Paper Series 2.3

Attachment 7

Information Communication Technology Section

2003–2005 Triennial Progress Report

1. INTRODUCTION AND HIGHLIGHTS

The goal for the Information Communication Technology (ICT) Section is “improved information and communication capacity” in SPC and Pacific Islands countries and territories (PICTs). Its first and primary objective is “sustained, high-quality ICT services in support of SPC programmes”. The second objective is “enhanced information and communication services in PICTs”.

This paper reports on progress against the defined outputs of the ICT Strategic Plan (2003–2005). In conjunction with discussions with stakeholders, this review will also inform the development of the next strategic plan for the section.

Progress over the plan period has been good, as this report will demonstrate. Significant achievements include the following:

• High-quality services to SPC programmes were not only sustained but improved, despite a 20 per cent increase in the total number of SPC staff.

• Internet bandwidth for the organisation has quadrupled, with two redundancy routes.

• SPC has also quadrupled the speed of its communication link between its offices in Noumea and Suva.

• Large savings have been achieved by using Voice over Internet Protocol (VoIP) technology. Virtually all phone calls between Noumea and Suva are now routed via SPC’s private network, at no extra cost to the organisation.

• Videoconferencing is now possible between the two main SPC sites and is heavily used for programme discussions, management meetings, interviews and consultations with partner- agency staff.

• Better communication links between the two main sites have made possible the full integration of ICT support services (e.g. a single Helpdesk function for Noumea and Suva).

• Although the VITASAT network, which was expected to provide inexpensive Internet access to rural communities, did not materialise, good progress was made with other activities supporting the section’s objective of enhanced information and communication services in the Pacific. Particularly noteworthy is the contribution that SPC’s ICT section has made to the development of the region’s Digital Strategy.

• The Pacific Island Network Associate (PINA) project has been an important direct contribution by SPC to ICT capacity building.

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2. ICT IN THE PACIFIC

During the plan period there has been extensive progress and an unprecedented level of regional cooperation. The key partners are representatives of governments, private sector and civil society organisations, the Pacific Islands Chapter of the Internet Society (PICISOC), the Pacific Islands Telecommunication Association (PITA), the Council of Regional Organisations in the Pacific (CROP), development partners and donors. The collective efforts of all partners have led to the establishment of a clear framework for the development of ICT in the Pacific at both the national and regional levels.

The regional Digital Strategy1 will be presented as part of the Pacific Plan to the Forum scheduled for October 2005. It recognises ICT as an important sector that can provide powerful tools for development that are essential to economic growth, critical to the development of good governance, effective vehicles for the maintenance of security, vital for sustainable development, and key to ending the “tyranny of distance” for Pacific islands. It consolidates the fundamental and positive results from earlier initiatives such as the Communication Action Plan (CAP) agreed in 1999; Pacific Islands Information and Communications Technologies Policy and Strategic Plan (PIIPP) endorsed in 2002; World Summit on the Information Society (WSIS) process, which many PICTs have prioritised since January 2003; Pacific consultations in various forums; and ICT developments in each island country.

The Digital Strategy aims to achieve the following outcomes for PICTs:

• improved access to communications technology

• reduced costs

• higher bandwidth to the global ICT “backbone”

• removal of inappropriate regulatory environments in order to foster higher levels of investment

• strengthened ICT skills.

Even with the ICT section’s limited resources, SPC has been a key contributor to many regional ICT initiatives during the years 2003–2005. If one achievement stands out from the rest, it would have to be the expected endorsement of the Pacific Plan’s Digital Strategy by Pacific leaders later this year.

1 Details are available at http://www.pacificplan.org/tiki-page.php?pageName=Digital+Strategy.

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3 NARRATIVE PROGRESS REPORT

3.1 Programme priorities

The ICT Strategic Plan 2003–2005 estimated that 80 per cent of the section’s resources would be committed to its internal support functions (i.e. Objective 1) and approximately 20 per cent would be available for outreach work in the region, including direct technical assistance and advice to member countries and territories. The section has followed this broad guideline, which reflects its primary function of internal support.

3.2 Progress against performance indicators

Objective 1: Sustained, high-quality ICT services in support of SPC programmes

Output 1.1: Improved ICT skills of users

The key performance indicators (main results) by which the section expected to measure its success in achieving this output were:

• a minimum of 50 per cent reduction in the number of Helpdesk requests that relate to inadequate skills; and • number of users achieving a pass rate in each on-line module by certified level.

Activities focused logically on training for new staff and refresher courses for existing staff. The SPC Intranet provided access to all ICT user-access policies and procedures, and online training material. While no systematic analysis has been undertaken, the level of IT literacy of SPC staff appears to have increased. The section receives few requests relating to SPC standard software programs. The use of SPC online training resources has been below expectations, however.

Output 1.2: Appropriate hardware, software, applications and communications infrastructure and standards that satisfy users’ current and emerging needs

Key performance indicators were:

• 85 per cent of requests for system enhancements evaluated and responded to within four working weeks from date of request; • 90 per cent user satisfaction rate with implemented enhancements; and • 90 per cent of Helpdesk requests responded to and solved within 24 hours.

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Output 1.3: High system availability, performance, integrity and security

Key performance indicators were:

• 99.9 per cent average system uptime; • 99.9 per cent of all virus attacks neutralised successfully before they affect corporate systems; and • less than 5 per cent of data files unrecoverable after corruption.

The key performance indicators listed for Outputs 1.2 and 1.3 have all been achieved.

Apart from staff skilled in IT, a modern organisation requires a reliable ICT infrastructure (hardware and software — see Outputs 1.2 and 1.3). Exciting progress has been made over the last three years. A good example is the single Helpdesk facility for SPC, where technical staff in Noumea or Suva can service the whole organisation, including travelling staff within and outside the region, and can even provide online and near real-time support to some member-country project teams. The same Helpdesk application is now used by other SPC support services, such as the Regional Media Centre, Maintenance, Publications and Printery, to manage their workflow. It has improved productivity and efficiency, facilitated timely responses to staff queries, enabled users to track the status of their outstanding requests, and streamlined many routine office operations.

Objective 2: Enhanced information and communication services in PICTs

Output 2.1: Strengthened national capacity in network systems administration and management

Key performance indicators were:

• 90 per cent of attachments obtain industry-accredited certification; and • percentage change in the number of networks operational by country relative to the 2002 baseline.

Three Pacific Island women from Islands and completed their attachment with SPC and achieved an accredited certification.

In collaboration with SPC’s Public Health Programme, the section provided advice to the Federated States of Micronesia with revisions and changes to their health information systems and standardisation of disease codes (between individual state authorities and the federal ministry).

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Output 2.2: National ICT policies and strategic plans formulated and/or adopted

Key performance indicator was:

• number of PICTs using advice and recommendations from SPC when formulating policies and strategies.

As a partner in a joint project with the Pacific Islands Forum Secretariat (PIFS) and the South Pacific Applied Geoscience Commission (SOPAC), SPC helped develop ’s ICT strategy in 2005. SPC provided similar assistance to and Solomon Islands. On a less formal basis, Fiji Islands, , , and Vanuatu also received strategic ICT advice from SPC. Through the WSIS process and the CROP ICT Working Group, in which SPC plays a major role, most other PICTs also received assistance with development of their ICT strategies.

Output 2.3: Improved ICT skills and access to information for PICT communities

Key performance indicators were:

• number of VITA-Connect units operating in PICTs; • number of PICTs using advice and recommendations from SPC on ICT in rural and isolated communities; and • at least 90 per cent of CETC trainees complete the ICT component and are assessed as competent in the use of computers by the trainer.

Working with other SPC programmes, the section was involved in training and technical assistance to SPC members. Examples include: SPC Statistics Programme PRISM project (covered more than 90 per cent of all island members); Demography Programme population GIS project (five countries); Public Health Surveillance ICT in Health project (six countries); Kiribati ICT Strategy (with PIFS and SOPAC); Electronic Network Training Workshop for the Pacific project between the Pacific Women’s Bureau (PWB) and the Global Knowledge Partnership (GKP).

Regarding the first key performance indicator, SPC was a designated VITASAT test site in 2001, as part of the global VITASAT network that aimed to bridge the digital divide by assisting developing countries with poor ICT infrastructure. SPC was contracted to test small transceivers in Pacific Island conditions. The Internet connection costs would be cheap and easy to maintain for many rural and remote community projects. However, the VITASAT network did not eventuate, for reasons beyond the control of SPC.

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Working with PIFS, SOPAC, University of the South Pacific (USP), United Nations Development Program (UNDP), United Nations Office for Project Services (UNOPS) and other partners, SPC provided advice on ICT in rural and isolated communities to 14 PICTs as part of these countries’ and territories’ input to the WSIS Declaration of Principles and Plan of Action.

Over the 2003–2005 period, a total of 95 CETC trainees successfully completed the ICT component. This component is compulsory for all trainees. A 100 per cent pass rate was achieved.

4. MATRIX SUMMARY

Progress against performance Objectives, outputs and key performance indicators indicators Objective 1: Sustained, high-quality ICT services in support of SPC programmes Output 1.1: Improved ICT skills of users - Number of users achieving a pass rate in each online training module Not monitored; utilisation rate of by certified level online resources disappointing - A minimum of 50 per cent reduction in the number of Helpdesk Considered achieved, as few such requests that relate to inadequate skills requests were received Output 1.2: Appropriate hardware, software, applications and communications infrastructure and standards that satisfy users’ current and emerging needs - 85 per cent of requests for system enhancements evaluated and Achieved responded to within four working weeks from date of request - 90 per cent user satisfaction rate with implemented enhancements Achieved - 90 per cent of Helpdesk requests responded to within 24 hours Achieved Output 1.3: High system availability, performance, integrity and security - 99.9 per cent average system uptime Achieved - 99.9 per cent of all virus attacks neutralised successfully Achieved - Less than 5 per cent of data files unrecoverable after corruption Achieved Objective 2: Enhanced information and communication services in PICTs Output 2.1: Strengthened national capacity in network systems administration and management - 90 per cent of attachments to SPC obtain industry-accredited Exceeded (all three trainees achieved certification on their completion certification) - Percentage change in the number of networks operational by country Not measured; anecdotal evidence of relative to the 2002 baseline substantial increase

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Progress against performance Objectives, outputs and key performance indicators indicators Output 2.2: National ICT policies and strategic plans formulated and/or adopted - Number of PICTs using advice and recommendations from SPC when Nearly all PICTs received advice formulating ICT policies and strategies either directly from SPC or through regional bodies in which SPC plays a major role Output 2.3: Improved ICT skills and access to information for PICT communities - Number of VITA-Connect units operating in the Pacific region Not achieved, as the VITASAT network did not materialise - Number of PICTs using advice and recommendations from SPC on 14 PICTs received advice ICT in rural and isolated communities - At least 90 per cent of CETC trainees complete the ICT component Pass rate of 100 per cent achieved and are assessed by the trainer as being competent in the use of computers

5. GENERAL COMMENTS AND OBSERVATIONS

The ICT Strategic Plan 2003–2005 has served SPC well. One of its main strengths is its well-defined scope and the strict allocation of available resources against specified objectives and outputs. This has enabled close monitoring of all activities and results. The Plan’s concise focus and scope has kept the implementation schedule simple and enabled easy monitoring and timely adjustments where necessary.

In the next Strategic Plan, more attention will be directed to defining the performance indicators with reference to regular time intervals, such as six-monthly or yearly. This approach was not taken for the 2003–2005 Strategic Plan. Attention will also be paid to the need for baseline measurements as identified in the Plan.

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The proposed Digital Strategy of the Pacific Plan and its implementation will have substantial implications for SPC as one of the key participants in its development. Among other requirements, adoption of the Digital Strategy stipulates:

• reaffirmation by Pacific Leaders of the basic principles and necessary actions outlined in CAP and PIIPP and a declaration that countries will pursue the roadmap contained in those documents. The commitment to open markets, to let the private sector invest, and to promote, educate and create the environment for ICT to leverage efforts in every sector of the economy will be rewarded by the whole Pacific community using its resources to underwrite this process in a concentrated, cohesive and coordinated manner.

• establishment of a Pacific Islands ICT Council (PIIC), which will be the regional engine for ICT development and coordination. The Council will be composed of high-level representatives of, inter alia, the present CROP ICT Working Group, PITA, PICISOC and the users and private sector, through such entities as the proposed Regional Private Sector Organisation (RPSO).

The SPC response to the objectives and implementation contract of the Digital Strategy will be defined in the 2006–2008 ICT Strategic Plan.

6. FINANCES

As is the case with other SPC programme support services, the section was funded almost entirely from SPC’s core budget. New Zealand provided additional and most welcome support for the Pacific Islander Network Associate project.

ICT Income budget 2003 2004 2005 Total Core budget 69,785,000 63,520,000 64,620,000 197,925,000 Programme funding (NZ) 9,620,000 6,150,000 6,000,000 21,770,000 Total in CFP 79,405,000 69,670,000 70,620,000 219,695,000

Source: Revised budgets 2003 and 2004, 2005 budget

Funding for the section has been very stable. The variations shown are explained by vacancies and exchange rate fluctuations.

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