Goal
Estimate the digital penetration rate on the local territory; identify the possibilities offered by the national digital framework.
Territorial diagnoses are required to identify local assets and weaknesses and develop suitable and realistic solutions. A first quick inventory of a few key elements can be done easily and produce significant insight about local digital maturity.
The importance of the national regulatory and institutional framework
It is rare that the telecommunications sector is governed directly by the local authorities and it is very often at national level that the regulatory frameworks are defined. A review of the political and institutional frameworks of the digital sector may provide indications on the possibilities for the local authorities to develop initiatives on their territory.
Key questions
- What are the national and international programmes, competitions and calls for projects that can rally specific funding for digital innovation?
- What are the programmes for deployment of telecommunications infrastructure on the territory, which would show the possibilities for extension or improvement of coverage?
- Who are the telecommunications and data regulators? What is the regulatory framework, the degree of openness and of competition in the sector?
- What is the distribution of skills and responsibilities between the different levels of government, any regional or provincial agencies that can serve as relays?
- What is the national framework on data security and protection?
The penetration rate of digital technologies and tools on the territory
The ICT penetration rate can be estimated from several types of information that give indications about the maturity of the local digital ecosystem:
- databases at national level, such as, for example, those of the International Telecommunication Union (ITU);
- estimations of the penetration rate in the cities based on this national data;
- the trends across a number of years, to estimate the speed of penetration of digital technology on the territory and the potential growth of the user base.
Initiative
In 2006 the Ugandan central government launched a development process for the network of data transmission infrastructures within the scope of a vast plan for the digital modernisation of the whole territory.
In 2011, 1,548 km of fibre optic cable was laid in the country. The government also regulated mobile phone technologies to secure this equipment, the development of which was considered a priority. In 2012, there were 850,200 mobile Internet users in Uganda compared to 84,558 users of fixed connections.
In addition, an Integrated Financial Management System (IFMS) was developed to harmonise the payment of tax at national level and extend the tax base to all levels of the administration. In 2012, twenty-two ministries, twenty-five government agencies and eight local governments had adopted this system. Following this initiative, the dematerialised services were extended to include electronic payment of urban services (water invoices) and the renewal of administrative documents (passports, education and study grants, tourist visas, etc.).
In order to deploy this national strategy to all the administrations, the programme also promotes the introduction of municipal digital strategies.
http://www.finance.go.ug/mofped/integrated-financial-management-system
Lessons learnt
The impetus from central level helps to structure a consistent national policy framework for the digital transition of the local authorities and their territory. Advocacy encouraged this impetus.
Key questions
- What is the coverage of the electrical network and of the telecommunication networks at national level? This must allow the definition of connectivity at the level of a city, but also identify potential white zones where connections will be limited or difficult (on the periphery for example).
- What is the rate of household ownership of telephones, smartphones, tablets and computers? How is this penetration rate distributed over the territory?
- Who are the local operators of mobile phones and internet service providers, their partners, their equipment (capacity of the servers, data centres…) and their prices? This must allow the identification of potential partners, service offers, the players seeking to develop their market, and also financial accessibility for the population.
- What are the applications for local use on the mobile application stores in the domains of transportation, catering, tourism or local media…?
- What is the accuracy and richness of the information on the online mapping systems (OpenStreetMap or Google Map)? They can serve as indicators of the vitality of a sector and of digital professionals on the territory concerned.
- What is the offer of cybercafés and possible third places
Third places
Correspond to social environments other than home and work. These are physical spaces where individuals can meet, come together and exchange informally in response to the needs of a community present. Third places all have their own personality, depending on their location and the community that is present there. Co working spaces are considered specific third places.
(co working spaces, fab labs
Fab labs
Abbreviation of “Fabrication laboratory”: place open to the public where all sorts of tools are made available, in particular machine-tools driven by computer (3D printers, laser cutting, etc.), for the design and production of objects. In the form of a company or cooperative, these premises assemble communities of computer experts, designers and artists.
)? This evaluation can give hints for identifying the stakeholders of the sector, or even potential financers or business angels
Business angels
Providential investors: private individuals possessing successful entrepreneurial experience who invest in a young company. Their support is financial, but also includes coaching based on experience, networking and skills development. The business angel provides special support to the young firm in the design and execution of their idea.
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The challenges of digital technology for local authorities
Clarify expectations about digital services 
Produce a diagnosis of your digital maturity 
Identify possible partners and map the ecosystem 
Start with pilot actions in order to test
Define a roadmap for scaling up
Follow, evaluate and communicate on the digital transition 
