and Centenary bank are mobile money agents. Banks have benefited from these innovations because they have the cash to allow frequent mobile money transactions. This has increased the access that Ugandans have in case they need to make a cash deposit or withdrawal.
93
0800160160
Finance Sector
Interswitch: providing e-connectivity to banks Interswitch is a payments company whose business covers technology integration, advisory services, and transaction processing and payments infrastructure. In this interview, Interswitch C.E.O Olumuyiwa Asagba speaks about how they are helping financial and government institutions and corporate organizations provide e-solutions.
96
Finance Sector
For how long have you been around? Bankom was founded in 2004 and started operations in October 2004. In 2010, the Interswitch group invested in Bankom and the company name was changed from Bankom to Interswitch East Africa in 2011. Why are your services crucial in the financial sector? We provide innovative payment solutions. Our solutions enable our customers provide products and services that offer convenience; with our infrastructure, customers of banks and financial institutions are able to transact on more channels/ touchpoints like ATMs, Point of Sale devices, the internet and their mobile phones. So you can do more financial transactions at more channels/touchpoints and at touchpoints not owned by your bank. Another key value is that we aid the reduction of costs from the point view of moving cash around. Cash based payment transaction require that we pay or receive money and then have to move those monies to banks. By providing electronic payment solutions with banks, we are able to reduce the amount of cash moving around, and the cost of moving that cash from one point to the next. A third key area we provide solutions around is security. We enable transactions to be done in a much more secure way. You don’t have to carry as much cash to go to a bank branch or to make your payment.
Do your services apply to financial institutions only? Our services apply to financial institutions, government institutions and corporate organizations. Financial institutions include commercial banks, microfinance institutions, and other institutions in the financial services industry. Corporate ogranizations include utility companies, service providers, merchants, retailers, companies in the oil and gas industry and generally government or corporate organizations who require payment solutions. What has been the reception of your services? It has been very positive, we have built good relationships with a number of key banks, service providers, telecom companies and mobile money. So far in the past two years we have been able to add 3 new financial institutions to our network, upgrade our infrastructure and develop products to service some areas of the market which we feel are not yet serviced. For example, recently, we got one of the new banks joining us to issue one of our products which will be a first in the market - a local, secure EMV CHIP and PIN card. Adoption has been very good so far and we expect that before the end of the year, we would have launched quite a good number of products that will deepen our impact on the market.
What exactly are you going to launch? We are going to push our EMV CHIP and PIN card product which we call Verve into the Ugandan market for banks to issue to their customers in place of the Magnetic Stripe cards they currently issue. Also, because we see mobile money as a sort of financial institution that facilitates the movement of electronic funds from people to people, from people to businesses and so on, we are partnering with the Mobile Money Operators to enable subscribers access their mobile money from bank ATMs. Today, you need to go to a mobile money agent to be able to get your mobile money cash. We have 11 financial institutions and over 100 ATMs on our network, we want to allow any mobile money subscriber to be able to go to an ATM and be able to access their money 24hrs a day. You don’t have to have an account in the bank that owns the ATM to access your mobile money. When do you expect to launch these services? We expect to launch our Verve EMV CHIP and PIN with our new member bank before the end of June 2013. For our Mobile Money ATM solution, we launched with one of the Mobile Money Operators last year and that has been picking up since then. We expect to launch with another Mobile Money Operator any time before the end of June 2013 and a third Mobile Money Operator by August 2013. What’s your observation on the rate at which institutions are taking on e-payment? We think it has been very positive. The adoption is not as high as it is in other countries and of course there are different challenges but it has been a very positive trend. As Interswitch we have seen a very positive growth in the number of cards, ATMs and transactions we process monthly. Also, when you consider what has happened with mobile money in Uganda, people are ready to adopt and use products and services that give them convenience and solve certain problems. As a business we are positioned to provide solutions to these problems and the uptake by organizations has been encouraging.
97
Finance Sector
Which banks are on your network? We have DFCU, Orient Bank, Finance Trust Bank, UBA, Global Trust Bank, FINA, Opportunity Bank, Cairo International Bank, Imperial Bank and FINCA. Which opportunities do you envisage? Right now there’s still a lot of room to do more especially for banks. Today most banks have ATMs, most of them also have mobile banking, and some have internet banking. When you look at the products and services banks are providing, there is a lot more you can do. For instance if you take ATMs, even though you can withdraw money, you cannot pay your bills or buy airtime. That is a space you can add more to such that you can use the ATM to do much more than just get cash. Another is Point of Sale devices currently deployed by some banks. Most of those can accept mostly international cards and not local cards. There is a big opportunity to accept local cards at Point of Sale devices. You wouldn’t have to pay as much compared to using an in-
98
ternational card. The Point of Sale is one of the opportunities that can be tapped into. The internet is another big opportunity. It is not such an exclusive service anymore. There is a lot you can do on the internet to enable electronic payments. For example you can book and pay travel tickets online. What challenges are you facing? There are two major challenges; one is the infrastructure to grow electronic payments. For example, it costs a reasonable amount of money to put an ATM at a location and keep it running. Another challenge is demand. Once you have a large enough demand, you are able to bring down the costs. Interestingly, the demand for electronic payments is a challenge but it is also an opportunity that we can take electronic payments and solutions to the unbanked population and enable financial inclusion so that the simple basic payments are transformed from cash payments to electronic payments.
Any projections you can share? Part of our objectives for the next few years is to be able to facilitate regional transaction processing in East Africa such that if you had an ATM or Debit Card, bank account or Mobile Money any of the East African countries, you can come to Uganda and transact or if you have an ATM or Debit Card, bank account or Mobile Money from Uganda you can go to any of the East African countries and use it. So we are going to be able to create a regional infrastructure that can be shared by all financial institutions in the region. We also intend to drive Point of Sale acceptance in the near future so that you can move around without much cash but still be able to make purchase and effect transactions. We are also working on bridging the gap between the banking industry and Mobile Money providers so that you can use your mobile money on traditional banking channels and vice versa. Lastly we intend to have a more dominant market share in electronic payments in Uganda and in the East African region.
Finance Sector
Mobile money
Faster Business Transaction The new mobile phone - based money transfer system is enabling financial access faster than commercial banks have done in the past. Â Bank of Uganda was recently quoted saying the number of users of the mobile money transfer system grew from 2.9 million in 2011 to 8.9 million at the close of 2012. This is nearly twice the 4.9 million bank accounts as of December 2012. Â The size of mobile money transactions has grown phenomenally from 87.5 million in 2011 to 242 million at the end of 2012. The value of the transactions grew from sh3.8 trillion to sh11.7 trillion. This is more than the total amount of money (11.2 trillion) in the 2012/13 national budget. 99
Finance Sector
I
n Uganda, MTN was the maiden telecom company to launch a mobile money platform with the MTN Mobile Money in 2009. Other telecoms soon followed suite with similar service and to date, about nine million Ugandans use mobile money for financial transactions. MTN registered 890,000 users in the first year of mobile money. Initially, the platforms were for sending and receiving money. However, the telecoms have also added more features on the services such as the payment of utility bills for electricity and water, and subscription for services such as Pay TV.
Convenience enabler Mobile money payment solutions have been lauded for providing convenience, saving time and money as customers have the option of not incurring transport costs to pay points. “The reason for partnering with telecom companies is that we want to make it easier for our customers to pay their bills. With customers accessing more payment platforms. Our efficiency is also improving,” Umeme managing director Charles Chapman said recently at the launch of a partnership between the utility provider and Orient Bank. The partnership enables Umeme clients to pay their bills at Orient Bank branches and receive instant reconciliation of their accounts via SMS to their phones. Zerubabel Kwebiiha, the chief executive officer of Ezeey Money, says the addition of payment solutions on mobile money services is becoming critical for growth of mobile money trade. “As the explosion of mobile money financial services continues, the uptake is going to boil down on the customer experience, the security features and how much a service can offer,” he said, after NWSC launched a payment service with Ezeey Money last week. Utility providers such as Umeme and National Water and Sewerage Corporation (NWSC) have partnered with mobile money service providers to ease payment systems and concentrate on their core businesses of power and water distribution respectively. “We have had so many challenges with cash offices, such as transporting money
100
to the banks and robbers breaking into our offices. When we started e-payments in 2011, we solved some of these issues,” said Eng. Alex Gisagara, the acting managing director of NWSC.
Mobile money payments rising fast The head of Warid Pesa, Brian Kimathi, says the service has seen an upsurge of customers paying their bills and different services since their launch of the pay bill services.
“Our subscriber activity has surged up at about 5%, month on month since we launched our pay bill service. We are seeing a serious uptake (on bill payments on Warid Pesa) because of effectiveness and efficiency,” he said. Nuhu Kanyike, the Airtel Money director said: “We are seeing the graph (of mobile based payment solutions) shooting up. We are seeing more customers turn to the mobile phones to pay their bills.” Kimathi and Kanyike made the remarks shortly after Warid and Airtel, as a result of their recent merger, jointly announced
Finance Sector
Airtel customers being attended to at one of their service centres.
a mobile-linked bank account service with Equity bank last week. “Since we introduced electronic payment solutions four years ago the number of subscribers using the various options has grown steadily. An average 45% of our customers now use these solutions to reconnect their subscriptions. We plan to roll out more online solutions in the next few years,” said Charles Hamya, the general manager of MultiChoice Uganda.
Why do some people still queue up in banks?
Skepticism getting the better of consumers is responsible for some people still lining up in banks to pay their bills, Kimathi reasons. “Technology is very interesting. We have the first movers who embrace technology right away, while others sit back and wait to see whether that piece of technology makes sense to them. Of course there are questions about fraud and security, but I am confident of growth in the next one
year or so,” he said. The cases of fraud on the mobile money platform have increased in recently, with some employees of telecoms allegedly conniving to defraud their employers. Last year, MTN lost billions to fraud on its mobile money platform. Hamya says: “A number of people still prefer to queue up but it is only a matter of time before this changes, part of the reason for this disparity is cultural/historical. Many Ugandans still feel they need to interface with someone when they are making such
101
Finance Sector
A parking attendant using a vending machine to make a payment
a payment.”
The future “We are trying to create a cashless economy. We are also trying to enable customers without bank accounts to access financial services. The mobile phone is increasingly becoming an enabler for financial services. Very soon, we might go into savings,” says Kanyike. “The revolution of the mobile phone beyond just voice calls is fast facilitating financial inclusion.” “We expect this figure to grow substantially going forward especially as more people become comfortable using the platforms, technology improves and we increase the number of solutions available along with our partners. We see the mobile phone being a key driver of this process going forward because it converges many of the payment solutions in one device. It is going to become the new currency for transacting business,” Hamya reasons. He further calls for a number of interventions to further up the numbers of mobile money financial services.
102
“Mobile money operators have to increase the levels of awareness for their services, they will need to integrate with commercial banks and also need to enhance on the performance and stability of their platforms. On our part, we are interfacing these pay platforms with our subscriber management system meaning that the moment a subscriber uses the system their payment is automatically updated on their account as well as get their service restored immediately. So we are pushing the concept of convenience to our subscribers.”
Where does this leave the banks? As the uptake of mobile money financial services grows to include payment options, banks have seen part of their business eaten into as more people pay up through the mobile phones. As a result, some banks have forged partnerships with telecoms to tap into the blossoming mobile money business. Orient bank executive director, Ben Lewis says it is important that the banks
stay abreast with the evolution of the capabilities of the mobile phone. “As banks, we have to keep in line with technology. If you don’t move with the times, you miss out,” he said. Equity bank executive director Apollo Njoroge says banks still have a critical role, even as mobile commerce is on the rise. “Moving forward, the banks have to integrate with telecom companies. The issue is working together, because at the end of the day, when people deposit money to the telecoms, it ends up in a bank,” he said. Kwebiiha says the disparity between transactions on mobile money financial services are simply an extension of the core banking industry. “A lot of the transactions on mobile financial services are still of low value, while the transactions in the banks are still going to be of high value. Mobile money financial services cannot get rid of the banks and the reverse is true. There is no competition between the two, if there is, it is minimal,” he said. Over 70% of mobile money transactions are below sh70,000. However, more people are keeping money on their mobile accounts for longer. The maximum one can withdraw is sh5m per day.
Finance Sector
ICTs have made us the preferred Bank As a market leader in the banking sector in Uganda, how are you using ICTs to better serve your growing numbers? he business thrives on ICT as a competitive advantage. As a bank ICT provides the platform for business growth, product alignment to the entire strategy of the bank and translating the business vision into affordable IT solutions
T
What major ICT solutions are you financing/using to efficiently run your business? We have adopted a centralized operating platform making use of network or communication solutions to provide the right service and acceptable availability of our core applications. Of late commercial banks have been compromised by smart individuals who accessed banks details and done bad deals at the expense of the customers and the banks. What key measures are you putting in place to protect yourself from these people? Our platform has inbuilt maker checker controls which facilitate dual functionalities and promotes the desired controls. We have also deployed enhancements to our ATM’s to ensure we minimize the risk associated with card frauds. The key check point also relates to the staff where we have exposed them to fraud awareness training to bring them up to speed.
Stanbic Bank is the market leader in the banking industry in Uganda. It does both wholesale and retail banking among other services. It is also a listed company on the Uganda Securities Exchange (USE). The Bank’s Head of IT, Sylvia Namusoke told The Independent that they will remain a market leader, playing a critical role in the development of ICT in the financial sector.
Finance Sector
What special links do you have with other businesses and government departments and agencies in the area of ICTs (say partnerships with telecoms on mobile money, URA, etc‌)? We have established business relations with UTL, MTN, Warid, and Orange for the provision of our Data communication network connecting all our branches. We have also partnered with URA and MTN by providing them with business solutions to facilitate our transactions with them. So, how have these ICTs impacted on your business as bank generally? These solutions have positioned us to be the preferred bank for our esteemed customers. The growth in the numbers, customer service, improvement in our turnaround time are good indicators of the role of ICT in our business ICT is used to promote online banking. It is also used in storing information on credit cards, cash cards and debit cards. How successful has Stanbic been on these fronts? Our online banking suite has been re-or-
104
ganized to facilitate customer transactions in more friendly way with the right security and controls setup to protect the interest of the customers. We have implemented international security standards to protect the customer information on credit cards. We have also purposed to partner with card processing companies that have implemented international security standards for their systems. Our channels space is making a lot of strive in ensuring customer satisfaction What investment plans do you have for the ICT sector going forward as a bank? We plan to invest in more state of the art solutions in the product category, build and implement an autofail over recovery site, as well as enhancing cloud computing to facilitate and enable business operations. We shall also be investing in the communications area by introducing WAN optimization solutions and enhancements in voice technologies. ICTs provide strong marketing platforms for businesses through social networks and various accessible websites. How is Stanbic using these platforms to reach out
to its customers? Currently, the bank is in the planning phase to build a robust and engaging social platform. However, at Group (Standard Bank Group) level, a lot of work has gone into our social sites, and channel space serving as a marketing platform for our business products and offering. We believe we need to get our customers well informed of what we offer them to meet their financial needs Where do you want to see Stanbic in ICTs in the near future? Stanbic will remain a market leader, playing a critical role in the development of ICT in the financial sector. The right structures have been put in place to further advance the business plans in making the customers happy What’s your last word on this? Stanbic Bank is setting the pace for the others to emulate. Our commitment is to our customers and the people of Uganda to build a vibrant and dynamic banking environment by leveraging on ICT to be customer centric, efficient and gain competitive advantage.
Agriculture
N
ovus International prides itself in Solutions, Service and Sustainability. Novus is energetic, street smart, well-educated and somewhat idealistic. Novus embraces science and has a sense of curiosity that stimulates innovative thinking and actions toward everything it does. Novus’s mission is to make a clear difference in sustainably meeting the growing global needs for nutrition and health. Its vision is to help give the world affordable, wholesome food and achieve a higher quality of life. Their core values are to maximize longterm customer satisfaction by anticipating their needs and exceed their expectations; provide products with demonstrable value through research that leads to edge concepts and supply preferred products and services; acting with integrity by treating all stakeholders, employees, customer, suppliers, business partners and owners and the public in a fair and ethical manner. The company protects its employees, the public and the environment by making health and safety, security and environmental considerations a priority in all that they do. It seeks excellence from all employees, expects and supports alignment, diversity, individual growth, initiative as well as team work.
NOVUS NENO Together with Esoko, Novus has put together a new solution and service for Africa. NENO forms a key component in Novus Africa’s Promise by bringing more through providing technical tips via market data as well as reaching the customers through intermediaries and end users. NENO is a mobile Livestock Sales and Marketing Information Support System. The word NENO means “Word” in Swahili, a widely used language in East Africa, some call it the “true African language”. When you talk about NENO in East Africa, you talk about something you trust. NENO is a cost effective way of reaching farmers as well as many other key actors in the livestock value chain. It helps bring awareness of improved nutrition in animal feed, which is relevant toward their income. It also helps farmers better manage their livestock with regards to their nutrition. The mobile platform works where the company has agricultural providers such as news and agronomy advisers, price information providers and weather information providers.
106
Novus: Connecting farmers with ICTs With these key providers, Novus is able to provide a flow of content, which reaches the farmers via SMS information alerts that seek to keep the customers engaged and build trusting relationships by providing prices as well as technical advice. By providing technical advice, Novus is helping the farmer to manage his livestock as well as help plan for certain strategic times of the year. Providing market prices can be quite meaningful to the farmers especially prices on commodities such as maize. NOVUS NENO is a marketing and commercial tool via the mobile phone, which is considered the “default device in Africa” versus the internet and currently has over 700 million users amongst a population of one billion of which only13.5% are internet users.
BENEFITS The company has profiled farmers and millers who are clients of NOVUS, in Kenya and Uganda onto the mobile platform, allowing NOVUS Africa - Eastern Africa branch to have ready access to data on clients, and to be able to easily communicate with them. NOVUS East Africa intends to house all its client profiles on Esoko, a process which the company has commenced on. The company is able to run an SMS campaign that shares information on upcoming
farmer and miller trainings. With this innovation, customers are now assured of continued product information, informed of training sessions, as well as other relevant topics regarding products, technical assistance and more in the palm of their hands, at no extra charge. NENO, therefore, is a tool aimed at marketing solutions. The three main solutions the company is concentrating on are: ■■ How to reduce feed cost. Here they concentrate on MHA, Santoqiun and Cibenza; how to improve animal products, here they concentrate on MHA, Mintrex, LACPAK and Cibenza ■■ How to deal with poor quality of raw materials by concentrating on Toxiban and Santoquin. Novus NENO also acts as a training device with educative messages and problem-solving offerings. It is a tool to help improve animal feed nutrition as well as a way to build trusting relationships. It is also a tool to provide technical assistance and a friend, who can help manage livestock at strategic times of the year. The company set NENO up in three phases. Phase one was launched in East Africa, which is proving itself in the field. Their next step is to expand into other regions, which they are currently doing by growing their footprint in Nigeria.
For more information contact Novus Nutrition Products Africa Limited | P.O. Box 21885 Kampala (Uganda), Shoppers Plaza Shop A/F/16 Mobile: +256 775879264 | Office: +256 703 879264 | Email: peter.ssenkungu@novusint.com Website: www.novusint.com
Richard Byarugaba Managing Director, NSSF
Pension Sector
Easy and convenient services with NSSF
Enterprise Resource Planning (ERP)
N
SSF rolled out an Oracle based system in 2004 that also was integrated with a biometric and workflow solution. However the poor implementation and solution integration became a challenge for the Fund and its members. Processing of transaction fell back into manual mode and statements couldn t be easily printed out. This further impacted negatively on the existing member data problem. However in 2007, the fund hired a consultant firm to fix and stabilize these issues with a lot of success. In 2011, the Fund went on to upgrade and enhance these systems into an efficient web based solution that is now able to manage and administer members transactions. Disaster Recovery Solution (DRS) For the first time in its history, the fund recently invested in a real time data replication solution for its mission critical processes. This means members data can be available for use within an hour of a declared disaster with minimal or no data loss. This was achieved through the use smart storage replication within a fully virtualized server environment. This avails core applications and communication systems in the event of a declared disaster. Customer Relationship Management (CRM) Solution NSSF is now able to track and understand its customers/members needs and interactions. The CRM solution that was installed is now able to track all customer interactions from all 20 branches, call center
or social media. These interactions can now be analyzed and customer’s tailored attenstion can be delivered on this basis. Online Web Presence NSSF has a newly designed interactive website with social media integration for Facebook, Twitter and YouTube. A self Service page has also been included for customers to access the online statements as well register online for 1st time members. This has greatly improved the Turnaround Time for member registration as well as improved the customer experience by providing an affordable, instant and secure way to
access statements.
Electronic Channels NSSF has invested in over 6 channels for electronic interaction with our members. ■■ E-statements via the website ■■ SMS Statements and inquiries ■■ Toll free Call Center ■■ E-mail statements for secure and convenient saving’s tracking ■■ Voice statement – customers can now have interactive voice responses (IVR) for their balances (also good for members that are visually impaired)
109
Pension Sector
instantly at any of our offices countrywide ■■ Mobile App – Trendy technology runFaster resolutions of customer queries ning on mobile devices as an native ap(within 12 hours) plication for interaction and statement Instant feedback via social media platrequests. forms on twitter (@nssfug) and How has this investment facebook (nssfuganda), toll in ICT improved the Funds free line, online via NSSF internal business prorvice has Se er om st website www.nssfug. cesses? Cu of se u e th h it org The upgrade of the improved w d an r Electronic transfer ERP has now revised all Cente the CRM, C of member contributhe efficient processe annels as w electronic ch tions (e-collections) ing on claims from 60 more le to reach – no queuing in days to an average of are now ab any gh u ro th s banking halls by the 10 days. This has also customer . ce oi employers improved the registrach their channel of Online employee tion from 25 min down (member) and employer to about 3 minutes for onregistration – no queues at regline registrations. istration centres, less time taken to Less time and money is now spent on register (3 minutes) How has it improved statement issuing as more than 50% of the the quality and integrity of your data (and requests are now online and electronic. obligations)? Customer Service has improved with the System based verification levels – veriuse of the CRM, Call Center and electronic fication of data at all levels to ensure data channels as we are now able to reach more integrity Supporting innovations in data customers through any channel of their management C-Speed tool (software dechoice. Data Integrity issues that were fast veloped to enable electronic transfer of growing due to poorly integrated systems members contributions data to the Fund’s were overcome through the upgrade. database (after system verification) How has it improved the quality of serE-collections (electronic transfer of convice to your customers? tributions to the Fund’s accounts in various Faster processing of member benefits banks) (turnaround time now at 10 days from over Data isolation tool (sub-data base that 60 days 2 years ago) enables independent tracking of member Online tracking of benefit claims via the data/statements that has already been NSSF website cleaned and verified) Easy and convenient access to stateFaster update of member statements ments – contributors can access their stateFaster resolutions of customer data ments anytime, anywhere via SMS, onqueries line). Members can be issued statements
110
Pension Sector
111
Pension Sector
Transforming service delivery through ICT A satisfied NSSF member’s experience Andrew Mwenda made his first contribution to NSSF when he got his first job at Monitor Publications in September 1996. However, it was not until 2008 – more than a dozen years later - that he got his first statement.
O
ver that period of time, he says he did make a couple of attempts to get his statement from NSSF but every time they would tell him to come back after two weeks. “Then after two weeks, you find they had forgotten and they would tell you to come back after two weeks; then I would forget myself to go there and then remember after three months. Sometimes I would not have the time,” he says. “I saw my first statement in 2008 but even then it took quite a while to get it.” After that experience, Mwenda did not want to stress himself again over getting another statement from NSSF. But about three years ago, he was passing by Workers House - the NSSF headquarters – and saw an NSSF office on the ground floor. He decided to casually enter and see what was going on in there and in his usual carefree style, he yelled, ‘you guys, I want my statement now.’ Given the past experiences, he thought they would say, ‘okay we shall call you to pick it after two weeks.’ He would be pleasantly surprised. “Within about two minutes, they had printed a statement and handed it to me,” he says. “I said, wow, this is
112
amazing.” To his further surprise, the statement he was given was dated to the first contribution he made in 1996 plus all the details including the interest he had accumulated. As a journalist, Mwenda has over the years been hearing numerous complaints from members as regards accessing information about their savings in NSSF. He would understand because he shared their experiences. Today, Mwenda says he is amazed at the transformation the organization has undergone in that area. Now, he says one can get a statement printed out
“It’s amazing how investment in ICTs makes things easy,” says Mwenda. “I think NSSF has done an extraordinary job of modernization through ICTs.”
in a matter of minutes. Even when one doesn’t want to go to the NSSF offices physically, one can receive an e-statement on his computer in the office or home or smart phone instantly wherever they are. Also, one can get the information via an SMS on an ordinary phone. “It’s amazing how investment in ICTs makes things easy,” says Mwenda. “I think NSSF has done an extraordinary job of modernization through ICTs.” Going forward, Mwenda as usual, has some advice for NSSF if they are to improve service delivery even further. He says beneficiaries should not have to travel to an NSSF office to process their benefits when they hit retirement age. “Instead, a person should have an e-account, and once a member hits retirement age, the system should automatically start transferring his/her money to that account,” he advices. He says e-banking is now the trend for most modern financial institutions worldwide. NSSF too, he says, should be able to create a system that makes it unnecessary for members to travel to NSSF offices physically to process their benefits. This, he says, could also help the organization to reduce administrative costs in terms of customer services.
Pension Sector
Andrew M. Mwenda
Strategy Director, Independent Publications Limited 113
www
No.1
Best Telecom 2012
Best Mobile Money Service 2012
East Africa’s Super brand 2012 - 2014
Charles Chapman
Managing Director, UMEME
Utility
Umeme embraces ICTs to better service delivery Power distributor Umeme Uganda Limited is investing heavily in Information and Communications Technologies (ICTs) to ensure service delivery to its growing number of customer. The company’s Chief Financial Officer (CFO), SELESTINO BABUNGI spoke to THE INDEPENDENT about their ICT developments.
U
How is Umeme using ICTs to improve efficiency and better service delivery? meme’s core business is to distribute and retail electricity to end users in Uganda. We value ICTs and take opportunities in investing in technologies that enhance the customer experience both from transactions and network management to “keep the lights on”. Managing the distribution network using technology enables faster electricity restoration times and emergency response for safety incidents. For day-to-day interface with customers, technology has revolutionalised the way we engage, interact and serve our customers. Customers no longer need to visit our offices for complaints lodging, inquiring about their account balances or bill payments. They can do all this using ICTs. In addition, to the over 500,000 customers, Umeme employs about 1,400 staff who require constant communication and ICT solutions to effectively execute their day to day jobs. As a power distributor, what ICT solutions or projects are you looking at to aid your growth? Umeme has recently implemented a number of solutions to enhance efficiencies and good customer service. One of them is SCADA, which is used to monitor and control the distribution network. We have 100 percent remote visibility of all substations and main feeders. The other is TouchPay, a payment system or platform that integrates bill payments using Mobile Money, banks and cash office payments. This solution enables customers to pay their bills anytime. Customers can also query their outstanding account balances at any given time. TouchPay has also been integrated with the Pre-Payment system where our customers on Pre-Paid Metering can purchase electricity credit using mobile money at any given time of the day within the comfort of their
houses. Umeme recognizes the current challenge faced in delivering electricity bills, partly due to the limited address system in Uganda. With e-billing, the electricity bill is sent to their email account straight after billing. We also have one of the best call centres in Uganda, operating 24/7. Customers can call in to log their complaints or request for information or report dangerous networks requiring our urgent attention. Feedback received from customers using this channel has been encouraging as their issues raised have been addressed. We also use the SMS platform to pro-actively communicate to our customers on network outages, public safety, account bill balances and eminent disconnections due to account arrears. We also use Automated Meter Reading (AMR) that monitors large consumers’ electricity usage in real time. As we continue to rollout Pre-Paid Metering, the company is implementing a hand held meter reading solution, with the capability of onsite bill printing. How unique is the SCADA monitoring system
117
Utility
from other similar systems used in other places? Like I said, we have implemented a SCADA system to remotely monitor and control the distribution network. For the consumers, this means that a problem on the distribution system can quickly be identified and rectified in real time, thus reducing the outage time. The system also monitors the quality of supply through providing feedback on frequency, current and voltages on the major distribution lines. Corrective action is taken to address noted deficiencies. From the safety perspective, the lines can remotely be switched off in case of emergencies, say in case a member of the public gets in contact with conductors or other electricity-related emergencies. From the efficiency perspective, the system has freed some time for our technical staff, related to operating the networks. This enables them to focus on other technical works. So, specifically how have other solutions aided the delivery of services over the years? The solutions have all been useful to delivering efficiencies and enhancing the customer experience. We are satisfied with the continued uptake and confidence in the systems by our customers. For instance, since the launch of ‘TouchPay’, over 35 percent of customers now pay their bills through the alternative payment channels compared to seven percent before the project rollout. In April 2013, we received Shs 3 billion of customer bill payments through Mobile Money. Our strategy is to continue sensitizing the public on these channels until January 2014 when we will no longer be collecting cash through our service centres. The uptake on e-billing is also good with now 15,000 of our customers registered for the service. We encourage others to register by visiting the Umeme website or contacting our call center or service centre. What challenges have you faced while embracing ICT? These services mainly depend on internet connectivity. Sometimes these commu-
118
e-commerce? The deliberate government policy of promoting ICT usage will go a long way in increasing usage levels across the service spectrum. Our brothers in Kenya are ahead in the queue in the region, including setting up a “Silicon Valley” in Nairobi. As most agencies, companies, banks and telecoms continue to use ICT in their operations, the uptake will certainly increase.
nications systems are not as efficient as they should be. However, we note the significant investments the telecommunication companies are making in the areas of data and voice quality improvement. The other challenge is the acceptance of these systems by our customers. We continue to provide education and information to build the confidence in the systems. The good news is that other service providers like banks, National Water & Sewerage Corporation, Uganda Revenue Authority and the telecom companies have deployed similar ICT solutions around service provision. Consumers find synergies between the solutions. We commend the Government of Uganda for its deliberate policy on promoting ICT usage in the country. What investment plans do you have for the ICT sector going forward? Over the medium term, Umeme’s major investment will be in pre-paid metering rollout to all domestic and small commercial customers. This investment requires significant capital in excess of US$120 million. The increase in customers on prepaid metering provides opportunities for other investments in vending systems for our agents. Isn’t the low uptake of ICTs in Uganda affecting the speed at which you are dealing with your customers especially on
ICTs provide strong marketing platforms for businesses through social networks and various accessible websites. How is Umeme using these platforms to reach out to its customers? Umeme recognizes the potential in reaching the public through social networks and accessible website. As a public listed company, our website is the first point of contact with existing and potential shareholders/investors. We endeavor to keep the website updated with relevant information. On the social media front, Facebook, Twitter and other chat rooms/blogs are fronts consumers use to share experiences on products and services provided by several service providers. At Umeme we not only take the opportunity to address or attend to matters raised in these, but also educate the users on our mandate and what we deliver. For instance, during the load shedding era in 2011, we endeavored to explain the difference in Umeme’s role as a power distributor as opposed to the power generating companies. The other topical issue has been setting of electricity tariffs, which is a legal obligation of the Electricity Regulatory Authority. Your last word… Adoption of ICTs is the way to the future and those institutions not harnessing or adopting ICT solutions will miss on opportunities on increasing efficiencies and relating to their consumers. At Umeme, we continuously look at the service provision chain for opportunities to ICT. We look at what our peers are also doing or investing in, their experiences and whether similar solutions can work in Uganda.
Utility
Putting the customer first
U
meme started its drive to upgrade its customer care services in 2007. According to Daniel Tumuhimbise, the customer relations manager, this was because there was an urgent need to strengthen the relationship between the company and its customers. Before then, customers had to walk in to the few service centres, to lodge in a complaint. This process would sometimes take long before being worked upon or even not solved at times. This meant that Umeme had to change its system and make it user-friendly and more efficient in order to improve their service delivery. This drive started with the increase in the number of service centres, which made it
120
easy for customers in different areas to lodge their complaints, pay bills and get power connections and reconnections easily. However, the company still found it necessary to create other channels, which would make it easy for customers to access them. This made it necessary to put in place toll free lines, which would help customers lodge in complaints such as power outages, rotten poles, cut wires, illegal connections.
Process In order to manage the complaints made by customers using the toll free line and other numbers for complaints, Umeme had to put in place a call centre. The call centre is operated 24 hours daily. This requires people to work in three shifts with each shift
being operated by 40 people, who are dedicated to solving customer complaints and calling back to get feedback on the service delivered. The centre receives a sizeable number of calls daily, which are forwarded to the responsible personnel, who handle them immediately. Investments in the SCDA system, has improved visibility of faults on the network. Outages can now be detected as they happen and resolved instantly. “All our substations will become visible in the second quarter of 2013. We are continuously training our customer service agents for better service delivery,” he says. Tumuhimbise adds that today, one doesn’t have to come to Umeme offices
Utility
concession, a network restoration plan was developed as part of the concession agreement. It obligated Umeme to invest $65m and, in addition, materials worth $11m were provided under World Bank funding. According to Simbiso Chimbima, the Umeme chief technical officer, the restoration plan was initially guided by a network study carried out by an international firm, Lahmeyer International. “The scope of the study covered the generation, transmission and distribution networks and provided indicative levels of investment requirements for lines, substations, switch gear, along with environmental costs,” Chimbima explains. In 2008 and 2010, Umeme undertook a network audit project to fully document the network assets as well as their condition and document on a GIS database. The major findings were that the initial assessment understated the required investment to restore the network. A new investment programme was then developed. The highlights of the investment programme on the network to date take in a total of $132m, which has been invested in the network since Umeme started in 2005. “As a result, 130,000 poles have been replaced on the network, 7,000km of conductor have been replaced, while 5,600 distribution transformers have been added to the network,” reveals Chimbima. A new Supervisory Control and Data Acquisition system was implemented and completed giving full visibility and controllability to Umeme substations, while 17 of our substations were rehabilitated. Two new sub-stations were constructed and two more are at commissioning stage. These also help us serve more people, and in the same regard, some substations were upgraded to match the growing demand.
for anything. “This is because we launched an SMS platform, which we use to blast messages on safety, account balances and planned and unplanned outages. The e-billing and email services all allow our customers to transact business with us anywhere they are,” he says. Umeme is encouraging customers to send in their account details to callcentre@ umeme.co.ug so that they can receive their bills via email, which is cheap and efficient, Tumuhimbise says. So far 3% of the customers are receiving bills via email and they hope by the end of the year 10% would have subscribed to the system. Umeme has also signed agreements with up to 14 major banks to ease bill payments. These include Standard Chartered, Barclays, dfcu, Centenary, Crane, Postbank, Bank of Africa, Citibank, Stanbic and Equity among others. The company is also launching an onsite billing system using the handheld meter reading technology. “We have already signed off the contract for this service. This will help reduce the number of visits our agents make to customer residences,” he explains. The company is also opening more outlets in Ntinda, Kisementi and Najjanankumbi to get nearer to the customers. With continued investments in improving the existing network and building new substations, power reliability will be achieved. “Our customers in Kamuli, Gulu, Masindi and Namugongo where we replaced lines, are now enjoying reliable power supply. We are committed to continuously communicate network improvements to our customers,” Tumuhimbise says.
Other systems This system, which has already been effected in some parts of Kampala, has enabled customers to do away with abrupt disconnections, billing issues and inconveniences like opening gates for meter readers and bill deliverers. As a result of Umeme’s improved customer relations and service delivery, the time of responding to customer complaints has been brought down to six hours. Re-connections are done within 24 hours of payment and new connections are now done in three to 12 days depending on the type of service needed.
Moving forward
State of the network Seeing that Umeme inherited a dilapidated network in 2005, at the beginning of the
For the next three years, Umeme says its strategic focus shall be to radically improve supply reliability through investment in new network assets to match growth with construction of two sub-stations per annum and the associated backbone lines. Rolling out smart grid technology, in particular distribution automation to minimise the number of customers affected and the duration of interruption due to a fault.
121
Eng. Alex Gisagara
Ag. Managing Director, NWSC
Utility
ICTs at NWSC; a true
revolution in the workplace
N
ational Water and Sewerage Corporation (NWSC) is a utility parastatal that is 100% owned by The Government of Uganda. It was established in 1972 under decree No: 34. The primary mandate of the NWSC is to operate and provide water and sewerage services in areas entrusted to it, on a sound, commercial and viable basis. As a public utility, NWSC has a mission to serve the poor community through its pro-poor initiatives. Some of these initiatives include the provision of pre-paid meters offering pro-poor tariffs, construction of public toilets in a bid to address the waste disposal challenges within these communities and involvement in other corporate social responsibility services and activities. NWSC also has an External Services Department that provides consultancy services to sister organizations within and outside Uganda. NWSC has provided consultancy services to clients in Uganda, Kenya, Tanzania, Rwanda, India, Nigeria, South Sudan, Zambia, and Trinidad and Tobago among others. NWSC VISION: To be The Leading Water Utilityin the World NWSC MISSION: To Provide Efficient and Cost Effective Water and Sewerage Services, Applying Innovative Managerial Solutions to the Delight of Our Customers
ICT at NWSC In the past, National Water & Sewerage Corporation was reliant on paper-based and manual processing for all its office operations including; billing & customer care management, financial management, Human Resource, internal and external communications, etc. As can be expected, this mode of operation was cumbersome and tiresome, generated enormous amounts of paper work, riddled with errors and prone to manipulation and loss. Because of this, the business of NWSC was marked by delays in billing, inaccurate and unreliable bills, over staffing, paper-filled offices, inaccurate financial reporting and information that result from that kind of operation and set up. Whereas the computerization era of NWSC began in
1990 with the automation of the block mapping exercise, the real transformation and dependency on ICT systems took place around 1993. In 1993, National Water and Sewerage Corporation started to automate their operations by introducing a billing system. This was ground breaking technology at the time. This technology ensured that now customers could get timely and reliable bills, customer information was well maintained and managed and fewer staff were needed in the billing process. The benefits of this infusion of ICT into the Corporation were not lost as it became obvious that the much needed change in the Corporation would only come through the use of different ICTs. However, this predated the availability of data connectivity and was therefore set up as a decentralized system. Following the immense success of the Billing systems, NWSC brought in the Accounting Package to help in the Finance and Accounts processes. This was at the advent of the data networks in the country and NWSC moved to leverage this new technology by implementing networks. At the turn of the millennium, NWSC implemented a Wide Area Network (WAN) to ensure connectivity between its Head Office and its upcountry offices. The successful implementation of this WAN became the backbone of many other ICT solutions that were developed within NWSC. At the centre of this, the motivation was always to make customer interaction easier, make it easier for the Improved ICT technologies used at the NWSC Call Center
123
Utility
customer to pay his/her bills, make our bills more reliable, and to make work easier for the NWSC staff to effectively serve our customers better. Indeed, this is an ongoing journey where, NWSC is always seeking to leverage the advancement in technology to enhance our customer experience and make work easier for its staff. Some of the ICT innovations developed by NWSC over the years include;
On-Spot field billing Solution The on-spot field billing solution was designed to ensure that customer bills are produced at customer premises as and when their water meters are read. The rationale for this is that previously there was an average of 15-20 days delay between meter reading and billing or delivery of the bill to customers. Customers would therefore always query the accuracy of the bills given the gap between reading and bill production. Additionally, there were many back-office data capture and entry processes, leading to input errors. The introduction of the on-spot field billing solution, has greatly improved the transparency of business relationships between NWSC and her customers by allowing customers to cross check the accuracy of the bills on site. This is made possible because they can check and confirm the meter reading which takes place on the same day as bill production at their premises. The solution also eliminates the multiple data entry sessions and the use of hand-written meter reading sheets. This has greatly improved the accuracy of bills and the timeliness of bill delivery. It has also removed the need to visit the customer premises several times i.e. for meter reading and for delivery, since this happens in one visit, reducing interruptions to customers’ privacy. This solution has already been implemented in Kampala, Jinja and Entebbe. These towns account for over 80% of NWSC customers. The roll out to other towns should be complete by August 2013.
The on-spot bill issued instantly upon taking a reading at a customer’s property.
E-Water Payment Solution
Following the reception and successes registered with the on-spot field billing solutions, customers demanded for a solution that would allow them more convenience in paying their bills. This was the advent of the e-Water payment solution to complete the commercial cycle. The e-Water payment solution was designed to offer convenience, speed and flexibility in making water bill payments. With the e-Water system customers make payments over the counter at any partnering bank and through direct debits, customers can also make payments through the mobile money services provided by several telecommunications companies who boast of over 11million subscribers. New on the NWSC e-water platform is
EzeeMoney Ltd allowing customers make water payments at any EzeeMoney service point. The e-payment solution is a real time solution eliminating delays in updating customer accounts as well as the need to fill in forms. Customers are now able to keep their accounts up-to-date and therefore never getting disconnected because of delayed payments. The e-Water payment solution integrates and interfaces our billing platform with the platforms and systems of banks and telecoms, so that when customers go to pay their bills, they are served as if they had visited NWSC offices. With their NWSC Customer reference number, their information and outstanding balances are retrieved from NWSC systems in real-time
NWSC launching its partnership with Airtel Money, July 2012.
124
Utility
Other ICT innovations at NWSC Geographical Information systems used in block mapping our customers and the network infrastructure Pioneering with the e-procurement systems Implementation of Finance & accounting systems using CITRIX Improved Internal & external communications through Corporate Website Development, Email & Collaboration Set up Set up of state-of-the-art video conferencing and teleconferencing facilities
so that customers can pay their bills based on accurate balances. Once payment is effected at the bank or using a telecom’s mobile money service, the payment amounts are credited on NWSC bank accounts, and information and details are transmitted in real-time to NWSC billing platform. Once received at NWSC, the customer is sent an acknowledgement SMS as confirmation that payment has been made to NWSC. This means that the customer’s meter can be read at 1300hrs, the bill produced at 1301hrs, and the customer can make payment 1302hrs using e-water payment system. The following banks and telecoms are currently offering the e-water service; Bank of Baroda, Bank of Africa, Barclays, Centenary, Crane, DFCU, Diamond Trust, Equity, Fina bank, Finance Trust, Global Trust Bank, Kenya Commercial Bank, Orient, PostBank, Stanbic, Standard Chartered, Tropical, United Bank of Africa, UBA,Airtel Money, MTN Mobile Money, WaridPesa, UTL M-Sente and the recently launched new EzeeMoney. Plans are underway to incorporate Credit card payments. NWSC does not handle any cash payments anymore. In a world where everything is done at the click of a mouse, the e-Water payment solution fits right in. Customers now enjoy a 24-hour bill payment service, while eliminating the need for filling forms, queuing and using multiple receipts. This system is also environmentally friendly as it minimises the need to use paper.
The NWSC video Conferencing facility at the NWSC-International Resource Center.
Achievements of the ICT revolution The On-Spot field billing and e-water Payment solutions provide value from several fronts For customers: The on-spot field billing and e-water payment solutions provide customers instant billing and a convenient and easy way to pay the bills almost instantaneously. The e-water payment system provides for a 24hours-7days a week window, where customers can pay bills at any time in the convenience of their offices, homes, cars, etc. Customers enjoy the vast bank branch network and telecom mobile money services. The system also provides for SMS notifications so that customers can be sure and comfortable that their payment has been received. The on-spot bill has improved the transparency of NWSC business relationship with the customers and their confidence in our bills For NWSC: the e-water system provides for fast payment reconciliations, increased operational efficiency, reduced cash handling costs (e.g. insurance, security, losses, etc), reduced printing of receipts which saves paper and the environment, and more importantly the Corporation can focus on its core business of provision of clean safe water and sewerage services in a customer centric manner. For the industry and Country: these systems provide for less cash handling, providing secure ways of payment and increased use of electronic banking which is easy to track should there be any irregular activity. It also provides for decreased use of paper which is an environmentally friendly initiative. Enhanced Service Delivery and Customer Experience in terms ofcommunications, accurate billing, e-payment, online
statements and application for NWSC services online using the website and customer complaint resolution through the call center Better access to information for managers (Decision Support Systems) The risk of cash handling has been removed as no payments are made at NWSC offices. All payments are now made to the bank or through telecoms. All customer records are stored in backed up databases as opposed to files and cards. This makes the information more secure and easily accessible. Enable staff to enhance their ICT skills and encourage them to use the internet to keep up to date with key issues in their respective fields through research and trainings There is improved internal and external communications through the interactive website, email lists and online discussion forums to promote links with potential partners, and also video conferencing and tele-conferencing with our partners abroad. The use of intranet and VOIP technology has allowed the Corporation to save a lot of money from trunk calls between its upcountry offices and Head office
Way forward The ICT industry generally continues to deliver state-of-the-art technology. NWSC management is always looking to leverage these technologies to service the customer better. As of now, NWSC is doing an MIS Review to ensure that all its processes are automated and information is made available to management to make quick and reliable decisions.
NWSC launching its e-water platform with EzeeMoney Ltd.
125
Utility
Using ICTs to maintain Law and Order
126
Uganda Police Force
Uganda Police Force: overview of directorates Directorate of Administration The Directorate is headed by Assistant Inspector General of the Police, Moses Balimoyo and it’s main role is to undertake and improve the general administration and management of the Uganda Police Force.
ments strategic policy for logistical and engineering support services for the Uganda Police Force.
Directorate of Oil and Gas
The Directorate is headed by Assistant Inspector General of the Police, Detective John Ndugutse and it’s primary function is to counteract threats of terrorism following the principles of neutralisation.
The Directorate is headed by Assistant Inspector General of the Police, Abas Byakagaba; it was established with the specific role of ensuring that the country’s oil and gas resources are adequately safeguarded. UPF appreciate the unique challenges presented in protecting natural resources and have responded by developing specific procedures within its overall policing standards.
Directorate of Criminal Investigation
Directorate of Operations
The Directorate is headed by Assistant Inspector General of Police, Grace Akullo, who is assisted by two deputy directors assigned to individual divisions. The function of the Directorate is to ensure effective detection, investigation and prevention of crime.
The Directorate is headed by Assistant Inspector General of the Police, Grace Turyagumanawe, who is assisted by three commissioners. The role of the Directorate is to plan, implement, manage and coordinate all operational activities in the Uganda Police Force. These efforts are demonstrated by the Department of Traffic and Road Safety.
Directorate of Counter Terrorism
Directorate of Human Resource Development & Management
The Directorate is headed by Assistant Inspector General of Police Jessica Orodiyo; it’s primary function is to establish appropriate human resource policies that enhance the performance of the Uganda Police Force.
Directorate of Information & Communication Technology
Directorate of Political Commissariat The Directorate is headed by Assistant Inspector General of the Police, Assuman Mugenyi. The primary function of the Directorate is to develop a patriotic, citizen centric police force through engagement in education and community policing.
Directorate of Research, Planning & Development:
The Directorate is headed by Director Amos Ngabirano; it’s role is to plan, develop and advise UPF on the implementation of ICT policies in accordance with the national ICT plan thereby maintaining international standards.
The Directorate is headed by Assistant Inspector General of the Police, Edward Ochom. The Directorate is tasked with carrying out ongoing assessment of UPF with a view to identifying areas for strategic development.
Directorate of Interpol
Directorate of Special Duties
The Directorate is headed by Assistant Inspector General of the Police, Asan Kasingye, who is assisted by a deputy director. The role of the Directorate is to ensure international and regional cooperation in the fight against trans-national crime.
The Directorate is headed by Assistant Inspector General of the Police, Andrew Sorowen who reports directly to the IGP so as to ensure efficient functional command and control of the force. A number of units including the Fire Brigade, Tourism Police, Marine Unit and Canine Unit operate under the coordinated supervision of the Directorate.
Directorate of Kampala Metropolitan Police The Directorate is headed by Assistant Inspector General of Police, Andrew Kaweesi, who reports directly to the Inspector General of Police. Geographically the area is comprised of Kampala Metropolitan North, South and East. The Directorate is tasked with policing the capital and neighbouring districts.
Directorate of Logistics and Engineering The Directorate is headed by Assistant Inspector General of the Police, Godfrey Bangirana. The Directorate develops and imple-
128
Directorate of Welfare The Directorate is headed by Assistant Inspector General of the Police, Elizabeth Muwanga. The role of the Directorate is to maintain and enhance the welfare of Uganda Police officers and their families. One way in which this is achieved is through the provision of a duty free shop for officers where they may purchase essential goods at reduced prices.
Uganda Police Force
Inspector General of Police, Gen. Kale Kayihura
Director of Counter Terrorism, John Ndugutse
Director of Interpol, Asan Kasingye
Director of ICT, Director of Administration, Director of Criminal, Investigation, Grace Akullo Amos Ngabirano Moses Balimoyo
Director of Kampala Metropolitan Police, Andrew Kawesi
Director of Research, Planning & Development, Edward Ochom
Director of Logistics & Engineering, Godfery Bangirana
Director of Operations, Grace Turyagumanawe
Director of Oil and Gas, Abas Byakagaba
Ag. Director of Human Resource Development & Management, Charles Birungi
129
Gen. Kale Kayihura Inspector General of Police
Uganda Police Force
Police embraces social media to fight crime
U
ganda Police embraces social media with Facebook and Twitter (pics of pages) to communicate, set the record straight and to also issue alerts, for instance terror alerts. The interactive platform also helps citizens raise questions, make comments on police’s actions as well as question police’s actions. The police uses the page to improve its public image as well as spin events that could be perceived by the public as highhanded. For instance the recent heavy deployment of security personnel along Entebbe road when news filtered through that Gen David Sejusa was to return to Uganda. “We have heightened patrols on Ebb RD 2 ensure
132
safety of delegates that are coming 2 attend a C’wealth Local Govt mtg” a post on the Uganda Police Facebook page read. Or when the police sieged the Monitor Publications Ltd premises on 20th May 21, 2013, the force put out a statement that “We shall continue 2 occupy & search Monitor and Red Pepper premises until we retrieve the said letter of Gen. Sejusa.” The Twitter handle @ugandaupf is also one other avenue through which the police is trying to reach out to the people. The handle, just like the Facebook page, is also used to disseminate information to its followers
Uganda Police Force
Police already tackling
cybercrime Crime Scen
e Crime Scene
Crime Scen e Scene Crime Scene im e Cr e en C Sc r e im im Cr e e Scene Crim Crime Scen e Scene C rime Scene
Cybercrime is an offence fast emerging in Uganda partly because information and communications technology and its tools have become readily available. The increase in their usage also translates into increase in abuse. But like the then Deputy Director Criminal Investigations Directorate explained, the police is not looking on with folded arms. Cyber crime is known to be thriving in the developed world where there is a lot of e-commerce but we now know that it is also happening in Uganda, what form is it taking from the Police’s perspective? There is hacking into Internet networks of especially importers of goods from places like Dubai, China and Japan. The unsuspecting business people usually get to discover when either there money has been stolen or the goods they ordered from Europe, China, Japan or Dubai have been diverted to somewhere else. There are also Ugandans who are using the Internet to push through forged travellers’ cheques, which they use to purchase goods from unsuspecting business people in Europe, Dubai, China and Japan. What has happened is that manufacturers or traders outside Uganda dispatch goods based on the forged travellers’ cheques as confirmation for payment only to discover they cannot cash the cheques now these are Ugandans defrauding foreign business people. Ugandans are also in the habit of forging ministry tender documents claiming they have secured large contracts; and when these unsuspecting foreigners send the goods to Uganda, the culprits receive the goods and cut all communication links. Cases have also been reported where money is way-laid by cyber criminals who hack into people’s email accounts; they impersonate the real owners of such email addresses, convince the senders of the money that they have changed bank accounts and in the process, such money gets diverted. People are also defrauded on cell phones but the problem with that is people are reluctant to report to Police.
Is it a one-way or there are also consumers here in Uganda being defrauded? There are many foreign websites based in places like Japan that defraud unsuspecting Ugandans especially those that are importing cars. Rogue Japanese car dealers are defrauding Ugandans online and we have received many complaints. People pay money to Japanese fraudsters and money is lost through online transactions. A case just came to our attention after someone lost US$8,000 as he attempted to purchase two cars from Japan. To what scale is it happening here? I mean how many of such cases do you receive maybe in a month? I don’t think they are too common but like I said there could be many more such cases that do not get reported to Police. But I also think that the cases that people get to report are those involving big sums of money or when the value of stolen goods is high. What measures or mechanisms have the Uganda Police put in place to handle cyber crime considering that the police human resource has no skills and with technology limitations? To start with, the Police structure now has a full directorate of Information Technology (IT) here at the Police headquarters. We are also developing an IT laboratory with the help of development partners, that will enable us investigate these crimes when they occur but also catchup in terms of technology and the training of Police personnel. We real-
133
Uganda Police Force
Police officers underwent a cyberspace crime course because of the increasing number of cybercrimes. The course was intended to equip the officers with the technical capabilities of detecting cyber crimes. The course included modules on ethical hacking, database management, networks and networking among others. Criminal investigations officers were also taken through the paces of payment card fraud.
ize that our human resource capacity in the IT area is still low, but we are carrying out training whenever we get the opportunity. We have in the past benefited from assistance from Egypt and from the US through the United States Department for International Development (USAID). As members of International Police, we have received some basic IT training but I think it needs to be taken to a higher level. The challenge though is that IT evolves very fast all the time and training should be continuous but the other challenge is it is expensive to train people in that area. As we speak, the Penal Code does not
134
provide for cyber crime and the few people that have been prosecuted have not received deterrent sentences, what does that mean? There are aspects of cyber crime where the law does not help us and we need reforms in those instances. Examples are messages like emails and short message services (SMS), these things are not admissible in court yet a lot of times those are the exhibits you need to win a case. We find the need for such information to be admissible. But even though the terms computer crime and cyber crime are more properly restricted to describing criminal activity in which the computer or network is a nec-
essary part of the crime, these terms are also sometimes used to include traditional crimes, such as fraud, theft, blackmail, forgery and embezzlement, in which computers or networks are used. These categories of crimes are provided for in the Penal Code and can be prosecuted even if they were of a cyber nature. A lot of Ugandans (especially those in the import trade) do not yet know that there are ‘new generation’ thieves who are getting more sophisticated every day, is the Police in any way thinking of making them aware? As the Police, we study crime trends and
Uganda Police Force
we are always sensitising the general public of the modes of operation of criminals and cyber crime is no different. Laws that will punish cyber criminals are coming but even when they are operational, what are the challenges you still foresee? Finding those Ugandans within and outside the Police who are skilled in IT and remunerating them well will be a big challenge. IT is new and employing the right personnel who are skilled in this area is something the Police will grapple with. The other challenge of course is the resources the Police need to follow- up
these cases. Some of these cases require for instance Uganda Police officers to travel to the countries where the crimes have been committed instead of relying on messages and telephone calls to Japan that do not help much. And the right to access the databases of the companies that provide telephone and Internet services is a challenge. How do you define computer or cyber crime? Computer crime can broadly be defined as criminal activity involving an information technology infrastructure, including illegal access, illegal interception
(by technical means of non-public transmissions of computer data to, from or within a computer system), data interference (unauthorized damaging, deletion, deterioration, alteration or suppression of computer data), systems interference (interfering with the functioning of a computer system by inputting, transmitting, damaging, deleting, deteriorating, altering or suppressing computer data), misuse of devices, forgery (ID theft) and electronic fraud. I-Network is an ICT for development (ICT4D) organization that is mainly supported by the International Institute for Communication and Development (IICD).
135
Uganda Police Force
Policing through modern Communications “Today’s world is tomorrows Technology”
U
nder the Directorate of Information and Communications Technology (ICT), the Department of Communications comprises three sections namely; ■■ Tetra communication system ■■ National emergency call center ■■ Telecommunication services.
136
■■ Currently, the Department is headed by SSP Ezrah Mujabwami
Key Functions of the Department
Role of the Department
■■ Install and maintain communication equipment. ■■ Coordinate and liaise with private Telecom service providers. ■■ Ensure enforcement of national and International Telecom Engineering Standards
The role of the Department is to provide secure, effective and efficient communication services in the Uganda Police Force (UPF).
Uganda Police Force
of information and communications technology, and Civil Aviation Authority. This public safety communication system has proved to be effective because it provides features that facilitate interoperability between agencies with different capabilities to achieve a task through joint command and control. The system currently covers the entire Kampala and Entebbe areas. However, our vision is to extend and upgrade it into a countrywide network.
within the UPF. ■■ Initiate and develop policies, procedures and guidelines for the use of communication in Uganda Police. ■■ Monitor, evaluate and develop resilient communication systems for the UPF ■■ Manage the public safety frequency spectrum. Tetra communication system: It was installed in 2007 and was meant to enable coordination of all public safety agencies in Uganda during CHOGM 2007. The system has however been used to coordinate public safety agencies for enforcement of safety and security of conferences and other enormous national events. Other than security agencies, the system is used by ministry of foreign affairs (protocol), ministry of works (transport for foreign dignitaries), ministry
Emergency Call Center (999 and 112) It is a public safety answering point that provides an interface between the public and the police. This platform allows public to get in touch via the universal emergency toll free line (999/112) based at the Kampala Metropolitan Headquarters (CPS) linked to the National operation centre. Currently, the Call Center is inadequate in terms of call handling capacity owing to the growth of telecommunications usage that has resulted into large subscriber base where almost every Ugandan has a mobile phone. For example, If 100 people attempt to calls to Police through 999/112 at the same time, many would remain in the queue and perhaps get dropped due to limited voice channels available. On average the police emergency call center receives
50 genuine calls a day, with almost an equal number of hoax calls. The Call center attendants have been trained in customer care, so they know how to handle the above situations, though a digital system would be ideal for monitoring, recording and profiling of calls. Besides its inability to handle the current traffic, the call center also lacks hi-tech system features to decipher caller identity details to guide dispatch and action. The emergency call process handling and dispatch is done manually with police officers first noting down the details of the callers in relevant books then dispatch through other communication systems. This scenario coupled with many unmarked streets in Uganda, renders the Police response a little slow. The Police plans to have a modern system capable of handling large call traffic volumes and tap into the other National data bases to enable guided decision making and dispatch. To ensure attendants supervision and accountability, the proposed modern call center will be based on Computer Telephony Integration to provide computer aided dispatched and supervision of attendants’ call handling. As an appropriate mitigation to the current challenges, the Uganda Police Force provided alternative toll free lines to handle specific emergencies such as murder cases, land-related violence, human trafficking,
137
Uganda Police Force
terrorism, natural disasters and incidents among others. The challenge however with these lines is that the numbering scheme is lengthy which means that the public have to keenly memorize them unlike the short code provided for the universal emergency line 999 or 112.
Telecommunication services Radio communication; this is to do with internal police communication through radio network (wireless transmissions). Uganda Police Force has a highly secure (encrypted) radio network across the whole country to manage police communications. This network facilitates administrative and operational information flow, for example relating to institutional appointments, promotions, deployments, and operational information on crime and incidents. This information is also recorded and stored for present and future use. There are communication centers at all Police stations, outposts and border posts managed by professional staff well trained in radio communication protocols and other professional skills sufficient to share and secure information. Communication centers operate on the 24/7 basis. While the HF radio communication covers the whole country, the VHF is for local area patrol networks to coordinate motorized and foot patrols in cities, municipalities and highways. Public telecommunication services; this enables both internal and external communications services. The Police uses GSM and landline telephone services in its communication, although the usage of landlines is reducing with over 70% of Police time spent on community policing and field work. The use of mobile phone provides supplementary service to the convention communication systems. It is through community policing that the police have been able to share mobile numbers with members of public that has significantly reduced crime though timely exchange of crime and incident information. Sometimes the public are more comfortable talking to officers they probably know or have had personal interface rather than calling the emergency call center.
138
Also Police officers in the field are capable of calling their supervisors and offices for consultation and advice whenever the need arises.
Internet and email services The Police uses internet and email system for intranet-communication services and access to other necessary information, through websites and social media platforms. In fact the police have their own domain; upf.go.ug SMS broadcast: the use of Short Message Services (SMS) or texts at the moment is used for sending SMS broadcasts on infor-
mation such as wanted persons, missing persons or vehicles. The platform is also used for administrative purposes, for instance informing members about death of colleagues or calling for staff meetings.
Other Future plans The police intends to enhance digitalization of its record keeping for easy access and secure storage. With the noticeable improvement in the efficient flow of information, the IGP has encouraged Police officers to embrace the use of modern technology to enhance policing activities.
Who is Who
Amos Ngabiraro, Director ICT
Paul Nashimolo, Deputy Director of ICT
Ezra Mujabwami, Ag. Commissioner of Police, Communication
Ssenyondo Richard, Ag. Commissioner of Police, CCTV
Haguma Jimmy, Ag. Commissioner of Police, Electronic Counter Measures
Baryamwisaki Felix, Ag. Commissioner of Police, ICT maintainance Department
Uganda Police Force
Electronic Counter Measures; ensuring cyberspace safety
T
his is a department that is still in its infancy. It is more inclined towards counterterrorism. It has three sections and it is headed by Acting Commissioner of Police Jimmy Haguma: E-technical services; this section sits in Kololo and it supports counter-terrorism intelligence and investigations works together with the Joint Security (ISO, ESO, JATT, CMI). The sections secures areas with its specialized equipment like jammers pass throughs and sweepers especially for venues to be used for international conferences on sensitive security meetings. It gives support to the Police’s counter-terrorism unit and VVIPU section. It also deals with bomb threats. The section also works closely with the Special Forces Command. E-Security; this is a field group that is tasked with investigations and securing date. The section also responds to digital
or computer crime and advise. The team in this section works closely with Police’s homicide team looking for electronic clues at the scenes-of-crime. The section also investigates cybercrime. E-Forensics: this is a lab team that analyses exhibits and is currently based in a classified laboratory in Naguru. The section has built a joint partnership with the FBI and Uganda Revenue Authority. It is this section that helped the conviction of what has now become to be known as cyber rape where a man impersonated to be a woman, agreed to meet up with a woman and ended up raping her. The section also played a pivotal role in tracking the kidnappers of Khan Kakama. The same section is also helping in solving the theft of mobile money, a crime that is currently blighting that industry. Being a new, the department is facing some challenges among others is the absence of enabling laws to investigate and prosecute certain crimes. For instance the
ability of government to penetrate cyber space, which is currently privately owned in order to gather intelligence. Government should be able to lawfully intercept and access Google, Yahoo and Facebook. To muddy the waters further, the existing laws aren’t well conceptualized right from the police to the Judiciary. The absence of licensed internet cafes is also limited the work of the department because many times it cannot trace back the location of the original of criminal cyber information. People nowadays have resorted to the use of WiFi which doesn’t have unique identification. That too is a challenge in itself because of the issues of intruding into a person’s privacy. There is also a need to have highly trained and skilled personnel to help in investigating sophisticated cybercrimes. The personnel could be in the form of certified forensic experts, certified internet experts or A+4 to investigate computer hardware.
139
Uganda Police Force
“Big Brother� is watching
T
he CCTV department is currently headed by an Acting Commissioner of Police CCTV Ssenyondo Richard. It has two units: CCTV Operations and CCTV Network. The department is tasked with ensuring that the CCTV system is operational on a 24/7 hourly basis, undertaking ad hoc investigations into areas related to CCTV technical operations as specified by the Police Management, ensuring the performance and development of CCTV Staff is efficient at all times in accordance with the CCTV Codes of Practices, identifying, apprehending and assisting in prosecuting Traffic offenders, providing evidence to assist in the prosecution of offenders, maintain accurate records and logs, incidents, video recordings and intelligence in line with standard operating procedures (SOP) and communicating regularly to Control Room Commander in line with standard operating procedures (SOP).
140
Uganda Police Force
Some of the CCTV cameras around Kampala that the Police is using to prevent crime.
141
Uganda Police Force
ICT Maintenance department; keeping police communications equipment working
T
his department, headed by Acting Commissioner of Police Felix Baryamwisaki, cuts across the other four departments of CCTV, Communication, Electronic Counter Measures and Information Technology and Management. Its role is to ensure availability of ICT equipment and networks. It is spread across the country in terms of machinery with technical representation. The department has VHF patrol network which helps in foot and mobile patrol and decentralized command. The department also has a wide area network (HF) spread in every district and border and linked up with Headquarters where hourly reports are broadcast. Operation channel- everyone gets the information at the same time. The department has established maintenance centers for computer and telecommunications in the regions. The department is also responsible for maintenance of the surveilence network. In order to overcome its current challenges, the department is in advanced stages of migrating from analogue VHF to digital VHF. The advantages with digital migration are enormous. With digital VHF, one is able to identify a caller on the radio call, unlike analogue which gives off an irritating sound. Digital VHF also has an embedded GPS in it which makes location of a caller easy. This will help in checking on officers who abandon their posts or areas of operation. And because of its ability to identify callers, Digital VHF means it can check on the abuse or misuse of communication gadgets. And of course it is easier to maintain than its analogue counterpart.
Service van This intimidating van is used by the
142
highest ranking officer during an operation in what is known as Gold Command in the police. Its camera, mounted at the top has a range of 2KM while its VHF network ranges up to 25KM. The van is used mainly in public management operations
mostly as a preventive measure. In fact it is responsible for the reduction in petty theft around the City, mainly in the busy area of Arua Park after police were able to identify and apprehend petty thieves.
Uganda Police Force
Information technology and management: the fibre that connects Police
I
nformation Technology (IT) was a unit under communication in 2004 and communication was a unit under the department of Non Human resource by then under the Directorate of Administration. During that time the Force had about 50 Computers all stand alone and used for secretarial work. In 2005 the first Network was set up in Police Headquarters then at Kibuli. It was linked to CID headquarters and Counter
Terrorism. Internet connectivity was also introduced in the Force covering the WAN at Police headquarters, CID headquarters, Counter Terrorism and 38 Police units. In 2007 Computer literacy to training Schools was started by setting up a Computer Laboratory at PTS Kibuli and PTS Kabalye. In the same year on 21st December, 2007 a Memorandum of understanding (MOU) was signed between Makerere University Faculty of Computing and Information Tech-
ASP Aisha Kayongo (Right) poses with other police officers during a police training in Seychelles.
nology and Uganda Police Force. Makerere University through the MOU trained 200 Uganda Police Officers in Introduction to Computer systems. It also started on designing and implementation of the Uganda Police Force Human Resource Management system which is now up and running. The system has greatly helped in identifying the Force personnel and thus solving the problem of ghosts in the Force. Still the system has helped in quick access of personnel information for further management. In 2008 the Uganda Police Force went through restructuring where the unit of Communications upgraded to the Directorate of Information and Communication Technology (ICT) with five departments. These are: The department of Communications, Information Technology and Information Management (IT&IM), Electronic Counter Measures (ECM), ICT Maintenance, and Closed Circuit Television Network (CCTV). Thus the department of Information Technology and Information Management came into Force. The department is headed by the Commissioner of Police deputized by three Assistant Commissioners of Police. These are: Assistant Commissioner of Police IT, Assistant Commissioner of Police Software Engineering and Assistant Commissioner of Police Information Management. The Information Technology & Information Management Systems department comprises of three (3) sections namely: ■■ Information Technology (IT) ■■ Information Management Systems(IMS) ■■ Software Development(SWD)
143
Uganda Police Force Roles of the IT&IM Department The department is headed by a Commissioner of Police and is responsible for the following: ■■ To setup Information Technology and Information management infrastructure services in UPF. ■■ To develop appropriate Information systems and processes that will support decision-making. ■■ To strengthen the IT/IM trust framework through ethical and professional network security measures in cooperation with all stakeholders and international expert bodies. ■■ To carry out risk analysis, data backup, disaster recovery and audit principles. ■■ To effectively implement concrete IT/IM approaches and mechanisms for technical assistance towards regional and International integration. ■■ To ensure standardization and optimization of IT resources. ■■ To formulate and develop policies, procedures and guidelines for the use of IT resources in Uganda Police
and evaluations for the UPF. ■■ To troubleshoot software bugs within UPF application systems. ■■ To ensure software development policies, plans and guidelines are followed throughout the system development process. ■■ To test and validate new software application programs to ensure that the logic and syntax are correct with accurate program results. ■■ Perform other related duties as required during working hours
Achievements Internet ■■ All Internet connections have been upgraded from 64mbps to 128mbps. However, connections at Interpol, FTO, Counter Terrorism and PSU have been upgraded to 512mbps. All this is aimed at providing better service delivery. ■■ The directorate of logistics and engineer-
ing was cabled and connected to 512mbps fibre from Uganda Telecom. All offices at L&E can access internet services. ■■ The Police headquarters has been connected to fibre and the internet speeds have tremendously improved. ■■ The directorate of Interpol has been networked with all offices accessing internet services. ■■ The Force Transport department has been cabled and has access to internet. They have been provided with a public IP address currently used on their Fuel management system. ■■ Problems related to IP conflicts were solved through use of a DHCP server. ■■ Internet services have been extended at Katwe police station and Kampala south region.
Website: The fully designed website by the department of IT & IM www.upf.go.ug was setup in 2009. This website acts as the Force gate-
Roles of the IT Section ■■ To provide help desk support to computer users within the UPF. ■■ To setup and maintain a secure computer network for the UPF. ■■ To monitor and maintain IT resources for optimum usage. ■■ To perform any other related duties as required.
Roles of IMS Section ■■ To implement UPF automation processes. ■■ To manage and maintain data integrity in all UPF information systems. ■■ To retrieve, update, analyze and disseminate information to UPF senior management. ■■ To advise management and end users on data backup and recovery in case of disaster. ■■ Perform other related duties as required during working hours
Roles of the SWD Section ■■ To conduct system analysis, design and development of UPF systems. ■■ To perform system diagnosis, audits
144
Part of the Police ICT team after a capacity building training in South Africa.
Uganda Police Force
way to other countries of the world. Many people outside Uganda get information on this website. The Force has been getting appreciations from them. Also information on this website is being used within the Force and the country. For example the press and the researchers within Uganda get information like the Annual Crime Report of the Force and the Force press releases on this website
E-mail System The Force in July 2010 acquired an E-mail system on the Force domain upf.go.ug. The Force personnel use this mail to communicate internally and by sending official document to other parts of the world. This system purposely supports silent communication. For example if a person is kidnapped he/she can silently send a message on 999 or 112 and he/she is attended to by Police. The system has also greatly helped in communication by the members of the Force more so during terror threats.
SMS Crime network: The Force acquired an SMS crime network on 27th June, 2007. In order to manage traffic on the system the subscribers are allocated slots as follows: UTL: MTN: Airtel: ORANGE: WARID:
999/112 999 999 999 999
Human Resource Management System (HRMS) In June 2010 the Force acquired a Human Resource Management System (HRMIS). As mentioned above, the system is helping the Force in management of personnel, planning and decision making.
PSU Complaints System In 2009 the Force acquired a PSU Complaints system. This system captures all complaints by the public and Force personnel against Police Officers.
Firearms Management Information System (FMIS)
The Force acquired a Firearms Management Information System (FMIS) on 7th October, 2010 from the European Union through National Focal Point (NFP). Eight computers, a 42U server rack cabinet 600X800, 2 switch D-Link, HP P4010X Laser Printer, HP Scanjet G2710, 2 MC 4 GB Sony Pro duo, a Samsung Air Conditioner 24000BTU, Surge Guard and a server were also given to the Force to support the system by UNDP through the National Force Point (NFP). The Computer system computerized the gun marking and gun records management. All records related to a particular gun are captured and stored within the system.
EPS The Force acquired an Express Penalty Scheme system with the help of Uganda Revenue Authority (URA) in 2009. The in-
formation about who paid and who has not paid was sorted out by the system and helping management in decision making. This system has also helped in the management of all EPS related issues hence helping in tracking of all tickets issued and avoiding manipulation.
Computer and Computer accessories
The number of computers in the force has increased from about 50 Computers to about 900 Computers in the Force. The same increase has been realized in the number of printers, photocopiers, scanners, cameras and other IT accessories.
Computer Literacy So far 1000 police personnel have been trained in Computer Applications. The Kibuli Laboratory and Kabalye Laboratory have been equipped with relevant materials for ICT training. Through internet, many of the Force personnel have acquired IT qualifications and others by interaction with Internet have become IT literate Case File management system for Special Investigations Unit: In 2009 the Force acquired a case File management system to register and profile criminals of high profile cases.
Certificate of Good Conduct system for Interpol
The certificate of Good Conduct System acquired in 2010 for issuing certificate of Good Conduct to citizens at the Directorate of Interpol and Peace Support Organization. It has eased the issuance of the certificates and registration of personnel receiving the certificates.
Community Management System for Muyenga and Kigungu This system was set up at Muyenga Community Police Post, Sanga Police station, Ibanda Police Station and at Kigungu Police Post in Entebbe to profile residents of these areas under Community Policing.
145
Eng. Dr Badru Kigundu
Chairperson, Electoral Commission 146
ICT in the Electoral Commission The EC uses ICT to operate its critical systems which include the Network, the Storage Area Network (SAN), various Databases i.e. the National Voters Register (NVR) and other specific registers such as those for special interest groups (SIGs) namely Peoples with Disabilities(PWDs), Youth, Workers, etc. Other special services include websites, e-mail and operational systems in Finance, Human Resource, Administration, Printery, computer programme development, auto tracking, etc.
T
he Electoral Commission has further applied ICT in developing, maintaining and updating its databases e.g. the NVR, enhancing prompt intercommunication (intranet), external communication with the world, improving staff management records (HRM), improving financial management (EFT), in the procurement process, printing works, election management aspects (record/report keeping about candidates), election results transmission and management. EC has an elaborate ICT policy recently formulated towards improving, enhancing, developing, re-designing and maintaining electronic operations. Measures have been put in place to control usage, protect, access and management of ICT software and hardware. The EC has plans to fully use biometrics in voter registration having started on it in year 2010. Biometrics Voter Registration (BVR) is planned to commence in September 2014 and is geared at developing the National Voter Register for the 2016 General Elections. A budget proposal has been made in the 2013-2017 Strategic Plan including the 2016 Roadmap running for the Financial Years 2013/2014; 2014/2015 and 2015/2016. These plans were launched on
7th May 2013. The EC has drawn lessons from attending conferences, participating in Election Observation Missions, specifically in Ghana and most recently in Kenya. The EC has structurally established a Directorate of Technical Support Services which is home to an Information Technology Department. The Department keeps track of all modern ICT developments, compiles and shares key outputs with the Commission with recommendations regarding areas/technologies which can enhance the mandate of the same Commission towards delivery of electoral services. New ideas of recent unfolding include Biometric Voter Identification System to be applied in the 2016 General Elections. The Directorate, in addition identifies training opportunities which enhance capacity of its staff on a continuous basis. In conclusion, while ICT cannot be a solver of all problem areas, it is surely the future vehicle for technological solutions. Eng. Dr Badru M. Kiggundu Chairperson/electoral commission
147
A History of Elections & ICT in Uganda Members of the Electrol Commission: (L-R) Sam A. Rwakoojo, Secretary; Commisioner Dr Jenny B. Okello; Commissioner Biribonwa Joseph (Deputy Chairperson); Eng. Dr Badru M. Kiggundu (Chairperson); Commissioner Ahabwe Mugabi Justine; Commissioner Steven Ongaria; Amb. Dr Tomasi Sisye Kiryapawo and Commissioner Tom Baruku.
The Chairperson Electoral Commission Badru Kiggundu (L), State Minister for Justice Fred Ruhindi (C) and the former US Ambassador to Uganda, Jerry Lanier at the launch of the Online Voter Register.
Historically, Uganda is among the few African countries with a heritage of kingdoms and chieftainships characterized by centralized leadership systems. Under this system, hereditary leaders administered their societies through institutionalized councils, for example the Lukiiko in Buganda Kingdom, or the Orukurato in Bunyoro and Tooro kingdoms (assemblies that had representatives drawn from each clan and other royal appointees), and the Council of Elders in other pre-colonial communities. In either case, the representatives had to meet prescribed criteria to qualify to rule or represent the people. Thereby, the concept of legitimacy of leadership is not new. Nowadays, elections have since become the basis of ensuring legitimacy of government, as those who are governed express their consent through (regular) elections. A Brief History of Elections in Uganda The practice of leaders assuming office through elections in Uganda can be traced to pre-independence period, when the British colonialÂgovernment made a statute that allowed Africans to participate in local elections starting with the Legislative Council (LEGCO) which was a precursor to Uganda’s independence in 1962.
1958 Following the enactment of the Legislative Council (Elec-
150
tions) Ordinance, No. 20 of 1957 on October 16 1957, the Colonial Government organized the first direct elections in Uganda in 1958, which were characterized by Limited African/Ugandans franchise and representation to the Legislative Council (LEGCO). In the same year, the government convened a Constitutional Conference that debated the preparations for independence. The Governor, Sir Andrew Cohen, appointed Hon. J.V. Wild, the Colonial Administrative Secretary, to chair a committee to recommend the form of elecÂtions and the
functions of members of LEGCO which would be introduced in 1961. The Wild Committee was also to determine the number of seats in the LEGCO, their allocation among the Protectorate regions, and to set up structures to organise elections leading to independence.
1961 In March 1961, the Colonial Government organised direct elections, in which two political parties, namely, the Democratic Party (DP) and the Uganda People’s Congress (UPC) contested. Buganda Kingdom boycotted the elections, and insisted on its demand to have its representatives elected by the Lukiiko, its local legislative assembly. DP won the elections with 43 seats, while UPC got 37 seats; hence DP formed the first ever internal self-government, headed by the Chief Minister, Benedict Kiwanuka.
1962 The 1961 elections were considered unrepresentative because of the boycott by Buganda; hence the Colonial Government organized fresh elections in 1962. Buganda Kingdom was granted its request to hold indirect elections and its Lukiiko [local assembly] nominated 21 representatives to the National Assembly, who represented the Kabaka Yekka (KY) Party. On 25th April 1962, the Colonial Government organized the National Assembly Elections, in which DP won 24 seats, while UPC won 37 seats. UPC made an alliance with KY Party who had 21 representatives, and formed a UPCKY government, headed by UPC’s Milton Obote as the first Prime Minister of Independent Uganda.
1980-1985 After the overthrow of Idi Amin’s military regime by the Uganda National Liberation Front (UNLF) in 1979, the transitional government, the Military Commission, appointed an Electoral Commission headed by Kosiya M.S. Kikira, to organise and conduct General Elections in 1980. Other members of the Commission were S. Egweu, Kera A. Bilali, and M. Matovu, with Vincent Sekkono as the Secretary. Four (4) political parties participated in this election held on 10th and 11th December, 1980, namely, the Conservative Party (CP), the Democratic Party (DP), the Uganda Patriotic Movement (UPM) and the Uganda Peoples’ Congress (UPC). Four ballot boxes were used at each polling station, one for each political party. At the closure of polling, Mr. Muwanga Paulo, the Chairman of the ruling Military Council, took over control of Electoral Commission, and declared he was the only one to announce the final election results. UPC was eventually declared winner of the elections; however, DP and UPM disputed the results; and a guerilla war ensued, involving several fighting groups opposed to the UPC government led by Apollo Milton Obote. The government was overthrown in a military coup on 25th July 1985, just as preparations for General Elections were underway. In January 1986, the National Resistance Army (NRA), led by Yoweri Kaguta Museveni, overthrew the military government and established the National Resistance Movement (NRM) government.
1964 and the first Referendum in Uganda In 1964, the new government organized the first Referendum in Uganda, in accordance with provisions of the 1962 Constitution, to determine whether the counties of Buyaga and Bugangaizi, (which had been transferred from Bunyoro Kingdom to Buganda Kingdom in 1894-95 by the colonial administration) should remain in Buganda or be returned to Bunyoro. Voters in the two counties overwhelmingly voted to return to Bunyoro Kingdom.
1964-1980: Abeyance of Elections Although the 1962 Constitution had provided for holding elections after every five years, this did not happen; post-independence elections scheduled for 1967 were not held because of the effects of the political crisis of 1966, which saw the abolition of kingdoms in Uganda and establishment of a Republic. The anticipated elections of 1971 were canceled by Idi Amin when he took power through a military coup, and abolished the Constitution. From 1971 until 1979, Uganda was ruled by decree.
1986-2005: Movement System of Governance For the period between January 1986 and July 2005, Uganda had a ‘no-party’ system of governance also
151
known as the Movement system, which considered individual merit as a basis for election to political office, and not party affiliation.
1988: The Uganda Constitutional Commission In 1988, the National Resistance Council (NRC), which served as the Parliament, enacted Statute No.5 which established the Uganda Constitutional Commission (UCC) to collect views on constitutional issues from the population and institutions, and draft a new constitution for Uganda. The Commission comprised of 21 members and was chaired by Justice Benjamin Odoki, with Prof. Dan Mudoola as Deputy, and Fr. John Mary Walligo as Secretary. After nationwide consultations, the Odoki Commission produced a draft constitution in 1993.
1989: Resistance Council (RC) Elections for expanded NRC In February 1989, country-wide elections were held to expand the 38-member National Resistance Council (NRC), which served as the Parliament at the time, to a membership of 270, comprising 38 historical members, 149 County Representatives, 19 City/Municipal Council Representatives, 20 nominated members, and 34 District Women Representatives. The election mode was by lining up behind the candidate of choice, while electoral colleges were used to fill positions at Local Government Councils. (See picture below)
152
1993 The Government appointed a Commission for the Constituent Assembly (CCA) for the purpose of organizing elections of delegates to the Constituent Assembly (CA), representing all constituencies in Uganda which debated and passed the Draft Constitution. The CCA had Mr. Stephen AkabÂway as Commissioner, and Vincent F. MusokeKibuka as Deputy Commissioner, in Charge of Technical Affairs while Gladys M.K. Nduru (Mrs) was Deputy Commissioner in Charge of Finance and Administration.
1994 Constituent Assembly Elections The CA elections were held in March 1994; the delegates debated the draft constitution and finally promulgated a new Constitution for Uganda in October 1995. Article 60 of the new Constitution provided for establishment of a permanent Electoral Commission with a mandate of organizing, conducting and supervising regular elections and referenda.
1996 An Interim Electoral Commission (IEC) was appointed by government to organise the 1996 General Elections. The IEC was chaired by Stephen Akabway, with Mrs. Flora Nkurukenda as deputy. Other members of the Commission were: Charles Owor, Margaret Sekajja, Philip Idro, Syda Bumba, and Aziz K. Kasujja. This Commission organized the 1996 Presidential and General Parliamentary elections, which were Uganda’s first general election in 16 years.
1997 - Enactment of the Electoral Commission Act (1997)
2005 - The Political Parties and Organisations Act 2005
Parliament enacted the Electoral Commission Act in May 1997, hence establishing a permanent and independent election management body to organise, conduct and supervise elections and referenda. This marked a significant achievement for the revival of democratic governance in Uganda. The EC Act provided for appointment of a Com mission comprising seven members, to serve for a seven-year term, which could be renewed only once. The first permanent Electoral Commission comprised Hajji Aziz K. Kasujja (Chairman), Flora Nkurukenda (Deputy) and five commissioners, namely, Ted Wamusi, Robert K. Kitariko, Nassanga H. Miiro, Charles D. Owiny, and Mary I.D.E. Maitum, with Mr. Muwonge Andrew as the Secretary. In 1999, the Commission adopted a management structure with directorates and technical departments, and also established permanent district offices to han dle continuous voter registration and other election related activities at the district level. In 2000, Mary Maitum was appointed High Court Judge, and Sr. Margaret Magoba, was appointed as the seventh member of the Commission.
Following results of the July 2005 plebiscite, The Political Parties and Organisations Act 2005, was enacted. It provided, among others, for the registration, regulation and organisation of political parties and organisations. The Act entrusted this oversight role to the Electoral Commission.
1998-2002 In accordance with the Constitution, the Kasujja-led Commission organised the 1998 Local Council Elections, the Referendum on Political System (July 2000), in which voters chose to retain the Movement system of governance; the 2001 General Elections and 2002 Local Council Elections as well as several by-elections during the period 1997-2002.
2002 On November 17, 2002, a new Commission was appointed, with Eng. Dr Badru M. Kiggundu as Chairperson and Sr. Margaret Magoba as Deputy. Four other commissioners were: Tom W. Buruku, Stephen D. Ongaria, Dr Jenny B. Okello, and Joseph N. Biribonwa, with Mr. Sam Asiimwe Rwakoojo as Secretary. This Commission was responsible for organising and conducting all the elections, by-elections and a referendum during the seven-year period (20022009).
The 2005 Referendum on Political System In the referendum on change of political system, held on July 28, 2005, Ugandans voted to adopt a multiparty system of governance.
The 2006 Multi-party Elections In January 2006, the seventh member of the Electoral Commission, H.E. Ambassador Dr Sisye Tomasi Kiryapawo, was appointed, and in February 2006, the Commission successfully organised the first multi party General Elections in Uganda since 1980. Seven parties sponsored candidates for the Presidential Elections while nine (9) and thirteen (13) parties fielded candidates for Parliamentary and Local Council Elections, respectively.
2009 In 2009, the term of office for members of the Commission was renewed for a second 7-year period, except for Sr. Magoba, who requested to retire. A new member, Justine Ahabwe Mugabi (Mrs) was appointed as Commissioner, while Joseph N. Biribonwa was appointed Deputy Chairperson.
2010/2011 General Elections The 2011 General Elections were the second to be successfully organised by the Electoral Commission, under a multi-party dispensation in Uganda. The smooth conclusion of these elections, in which voters elected leaders from diverse political backgrounds, has been widely described as testimony to the commitment of Ugandans to pursue peaceful and democratic means of determining their leaders.
Challenges and successes Although Ugandans have accepted electoral systems as the means of determining leaders to political offices, there remains several challenges in achieving successful electoral democracy. For example, public perception of the importance of elective offices has resulted into high turn up for Presidential and Parliamentary Elections and apathy for the Local Government Elections. This is regrettable, especially considering the high cost of organizing elections. Weak internal democratic practice within political parties and organisations remains a big challenge to realization of benefits of a pluralistic political system. Some sections of the electorate also harbour a negative perception that the Electoral Commission is partisan and do not give expected support to its programmes and activities, which results in apathy.
153
The Commission has made deliberate effort to have a good working relationship with all stakeholders, by establishing an ‘open door policy,’ whereby access to information is made easy for all inquiring persons, at all times to ensure all issues are addressed. But the Commission has also registered many successes as a country, and as an institution. In accordance with our mandate, the Commission has been able to successfully compile, maintain, revise and update the National Voters’ Register. In 1980, Uganda had a handwritten Register that could only be used once; however, since 1993, the register has undergone computerization to enable easy updating, use and maintenance. In 2001, Uganda adopted use of a photograph-bearing Register, which improved voter identification, and effectively reduced the problem of impersonation during voting. In April 2010, the government, through the Ministry of Internal Affairs, started implementation of the National Security Information System (NSIS) Project, designed to register all citizens and issue them with identification cards. The project started with voter registration in preparation for the 2011 General Elections, conducted and supervised by the Electoral Commission, and its results have already increased on the credibility of the voters’ roll. Civic education programmes relating to elections have been formulated and implemented, increasing awareness on rights, duties and responsibilities, before, during and
after elections, which is critical in achieving peaceful, free and fair elections. Integration of technology in election management has ensured efficient and effective delivery of electoral services. In 2011, the EC launched an SMS service to enable registered voters confirm the details of their polling stations from a mobile phone. A text version of the register was also uploaded on the EC website to enable voters with access to the internet to confirm their registration status.
Conclusion The struggle for independence was an expression of a demand for self-determination, and elections were considered a critical means of achieving agreeable and representative leadership. Fifty years later, the Electoral Commission continues to facilitate Ugandans to a say concerning political, economical and social direction the country should take. We reiterate our commitment towards promoting participatory democracy and good governance for the country’s prosperity, and call upon all Ugandans to support us so that together, we consolidate the gains so far achieved, and build an even better electoral system for an even stronger democracy. Source: Public Relations Office/Electoral Commission
Voters line-up to register using the BVR system in April 2010.
154
Then Speaker of Parliament Hon. Edward Kiwanuka Ssekandi being taken through a demonstartion of the registration process under BVR that was launched in April 2010.
Electoral Commission’s Information Technology journey Preface Over the years, the Uganda Electoral Commission has undergone a revolution of Technological Advancements in the computerization of its core activities, with the aim of achieving result contentment in executing free and fair Elections in the country. Since its establishment under Article 60 of the 1995 Constitution of the Republic of Uganda, and the enactment of the Electoral Commission Act 1997 (as amended), the Electoral Commission has gone through various stages of Technological changes in fulfilment of her mandate. Outlined below are the technological changes through the years. National Voters Register (NVR)
O
ne of the core functions of the Electoral Commission is to compile, maintain, revise and update the National Voters’ Register. In 1980, Uganda had a handwritten Register that could only be used once. Since 1993, the Register has undergone computerization to enable easy updating, use and maintenance. During the General Elections of
1996, the National Voters Register (NVR) was compiled through field capture of voters’ data hand written in exercise books. These books were then collected back to headquarters where the NVR was compiled by use of a typewriter. Photocopiers were then used to produce copies of registers. The Voters Register was then later improved with the first computerization by capturing the voters’ details into Microsoft Access database to produce a text based voters’ register printed using digital laserjet printers.
155
Biometric National Voters Register The Electoral Commission started on the computerization of the National Voter Register with biometrics in 2001 with the Photographic Voter Registration and Identification System (PVRIS Project), becoming one of the first African Country to adopt biometric technology. A total of 8.5 million voters were registered using a digital camera to capture the photography of the voter, the bio-data was captured using a paper based registration form. This project introduced the use of a photographic voters register at polling stations during all election activities. Prior to the 2001 PVRIS, the National Voters Register (NVR) was text only and had grown to a voter population of approximately 11.5M , however after the PVRIS , the voter population was reduced to 8.5M. The PVRIS Project was a great improvement from the text register to photographic register. The Commission applied biometric technology using Facial Recognition System (FRS) to identify and eliminate multiple or double applicants on the Voters’ Register. Data entry capture was conducted using high speed scanners and Optical Character Recognition (OCR) software to interpret handwritten forms into text data before storage. The Photographic National Voters Register (PVRS) was first successfully used countrywide during the General Elections of 2006. Despite the success of the PVRIS, a few challenges still existed on the Voter Register as; 1. Existence of multiple voters in some cases, which the FRS did not detect; 2. Existence of voters without images, due to corrupted images on the floppy drives used with PVRS; 3. Existence of dead persons and those who had left their places of registration which is usually the case until a general update and display of the Voters’ Register is conducted. 4. Mismatched images.
A Data Entry Operator makes a duplicate analysis using a BVR system.
156
EC staff go through training before the launch of BVR exercise in April 2010.
In view of the above challenges, the Commission planned to improve the method of Voter Registration in preparation for the 2011 General Elections, hence the implementation of an ‘Electronic Biometric Voter Registration System,’ which is commonly termed as Biometric Voter Registration (BVR). The BVR was conducted using equipment acquired by the Government of Uganda under the National Security Information System (NSIS) Project, which is being implemented by Ministry of Internal Affairs. During the implementation, the Commission used Mobile Data Capture Units (comprised of a laptop computer, a camera, a signature pad and other peripherals) all integrated into a registration kit. With this new system the Voter Information which included bio-data, demographic data, ten (10) fingerprints, photographs and signatures were electronically captured into the computer. This phase captured about 4.2 million voters with full biometrics (i.e. Fingerprints and photographs), which has formed the starting point for the National Population Register and for Issuance of National Identity Cards. The system has Facial Recognition System (FRS) and Automated Fingerprint Identification System (AFIS) that are used in the identification and elimination of multiple voters. The Commission was able to produce a clean Voter’s Register with 13.9 million voters that was used during the 2011 General Elections.
EC undergoes tremendous IT transformation The ICT section has grown from being a small section in the department of Voter Registration to a full Information Technology Department and a Directorate of Technical Support Services now headed by Pontius Namugera. Back in 2001, the Commission relied on Small Single IBM Pentium II Servers for data storage. That has now transformed into a full High-Tech Data Center with state-of-the-art high-end servers, communication equipment and storage systems. These serve as the nerve center for all ICT systems.
Printing of Election Materials
T
he Commission has established a Printery Section, equipped with state-of-the-art pre-press machines for in-house printing of election materials and printing of Ballot Papers for by-elections. Prior to the 2011 General Elections, the Commission had a big challenge of printing the photograph-bearing Vot-
ers’ Register for polling. It would take two months to produce about 800,000 pages of A4 size for a full polling register, and then produce copies for political parties. In 2011, the Commission installed high-speed industrial Digital Printers that can do up to 700 pages per minute. This facility improved printing of the register from two months to one (1) week.
157
Left: The Storage Area Network (SAN) Room where all data is stored. Right is the state-of-the-art printer.
Tallying and Transmission of Elections Results
The Electoral Commission is mandated by law to ascertain, publish and declare the results of elections and referenda within 48 hours after closure of polls, which has been achieved in all elections held under the 1995 Constitution. Prior to the 2011 General Elections, tallying of results was done at the District Tally Centers where the results from the Declaration of Results (DR) Forms would be entered into the computer using a double entry system to eliminate errors, and then transmission of the results would be done through fax, telephone, and radio call. During the 2011 General Elections, the Commission Introduced an Election Results Tallying, Transmission and Dissemination System (ERTDS). The ERTDS is an electronic system used in the capturing and transmis-
158
sion of election results from the District Tally Centers to the National Tally Center (NTC). Each of the 112 districts of Uganda, were equipped with computers and scanners and were all connected via secured network to the NTC. Election results were electronically transmitted in real-time up to polling station level to the NTC. At the NTC the Commission installed computer terminals for the media, candidates’ agents and election observers, to view the results as they streamed in. The Commission also installed display screens for public viewing at the NTC. The ERTDS system achieved the following: ■■ Online Transmission of results; ■■ Integrated functionality of aggregating election results; ■■ Real time display of transmitted polling station results;
■■ Improved transparency due to provision of access of results up to polling station level; ■■ Audit trails. ■■ Improved access to Voter Information:
Online NVR and SMS System ■■ After updating the Voters’ Register for the 2011 General Elections, the Commission uploaded its text version on the EC website (www.ec.or.ug) to ease access for voters who have access to the internet. The benefits of this innovation include the following: ■■ Online checking of voters’ status; ■■ Availability of Register for verification by interested stakeholders;
A high-speed industrial digital printer at the EC Headoffices.
159
■■ Free access to the Register, hence saving costs on part of stakeholders; ■■ Increased voter/stakeholder participation in cleaning process; ■■ Enhanced transparency in the electoral process. In January 2011, the Commission launched an SMS service to enable registered voters to confirm the details of their polling stations from a mobile phone. A voter would text his/her Voter Id number to 8683 to get a confirmation message of their registration status.
Future ICT Plans Under the newly-launched 2013-2017 Strategic Plan and Roadmap for 2016 General Elections, the Electoral
Commission will seek to enhance its IT capacity to support the efficient delivery of electoral services and day-to-day operations of the Commission.
Conclusion The vision of the EC is “to be a model institution and centre of excellence in election management”. The Commission pledges to remain committed to developing our electoral system through continuous improvement. We will review successes and challenges in previous elections, including the most recent one, conduct research, consult and adopt best practices from sister election management bodies, and pursue any amendments necessary to advance our electoral democracy.
Media personnel monitor the transmission of election results at the National Tallying Centre during the 2011 general elections.
160