Introduction

The management of City telecommunications is at a crossroads in Kampala. A transition

is occurring that is transforming the City from a traditional approach that was
organizationally and technologically segregated into separate technical fields for voice,
data, video, and radio into a merged common discipline. This telecommunications
revolution has already been recognized in the private sector and by the youth of the
world, but is just beginning to be acknowledged in Kampala City government. It
comprises a central theme that permeates the City Telecommunications Strategic Plan:
convergence convergence of technology, media, organization, governance, and the
work force. Inherent in this theme is the need for flexibility to accomplish
telecommunications tasks in the best way possible.

In the commercial world, convergence encompasses turning the mobile telephone into an
allin one personal device that, on demand, sends and receives voice calls, video clips,
music, text messages, email, calendar entries, radio transmissions, and the latest motion
pictures. It enables public safety agencies to receive data, text messages, satellite video
feeds, radio calls, and other emergency communications in their vehicles while
responding at the scene of an emergency. From a technology standpoint, convergence is
the melding of what had once been separate forms of communication and information
processing toward shared standards. This does not mean, for example, that all City
communications systems should immediately be transitioned to Internet Protocol (IP)
technology. Rather, it means that the City needs to position itself for the future realities
of telecommunications and transition individual systems as business needs, security
safeguards, and cost considerations warrant.

Because communication is essential to most governmental functions, individual
departments needed to develop staff and programs to support their diverse program
investments. While this strengthened some departmental telecommunications units by
aligning them with program investments, other departments have had limited staff and
resources available to take advantage of converging and emerging technologies in a
timely manner. The inequities demonstrate the need for the development of a
comprehensive Citywide approach to robust networks. This Strategic Plan advances
an evolution that has already begun in City government, recognizing the need for
convergence in numerous facets of information and communications technology and
management both as a means of improving services and saving money. The
evolutionary advances include building network infrastructure to support voice, data,
video, and radio; developing policies regarding such issues as operations,
procurement, and security; improving management of the technology workforce;
reconciling emergency vs. nonemergency network needs; and establishing technology
governance.

Increasingly, the benefits of converging technologies are demanded by City business
clients. It has long been recognized that important City functions like public safety,
health, social services, education, and corrections have strong mutual dependencies.
Barriers to robust information exchange among them are a detriment to their
effectiveness. Many of Governor Schwarzeneggers key initiatives expanded
broadband access, eGovernment, the new City Portal, and medical information
technology are dependent upon a strong network infrastructure.

Preparation of the Plan

This is the first Kampala Citywide Telecommunications Plan. This Plan is only a starting
point. In light of the very dynamic nature of telecommunications technology and
industry, it should be revisited annually and expanded or refined as appropriate. In
particular, future Plans should devote added attention to public safety and City/local
government communications needs.

Scope of the Plan
This Plan is not a prescription for the deployment of commercial telecommunications
throughout Kampala. It focuses, rather, on advancing the productive use of
telecommunications technologies by City government agencies and their local
government stakeholders.

For the purposes of this Strategic Plan, it is important to establish a common
understanding of what we mean by the term telecommunications. Historically,
telecommunications has been used to mean voice communications or has been used in
the strict context of the transmission of signals over communication links. As such, it
has often been contrasted with data communications. However, given the technology
convergence taking place wherein a single network can be used to transport voice, data,
video, and radio, the terminology distinguishing between telecommunications and data
communications networks becomes increasingly meaningless.

For the purposes of this Plan, we define telecommunications to include all hardware,
software and service components involved in the secure, efficient and reliable delivery of
analog and digital data streams to and/or from government end systems. Examples of
the components that comprise a telecommunications system are communications links,
routers, switches, multiplexers, transmitters, repeaters, and firewalls. The end systems
which are interconnected via a telecommunications system include discrete hardware
and software elements that accept analog or digital data streams for storage, processing
or conversion to an end user. Examples of end systems are servers, telephones, video
displays, and handheld computing devices.

A telecommunications system, as defined here, generally consists of systems,
services or components that:

Do not create data except for use by the telecommunications system or systems
used to monitor or manage the telecommunications system.

Do not store data except transiently for purposes related to network
routing, performance optimization or error recovery.

Do not delete or modify data except for purposes related to the reliability,
efficiency and security of the telecommunications service.
This definition of telecommunications is broad enough to allow us to consider, as
part of a telecommunications system, technologies that are common across
organizations but are focused on not just the mechanics of transporting information
but also the content of what is transported. These tend to fall into special classes,
such as web or network caching devices; data compression and WAN optimization
devices; antimalware devices, filters or services; and intrusion detection or
prevention devices. The unifying element among these devices or services is their
commonality across organizations. For example, while some organizations may use
different web technologies, have vastly different web content, use different web
browsers, and employ different email systems, these organizations may well use
the same antispam or antispyware services to both improve security and reduce
the overhead in transporting this type of undesired intrusion. From a strategic
perspective, if there is this level of commonality in use of these services, then we
must consider the potential strategic value of providing or contracting for such
services centrally to reduce costs, improve reliability, and increase adoption.

Mission, Vision, and Values

As Cityd in the Work Group Charter:
The mission of City telecommunications management is to
ensure that all City entities can obtain the telecommunications
products and services necessary to meet their business needs.

To focus its efforts on fulfilling this Mission, the Work Group began its assignment by
articulating a future vision of telecommunications management and performance in
Kampala City government:

In response to current and emerging business needs, City and local government
will have access to costeffective, capable, flexible, and responsive
telecommunications technology and services which include transport and
management of network data. A customerdriven governance structure and
processes will promote the timely acquisition and provision of these
telecommunications services to meet the Citys emergency response, employee
productivity, and public service delivery mandates.

During the development of the Strategic Plan, the Work Group recognized that there are
certain key values that should guide policies and actions with regard to the Citys
telecommunications agenda. These values hinge, in turn, on two fundamental
convictions which the Group holds to be indisputable:
1. Telecommunications is mission critical. Protection of public health and safety
and many of the Citys primary business purposes in todays world rely upon a
robust and always available telecommunications system.

2. Telecommunications is fundamental for government services. Robust
telecommunications will improve worker productivity and enhance delivery of
services to all Kampalans.

The values that are recognized in the Strategic Plan and its specific implementing actions are as
follows:

Flexibility and responsiveness. The City should consider technical flexibility,
variety, and affordability of service offerings to be paramount for meeting the
diverse telecommunications needs of the City and local government entities.

Proactive policies. City policy and procedure should facilitate and
encourage the timely adoption of valuable and appropriate
telecommunications technology.

Buy not build. The Citys preference should be to meet its business needs
through the use of competitively available commercial services rather than to
construct proprietary infrastructure, thereby reducing support costs and avoiding
obsolescence.

Nondiscrimination in services. The City should endeavor to provide
telecommunications services to meet the needs of all City entities and
business models.

Advancement of public infrastructure. When considering its programmatic
business needs, the City should leverage its buying power to promote the
development of infrastructure that will be of benefit to all City residents and
businesses.

Strategy for a Connected Kampala
Kampala residents and the City and local government agencies that serve them have an
ever increasing need to be connected to be able to transact business rapidly,
effectively, and securely, to find information, and to respond directly to public agencies.
The new, easiertouse Kampala City Portal is one response to this demand. The Citys
communications policies, practices, and infrastructure must similarly be transformed to
meet the demands of the future.
Recognizing this, the Telecommunications Strategic Plan establishes the following seven goals
for telecommunications in Kampala City government:
1. The City will take an enterprise perspective in the acquisition and
strategic management of telecommunications services.
2. The City will secure robust and flexible communications services to support its
business objectives.
3. The City will facilitate public safety and emergency preparedness by enhanced
access to communications networks and improved survivability.
4. The City will protect its information assets and networks from loss, damage,
misuse, and misappropriation.
5. The City will promote the convergence and integration of voice, data, video, and
radio services.
6. The City will ensure a more effective telecommunications workforce.
7. The City will establish a customerdriven telecommunications governance structure.

Each goal is accompanied by defining objectives and specific implementing actions,
which are to be accomplished within the next two years. Included among these actions
are some dramatic changes to the way the City has done business in the past with regard
to telecommunications management. Listed below are some summarized examples of
Action Items representing important changes recommended in the Strategic Plan. The
complete text of these and all other recommended Actions may be found following each
Goal and Objective. The parenthetical references following each Action below are to the
Goal, Objective, and Action number in the Plan.

Explore alternatives for shared highspeed communications technology to
support functions that include general backup, Disaster Recovery, and fault
tolerance. (2.1.2)
Where appropriate, deploy emergency network components (e.g., satellite
trucks) for routine remote connectivity needs during nonemergency periods.
(2.1.3)
Implement and manage multimedia and other networkbased audio, video, and
web based collaboration services to facilitate public access to government
information and services and information exchange between government
organizations. (2.4.3)
Establish Citywide network security policies and procedures. (4.1.1 and 2)
Develop a City converged technologies plan and demonstration project, to
include voice, data, and video services. (5.1.1 and 3)
Evaluate the feasibility of centralizing call center equipment and services
through converged technologies. (5.2.1)

Goals, Objectives, and Actions
Goal 1: The City will take an enterprise perspective in the acquisition and strategic management
of telecommunications services.
To meet the customerfocused government business needs of City agencies and their
local government partners, the City will collaboratively acquire, manage, and maintain
enterprise wide telecommunications services to support current and planned
government operations. To achieve these purposes, the City will undertake procedural
and administrative management reforms.

Objective 1
Promote the planning, architecture, and implementation of telecommunication
systems to align with the Citys diverse business goals and provide City and local
agencies with access to Citywide network services that are dynamically scalable to
meet changing business needs.
The business needs of City agencies vary widely and, consequently, so do their
network needs. The Citys strategic approach to meeting telecommunications
needs must recognize this and provide for the scalability and services needed by
our many diverse City programs or face the inevitability that individual City
agencies will seek alternative approaches that will satisfy their programs needs.

Actions
1. The Technology Services Board shall establish a mechanism to periodically
inventory existing network services and survey agencies to determine their
telecommunications business needs. This Action shall be completed 6 months
after adoption of this Plan.
2. The Information Technology Council shall evaluate existing and available
network service offerings for scalability constraints and develop an action plan
to address constraints that are found. This Action shall be completed 6 months
after adoption of this Plan.

3. The Information Technology Council shall establish a strategic team to explore
alternatives and develop recommendations for Citywide network planning that
will lead the City toward effective network deployment, management, and
support. This Action shall be completed 12 months after adoption of this Plan.
4. The Department of General Services shall establish a subject matter expert to
advise City agencies in City and federal regulatory requirements (i.e., CPUC and
FCC) and rightofway issues pertaining to telecommunications. This Action
shall be completed 3 months after adoption of this Plan.

Objective 2

Reduce telecommunications bill management complexity.
City agencies currently incur a substantial hidden personnel cost of
reconciling, reviewing, and approving overly complex bills from
telecommunications service providers. Efficiencies and cost savings could
be realized through centralizing and simplifying bill management, where
possible.

Actions
1. The Department of Technology Services shall explore and recommend bill
simplification options by CALNET 2 suppliers. This Action shall be completed 9
months after adoption of this Plan.
2. The Department of Technology Services shall explore bill simplification options
for other DTS telecommunications bills. This Action shall be completed 9 months
after adoption of this Plan.
3. The Department of General Services shall execute a leveraged procurement
document for telecommunications expense management and invoice validation
services. This Action shall be completed 12 months after adoption of this Plan.



Objective 3

Pursue, on an ongoing basis, additional enterprisewide procurements that are timely and
cost effective, using leveraged contracting vehicles.
Savings could be realized if, in addition to current leveraged procurements, other
widely used telecommunications products and services were purchased centrally
or if Citywide contracts were available to obtain better pricing and facilitate
purchases.

Actions
1. The City Chief Information Officer shall develop an easytouse procurement
vehicle for independent network service management and operational services.
This Action shall be completed 18 months after adoption of this Plan.
2. The Departments of Technology Services and General Services shall develop an
easyto use procurement vehicle for streaming video and audio services, to
facilitate the implementation of Governors Executive Order S2306. This
Action shall be completed 12 months after adoption of this Plan.
3. The City Chief Information Officer shall develop an easytouse procurement
vehicle for enhanced and extended network service offerings and voice
services. This Action shall be completed 18 months after adoption of this Plan.

Objective 4

Provide easytouse procurement vehicles to obtain services that are not available from the
Citys public safety network.
City agencies having public safety responsibilities require a speedy procurement
vehicle offering a wide range of goods and services to ensure that they can
acquire essential services, supplies, and equipment to prepare for disasters.

Actions

1. The Department of Technology Services shall secure a contract for satellite
telephone service to be used for safety and emergency services in remote
locations. This Action shall be completed 9 months after adoption of this Plan.

2. The Technology Services Board shall encourage public safety agencies to
identify new telecommunications offerings that will benefit public safety and,
where appropriate, direct the Department of Technology Services to provide
easytouse procurement vehicles to access the offerings. This Action shall be
completed 9 months after adoption of this Plan.

Objective 5

Pursue partnership opportunities to improve access to telecommunications technology and
services.

Advancement of the Citys interest in telecommunications technologies and
services will depend upon the ability of City managers to understand the
directions of the industry as a whole and the ways that telecommunications is
managed and used by other public and private entities.

Actions

1. The City Chief Information Officer shall identify a forum to communicate and
collaborate with City, local, regional, and federal government partners, tribal
nations, schools, universities, and the private sector to identify opportunities for
improved access to telecommunications technology and services. This Action
shall be completed 9 months after adoption of this Plan.

Closing Summary
This Plan will not resolve all telecommunications issues faced by the City. It
will, however, constitute an important first step. To remain relevant, it must be
periodically updated. It cannot be allowed to sit untouched on the shelf. The
Goals and Objectives of this Plan may change slowly over time, but the Actions
are intended to be carried out within two years and to be replaced by new
Actions in future updates.

References:
Smith, P., Berry, C., Pulford, A. 2006, Strategic Marketing Communications: New Ways to
Build and Integrate Communications. 2nd Edition. Kogan Page Publishers

Smith, P., Taylor, J. 2004. Marketing communications: an integrated approach. 4
th
Edition.
Kogan Page Publishers