Statement of National Strategic Plan

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Statement of National Strategic Plan

• 23rd June 2005

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Background
In fulfilling its further obligations under the
Telecommunications Law, following the Statement
of Government Policy, the MoICT has issued the
National Strategic Plan for the ICT Sector on the
14th September 2004 and published on MoICTs
website http//www.moict.gov.jo/
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Telecom Law Postal Services Law
Statement of Government Policy on the ICT
Sectors Postal Sector

• National Strategic
• Plan
• on the ICT Sectors
• Postal Sector

Telecom Regulatory Commission (TRC)
Stakeholders
Operators
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Government Policy

• The Telecom Law states that it is MoICTs
  responsibility to prepare the Government Policy
  on the Information Communications Technology
  Sectors the Postal Sector and present it to the
  Cabinet for approval
• MoICT, TRC all stakeholders are responsible to
  adhere to the Government Policy in the ICT sector
• TRC is responsible to regulate the sectors in
  accordance with the Government Policy.

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Policy Objectives

• Policy was approved in September 2003 and aims
  at
• Creating a competitive environment, led by
  private sector, that contributes to the economic
  social development
• Market liberalization which in turn encourage
  attract investment, contribute in offering a
  wider variety of services with more affordable
  prices
• Raising internet penetration rates
• Providing stakeholders investors with
  information about the Governments directions
• Stating that Telecom Post are sectors in which
  public utility regulation has played a
  traditional role
• Stating that IT sector, beyond its communication
  elements, is not typically regulated.

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National Strategic Plan
On the Information Communications Technology
Sectors Postal Sectors
2004
2007
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Purpose of the National Strategic Plan 1/2

• MoICT is required by law to set the National
  Strategic Plan
• It is a very important tool to ensure the
  achievement of policy objectives as it emphasizes
  the What, How, When Who to get there

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Purpose of the National Strategic Plan 2/2

• It is a National Strategic Plan that we are all
  responsible to deliver and it familiarizes all
  parties within ICT and Post sectors, as well as
  those who operate outside the sectors but
  interact with them, with the national strategic
  objectives and their roles and responsibilities
  in meeting those objectives. It is a tool that
  should help all stakeholders in achieving the
  policy objectives
• It is a very important tool for monitoring the
  performance of the sector
• We are here to communicate because we are
  collectively responsible.

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Importance of the National Strategic Plan

• The objectives of the plan are
• To detail the policy objectives (what, why, how
  when) and to monitor achievement towards those
  objectives
• The impact will be noted on the following areas
• Providing citizens with services that meet
  international quality standards at more
  affordable prices
• Enhancing the attractiveness of Jordan by
  creating an open, fair and transparent
  environment that investors trust
• Increasing the intellectual capital of the
  Kingdom
• Creating a database that assists in planning and
  decision - making.

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Outcomes of the National Strategic Plan

• The plan represents a tool that shall stimulate
  direct and indirect investment, employment
  opportunities, gender sensitized climate,
  technical innovation and entrepreneurial
  activities. All of these elements are essential
  for the economic growth of the country
• Increased competition in the ICT sector will
  provide citizens with better services at lower
  prices
• Social development through access to education
  and widened opportunity
• Social inclusion will be advanced through
  providing ICT services to society at large and
  contribute to bridging the digital divide.

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Format of the National Strategic Plan

• The plan addresses each sector/sub-sector and
  details the actions to be taken in the following
  format
• What the objective(s) of the strategy
• Why the benefit of the strategy
• How the specific means of achieving strategic
  objectives
• When the timing of the responsibility for
  actions.

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Key Performance Indicators

• The Plan identifies a set of KPIs for each
• sector/sub-sector that are necessary for
• Monitoring the activities of the three sectors,
  by reference to the leading indicators that are
  set out within the strategy
• Proposing necessary corrective actions to meet or
  exceed strategic objectives
• Future policy articulation
• Protecting National interests in international
  arena
• Future strategic planning of the 3 sectors
• Regulating the 3 sectors
• Providing the public all stakeholders with
  relevant information about the 3 sectors

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Key Performance Indicators

• Strategic Plan calls for gathering data
• information in the following areas
• Customer base penetration levels
• Level of uptake of ICT services
• Price levels of ICT services
• Level of competition
• Customer satisfaction levels
• Investment working force in ICT sectors
• Financial economic indicators

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Elements of the National Strategic Plan

• Strategy related to the Telecommunications
  sector
• Mobile sub-sector
• Fixed sub-sector
• Internet Service Provision sub-sector
• Strategy related to Information Technology
  sector
• Strategy related to Postal sector

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Mobile sub-sector

• In March 2004, penetration rate for this
  sub-sector was less than 25, while indications
  suggest that potential demand greatly exceeds
  this level up to 50
• National strategy for the next three years is
  to
• a) Increase affordability such that the number
  of people that use mobile service is
  substantially increased
• b) Enhance and widen the scope and
  sophistication of services and the technologies
  employed
• c) Develop a substantial and profitable layer
  of direct and indirect suppliers of services
  within Jordan.

• Strategy related to Telecom sector
• Mobile sub-sector
• Fixed sub-sector
• Internet service provision sub-sector
• Strategy related to Information Technology sector
• Strategy related to Postal sector

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Mobile sub-sector

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Fixed sub-sector 1/2

• In March 2004, Jordan Telecom was the sole
  supplier of fixed telecommunications network
  services. On the 1st January 2005, fixed market
  was liberalized.
• National strategy for the next three years is to
  create conditions and take actions that will

• Strategy related to Telecom sector
• Mobile sub-sector
• Fixed sub-sector
• Internet service provision sub-sector
• Strategy related to Information Technology sector
• Strategy related to Postal sector

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Fixed sub-sector 2/2

• Enhance, the range, scope and affordability of
  services that are provided to meet demand needs,
  together with the number of suppliers of those
  services
• Provide the base of facilities and services upon
  which ICT market entrants, as well as other
  sectors beyond ICT may innovate and add value.
  Additional international facilities and services
  are key needs in this respect
• Develop a substantial layer of direct and
  indirect suppliers, related products and
  activities within Jordan.

• Strategy related to Telecom sector
• Mobile sub-sector
• Fixed sub-sector
• Internet service provision sub-sector
• Strategy related to Information Technology sector
• Strategy related to Postal sector

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Fixed sub-sector

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Internet Service Provision sub-sector

• In March 2004, fewer than 10 of Jordanians
  enjoyed the benefits of the Internet. There are
  many reasons for this low usage level, but we
  believe that affordability may be the key
• Strategic Plan objective is to ensure that
  access to the internet is raised significantly
  from those levels that prevailed at March 2004
  and that its use spreads as widely as possible
  among all segments of the society including
  business, residential educational entities
• The ICT sector takes the view that the low level
  of penetration contributes to a general lack of
  interest in Internet related activities,
  including e-Commerce, as a base for
  entrepreneurial activities.

• Strategy related to Telecom sector
• Mobile sub-sector
• Fixed sub-sector
• Internet service provision sub-sector
• Strategy related to Information Technology sector
• Strategy related to Postal sector

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Internet Service Provision sub-sector

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Information Technology sector

• A series of initiatives known as REACH have
  been pursued by sector stakeholders since 1999
  and have always been a private-sector-led program
  that aims at developing a vibrant, export
  oriented software development IT services
  industry
• National strategy for the next three years is to
  create conditions and take actions that will
• Increase the capacity, capability and activity of
  the Jordanian IT sector, by a step function, to
  achieve necessary scale, and, thereafter, allow
  it to continue to be competitive in Regional and
  Global markets, attract and support inward
  investment, and, increase the efficiency of
  Government and the general business sector.

• Strategy related to Telecom sector
• Mobile sub-sector
• Fixed sub-sector
• Internet service provision sub-sector
• Strategy related to Information Technology sector
• Strategy related to Postal sector

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Information Technology sub-sector

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Postal sector 1/2

• Jordan Post Company (JPC) is a State-owned
  entity with statutory monopoly and is the
  provider of universal postal services
• Aside from JPC, the postal sector is
  characterized by strong private sector
  involvement in domestic international express
  and door-to-door services.

• Strategy related to Telecom sector
• Mobile sub-sector
• Fixed sub-sector
• Internet service provision sub-sector
• Strategy related to Information Technology sector
• Strategy related to Postal sector

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Postal sector 2/2

• The National strategy calls for
• Improvements to the quality of postal services,
  notably traditional services provided by JPC
• Growth of private sector activities and
  investment as well as the introduction of new
  services
• A progressive increase in the proportion of mail
  distributed to home and business doorsteps.

• Strategy related to Telecom sector
• Mobile sub-sector
• Fixed sub-sector
• Internet service provision sub-sector
• Strategy related to Information Technology sector
• Strategy related to Postal sector

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Postal sub-sector

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Reporting system requirements for the plan

• The National Strategic Plan requires a
  performance monitoring framework
• Benchmark/ baseline
• First report September 2005
• Database/ data collection
• Reporting monitoring system/ Frequency

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Duties and Responsibilities

• The plan articulates a set of duties /or
  responsibilities that the stakeholders are
  entrusted with and this includes
• MoICT
• TRC
• NITC
• Int_at_j
• Private sector entities in the 3 sectors
  direct direct
• Other stakeholders (CBJ, MoHE, CoHE, Competition
  Department)

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Cooperation among all stakeholders is key for
the success in achieving our national strategic
objectives which ultimately lead to achieving our
Policy goals.
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Thank You