MAKERERE UNIVERSITY - DIRECTORATE FOR ICT SUPPORT

(DICTS)

STRATEGIC PLAN 2020-2030

December 2018
Table of Contents
ACRONYMS ....................................................................................................................... 4
1 INTRODUCTION ......................................................................................................... 5
1.1 BACKGROUND ............................................................................................................... 5
1.1.1 VISION 2040 ASPIRATIONS: ............................................................................................. 5
1.1.2 NDPII 2015/16 -2019/20 ASPIRATIONS: .......................................................................... 6
1.2 MANDATE ...................................................................................................................... 7
1.2.1 OUR VISION ...................................................................................................................... 7
1.2.2 OUR MISSION ................................................................................................................... 7
1.2.3 CORE VALUES ................................................................................................................... 7
2 CONTEXTUAL ANALYSIS ............................................................................................. 8
2.1 PERFORMANCE REVIEW (PREVIOUS SP AND BASELINE).................................................. 8
2.2 SITUATIONAL ANALYSIS ............................................................................................... 12
2.2.1 Improving ICT management and Organisational Context ............................................ 12
2.2.2 Enhancing Research and Innovation ............................................................................. 13
2.2.3 Enhancing Teaching, Learning and Support Environment ............................................ 14
2.2.4 Building robust ICT Infrastructure ................................................................................. 15
2.2.5 Enhancing ICT inclusiveness and Gender Mainstreaming ............................................ 15
2.3 SWOT ANALYSIS ........................................................................................................... 17
3 THE STRATEGIC FRAMEWORK (AREAS OF FOCUS FOR THE NEXT TEN YEARS) ........... 20
3.1 STRATEGIC POSITION ................................................................................................... 20
3.2 HUMAN CAPITAL DEVELOPMENT ................................................................................. 20
3.3 DEVELOPMENT IMPACT ............................................................................................... 22
3.4 INSTITUTIONAL DEVELOPMENT ................................................................................... 24
4 OPERATIONAL FRAMEWORK AND BUDGET .............................................................. 30

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LIST OF TABLES:

Table 1: Detailed Swot with Emerging Issues ......................................................................... 19

Table 2: Human Capital Development ................................................................................... 20
Table 3: Development Impact .................................................... Error! Bookmark not defined.
Table 4: Institutional Development ............................................ Error! Bookmark not defined.

LIST OF FIGURES:

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ACRONYMS
CAD Computer Aided Design
CAM Computer Aided
CEDAT Collect of Engineering Design Arts and Technology
CEES College of Education and External Studies | Makerere University
COCIS College of Commuting and Information Science
DICTS Directorate for Information Technology and Communications Support
E-LEARNING Electronic Learning or E-Learning
E-WASTE Electronic Waste
EA Enterprise Architecture
EAC East African Community
eduroam Education Roaming
EGIP Edinburgh Glasgow Improvement Programme
EPICA Strategic Partnership for the Co-Design of an Innovative and Scalable ePortfolio
HEST Higher Education Science and Technology
HPC High Performance Computing
ICT Information and Communications Technology
ITS Integrated tertiary software
LAN Local Area Network
MAK Makerere University
MAKIR Makerere Institutional Repository
MOFPED Ministry of Planning Finance and Economic Development
MOICT Ministry of Information Communications and Technology
MOU Memorandum of Understanding
MUELE Makerere University E-Learning Environment
NDP National Development Plan
NITA-U Nation Information Technology Authority of Uganda
NOC Network Operation Centre
NORPART Norwegian Partnership Programme for Global Academic Cooperation
NREN National Research and Education Network
ODEL Open Distance And E-Learning
PDU Procurement and Disposal Unit
PEBL Partnership for Enhanced and Blended Learning
PPDA Public Procurement and Disposal Authority
PPDU Public Procurement and Disposal Unit
PWDS Persons with Disabilities
R&D Research and Development
RENU Research and Education Network for Uganda
Sida Swedish International Development Cooperation Agency
VULA Virtual Unbundled Local Access
WAN Wide Area Network

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1 INTRODUCTION
1.1 BACKGROUND

Makerere, the oldest and most renowned University in Uganda, has over the years enjoyed
the top position in the Universities’ ranking in the country, and has been consistently among
the top ten in Africa. This has been achieved by, among others, identifying and adopting
ICTs in the mainstream Universities core activities of teaching and learning, as well as
research and innovation. The role of the ICT function in determining the performance and
visibility of the University cannot be underestimated. With increased demand for higher
education, ICT provides an enabling environment and facilitates access to knowledge,
learning and innovations to enable the University offer globally competitive programs.

Section 41(e) of the Universities and other Tertiary Institutions Act 2006 empowers the
University Council to establish departments and units that can assist it to achieve its mission.
On this basis, it established the Directorate of ICT Support on 2001, to function as the driver
for the ICT agenda in the University. In line with these aspirations, the Makerere University
Strategic plan 2008/09 -2018/19 recognizes the key role that ICT would play in ensuring
quality, effectiveness and efficiency in all the University’s undertakings in order to realize
her strategic focus.

Cognizant of this important role of ICT and noting the dynamic technological advances,
DICTS is committed to continually develop and regularly review its ICT Strategic Plan to
guide in the design, development, implementation, and effective use of the ICT services and
resources.

The 2020-2030 DICTS Strategic Plan is based on Makerere University’s recognition of the
role of knowledge as a necessary basis for sustainable human capacity development. It
therefore articulates how ICT will be harnessed to support the core functions of research,
teaching and learning, by ensuring optimum user experience, setting up appropriate ICT
structures to spur innovation, as well as supporting the roles of all the players in the
University’s ecosystem. Its implementation will usher in the far-reaching changes that are
needed to achieve knowledge for all in the new Knowledge Economy, while at the same time
modernizing the Management Information Systems to the expected and required standard of
a modern University.

The planning process for the 2020-2030 DICTS Strategic Plan was kick started by creation of
a steering committee. The committee developed a Strategic Plan framework that included
Strategic themes and Strategic Objectives.

In line with the university’s vison of becoming a thought leader for knowledge creation and
society transformation for development, the DICTS strategic Plan, will strongly support the
university to deliver on Uganda’s development agenda, which considers ICT as one of the
key pillars for National development.

1.1.1 VISION 2040 ASPIRATIONS:

Vision 2040 recognizes that “ICT has enormous opportunities that Uganda can exploit to
transform the economy and peoples’ lives through job creation acceleration of economic

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growth and significantly increased productivity”. It recognizes further that ICT can “improve
national productivity by making government and business enterprises more efficient,
effective and globally competitive”. It also emphasizes that there is “potential to improve
availability of digital content and e-products, automation of government processes and inter-
agency connectivity, innovation, bridging the gap between industry and academia, and
commercialization of research and development”.
Other quotes from the document are that:

§ “Uganda shall develop, improve and retool its ICT talent pool by building mechanism
by adopting globally benchmarked, industry-rated skills assessment and training and
certification standards. The curriculum and learning content will also be progressively
reviewed and developed in order to align what students are taught with what industry
globally requires. It shall be mainstreamed in education to take advantage of E-
Learning and to prepare future generations of ICT-savvy workers and ensure their
effective utilization”.
§ “Uganda shall continuously build robust ultra-high speed, pervasive, intelligent and
trusted infrastructure all over the country in line with the changing technologies”.
§ “Government will encourage innovation to harness the full potential of the digital
economy and technological innovation. The aim is to stimulate growth, innovation
and employment through digital content creation, software development for local and
regional markets, creative industries, multimedia, Computer Aided design and
Manufacturing (CAD/CAM) and other technologies that will emerge over the period”.
§ “Ultimately, Uganda shall catalyse a “whole-of-Government” transformation by
putting online as many services as possible, automating work functions and reducing
paperwork for greater internal efficiencies. The expected result of these efforts will be
better service delivery, open engagement of Government and significant improvement
in Government operations”.

1.1.2 NDPII 2015/16 -2019/20 ASPIRATIONS:

According to the Current National Development Plan (NDPII), the ICT sector is required to
facilitate sustainable, effective and efficient development through harnessing and utilizing
ICT in all spheres of life. To meet the sector and NDPII targets, the key focus areas include:

§ Collaborative development of an interoperable and secure ubiquitous ICT

infrastructure
§ Increasing access to ICT infrastructure to facilitate implementation of the
development priorities
§ Creation of an enabling environment that is aligned to emerging technological
changes
§ Enhancing integration and automation of E-Government services and positioning
Uganda competitively in the global market
§ Enhancing capacity for local content development and usage in the various ICT sector
services
§ Development of quality ICT human capital stock to meet the industry demands for
ICT skills and support R&D for job creation
§ Improving the information security system to be reliable, resilient and capable of
responding to cyber security threats
§ Improving the legal and regulatory frameworks to respond to industry needs

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1.2 MANDATE

To be a central service unit, providing and (or) developing ICT services and offering expert
guidance to all academic and administrative processes within the University.

1.2.1 OUR VISION

To provide university-wide access to, and utilisation of Information and Communication

Technology to enhance the position of Makerere University as a Centre of academic
excellence, and its contribution to the sustainable development of Society

1.2.2 OUR MISSION

To ensure high and sustainable availability of ICT resources that are responsive to the needs
of the university and beyond through quality management, control and maintenance
processes that are customer oriented.

1.2.3 CORE VALUES

DICTS abides by the following University wide core values:

i. Allegiance to the institution
ii. Integrity
iii. Customer responsiveness
iv. Professionalism and
v. Openness to diversity.

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 2 CONTEXTUAL ANALYSIS
2.1 PERFORMANCE REVIEW (PREVIOUS SP AND BASELINE)

The performance evaluation for the years 2014 to 2018 is based on the Makerere ICT
Strategic Plan (2008/9-2018/19), the Makerere ICT Policy (2010-2014), the revised Makerere
ICT Strategic Plan (2016– 2021) and the updated Makerere ICT Policy.

ICT funding between 2014 and 2018

Year 2014/15 2015/16 2016/17 2017/18 2018/19

Internally generated funds 2,193,000,000 2,193,000,000 2,193,000,000 3,689,645,608
(Makerere budget)
Sida funding 750,000,000 1,500,000,000 700,000,000
Government of Uganda 100,000,000
HEST AfDB Project 3,000,000,000

The Directorate for ICT Support (DICTS), provisioned ICT services to the Makerere
University community over the last five years with an annual average budget of
approximately 2,500,000,000/= from internally generated funds of which;

i. 1,825,000,000/= per annum is paid for bandwidth.

ii. 300,000,000/= per annum is paid for Licences.
iii. 375,000,000/= for unit activities

The 375,000,000/= for unit activities, covers welfare, salaries, fuel, generator and motor
vehicle repairs and maintenance thus leaving very little towards repairs and maintenance of
core ICT infrastructure which is largely obsolete and needs to be revamped. Additionally, the
overall ICT budget, is less than 1% of the entire university budget which is way below the
recommended 4-5% of the entire University budget being dedicated towards ICT support.

The progress achieved in improving both the core and end-user ICT infrastructure has been
largely funded by Sida, NORAD and the HEST AfDB projects. This has resulted into lack of
a clear ICT sustainability plan on the part of the University due to donor dependency, which
has in turn resulted into obsolete ICTs within the University.

ICT ACCOMPLISHMENTS FOR THE YEAR 2014/15 to 2018/19

The Makerere ICT accomplishments are based on three key categories;

1. Infrastructure (core infrastructure, logical infrastructure & end-user infrastructure).

2. Systems & Software platforms including databases.
3. Capacity building

Year Service procured and (or) Baseline Achievement

implemented
2014 NetApp System procured 100Mb Mail quota for • Mail quota for Mak-users increased by
and installed each Makerere user. 400%.

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 •
Procured institutional 68 Mbps/month • Bandwidth has increased to the current
bandwidth from the 1300 Mbps for the same budget
Research Education resulting into improved user
Network Uganda (RENU) experience, enhanced online
collaboration and online visibility for
Makerere University.
Additional servers procured Moodle E-Learning • Improved resilience of the MUELE
for MUELE (The Makerere Software platform in supporting E-Learning at
University E-Learning Makerere.
Environment) • Increased usage of the MUELE
platform.
2015 Installation of a Telecom 34 wireless access points • Enhanced wireless coverage across the
Grade Mast for wireless at various locations on main University campus.
blanket on University University campus • Improved online visibility for
campus. Makerere University users.
• Improved uptake and usage of
Makerere University ICT services.
• Enhanced research visibility.
32 thin-client computers Obsolete computers in the • Enhanced uptake and usage of
procured University 6 internet kiosks within Makerere University ICT services.
internet kiosks the University. • Increased access to, and usage of E-
educational services by the Mak-
student community.

Makpay API interace Disintegrated Financial • Automated transfer of tuition

linking banks to university Information Systems. payments between banks and the
financial sytems developed University Financial Information
and implemented. Systems.
• Increased transparency in University
financial processes.
• Timely report generation for decision
makers.
2016 Procured high-end servers Unvirtualized server • Better utilization of servers within the
for vitualization. environment. University and increased capacity to
support University research projects.
Digitized Human resource Manual handling of • Improved efficiency in Human
records in the central Human Resource records. Resource Records handling.
registry and automated file • Improved storage of Human Records
tracking. for Makerere University staff.
2017 30 core switches procured Obsolete core switches at • Improved user-experience for
most locations within Makerere users.
University campus. • Improved uptake and usage of
Makerere ICT services.

Procured CCTV for DICTS Lock and key security • Improved security of the University
Network Operation Centre system. Network Operations Centre.

Connection of the Jinja- All Makerere satellite • Main campus and satellite campuses
campus, Lira E-Learning campuses not linked to the on same network with all users being
centre and University main campus. able to access and use intranet
Hospital to the RENU services.
network. • Improved uptake and usage of

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 Makerere ICT services.
Additional wireless access- Wireless Access points • Improved access to Makerere E-
points procured and educational resources.
installed at various
locations within the
University.
Bulk procurement of Procurement of ICT • Improved standardization of ICT
Desktop computers for user equipment in Silos. equipment across University campus.
units across University
campus.
Implementation of the ITS, Results System • Integrated Academic Management
Academic Information ERP resulting into automation of
Management System student management processes within
(AIMS) at Makerere the University.
• Improved efficiency and transparency
in student management processes.
• Timely report generation for decision
makers within the University.
Procured IP block-space for RENU IP block space. • Access free local traffic by peering
Makerere University. directly with the Uganda Internet
Exchange Point (UIXP).
• Better utilisation of bandwidth
resources procured from RENU.
• Improved research visibility for the
Makerere users.
• Improved user experience for
Makerere users.

CHALLENGES AND RECOMMENDATION

The challenges affecting ICT at Makerere fall broadly in 4 categories of ;

1) Limited funding.
2) Disintegrated Information Systems.
3) Staffing.
4) Obsolete ICT infrastructure.

Challenges Recommendation
Limited i. The ICT budget for the financial year 2017/18 was i. Increase the annual ICT
funding 3,689,645,608/= while the ICT budget for 2018/19 is budget to a minimum of
2,915,978,851/= billion shillings which is a shortfall of 3,500,000,000/= billion
773,666,757/= in ICT funding. This will greatly affect all shillings with 1,000,000,000/=
ICT service improvement plans and equally increase the clearly ear-marked for
cost of revamping ICT infrastructure in the long term. gradually revamping the core
ICT infrastructure.
ii. The aforementioned budget is for cross-cutting ICT
services and does not cater for ICT support requirements ii. Implement council policy of
of funded research projects. 1% contribution towards ICT
support for all funded research
iii. Approximately 85% of all core ICT Infrastructure and projects within the University
Information Systems within Makerere have been donor to cater for their requirements
funded over the years. Currently, donors are not funding without affecting the quality

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 ICT infrastructure developments and expect Makerere to and grade of service for cross-
develop and implement a sustainable ICT Infrastructure cutting ICT services.
and Information Systems Maintenance Plan.
iv. All donors or bilateral development partners now expect
the University to cost-share on all funded ICT
interventions as part of a sustainability model which was
not previously the case.
Disintegrated v. ITS, Results Management System, Transcript System etc. iii. Implement the Academic
Information are not able to “talk” to each other resulting into Information Management
Systems challenges of data inconsistency, delayed processing and System (AIMS) to completion.
limited access to wholistic information/reports for AIMS is an end-to-end
decision makers. integrated academic
management information
system which will integrate
with IFMS and the
Government IPPS system.
This will improve
transparency and also increase
efficiency. All other
information systems within the
University should be
integrated based on the
approved University-wide
Integrated Management
Information Systems
Framework (IMIS).
Staffing vi. The University-wide ICT staffing is lean compared to the iv. Formalise ICT staff within the
number of users and growing number of Information University system with
Systems and services requiring support. uniform 4 year contracts
vii. 80% of all ICT staff at colleges and 3 at the centre renewable based on
(DICTS) have been working on 6 months renewable satisfactory performance.
contracts for close to 10 years. v. Officially communicate
council decision on all ICT
personnel within the
University belonging to
DICTS.
vi. Implement ICT staffing
recommendations that resulted
from the Mak-ICT staffing
analysis exercise and were
shared with the Human
Resource Director, the VC,
DVCFA and University
Secretary.
Obsolete ICT vii. Most ICT Infrastructure (both core and end-user) is viii. Increase the annual ICT
Infrastructure obsolete. budget to a minimum of
3,500,000,000/= billion
shillings with 1,000,000,000/=
clearly ear-marked for
gradually revamping the core
ICT infrastructure.

ix. Implement council policy of

1% contribution towards ICT

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 support for all funded research
projects within the University
to cater for their requirements
without affecting the quality
and grade of service for cross-
cutting ICT services.

2.2 SITUATIONAL ANALYSIS

As an input into the development of DICTS Strategic Plan 2020 – 2030, an exercise was
undertaken to establish the current status of ICT deployment and usage in the University. The
analysis was based on the five Strategic Objectives of the Makerere University ICT Strategic
Plan 2015/16 to 2019/2020 as reviewed in February 2018. These are:
§ Improving ICT management and Organizational Context
§ Enhancing Research and Innovation
§ Enhancing the Teaching and Learning Support Environment
§ Building a Robust ICT Infrastructure
§ Enhancing ICT Inclusiveness and Gender Mainstreaming.
As a means to obtain the information required, Management of the Directorate identified an
ICT expert to undertake the exercise. Consequently, a questionnaire was designed along the
above themes of the DICTS Strategic Plan and their respective Strategies. It was
administered to the Director DICTS Mr. Mugabi Samuel Paul, the Deputy Principal of
College of Education and external Studies, Dr. Muyinda Paul Birevu, the Ag. Director
Gender, Dr. Euzobia Baine, and a number of System Administrators and other user in
Colleges and administrative Units. The information that was gathered was synthesized and is
presented below in the Situational Analysis.
2.2.1 Improving ICT management and Organisational Context
2.2.1.1 Putting in place a Vice Chancellor’s level ICT Committee to guide management of ICT
issues:
The Committee is not in place. The view of Council and management is that the Council
Committee on ICT, QA and Gender is sufficient, while that of DICTS management is that a
VC/Management level committee is still necessary because it would be nearer to the ground,
rather than a Council Committee that meets once quarterly.
2.2.1.2 Percentage of the university budget that goes to DICTS and the extent to which the
approved budget is allocated:

About 1% was allocated in current Financial Year. The technology fee is not ring fenced. In
the current FY, Ugx.2.9 billion was allocated, but of this amount, Ugx. 1.825 goes to
purchase bandwidth. The balance goes towards salaries, infrastructure maintenance, fuel etc.
Management has promised an extra Ugx. 1 billion next FY. Boarder router is being acquired
at Ugx. 500 million off the Presidential Initiative Fund.

2.2.1.3 Formalization of employment terms for staff who have been on renewable short term
contracts:
Some staff members are still on short term contracts. Appointments Board is in the process of
phasing out all stop gap contracts by the end of December 2018.

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2.2.1.4 Existing Management Information Systems and the extent to which they have been
integrated and made interoperable:

For about 15 years Makerere was using integrated ITS supplied by a South African
Company. It was never implemented fully mainly due to unsustainable support costs and
attempts to phase it out have been around since 2008. It was supporting the Academic
Registrar’s, Finance Departments and Human Resource Department. Presently, AIMS is
being implemented after Government first attempted the implementation of CEMAS. About
two years ago, Government took a decision to abandon CEMAS and substituted it with
AIMS, which is a home-grown solution. The main reason behind this decision is that support
will be available locally and at a much lower cost. It has the functions of Academic Registrar,
Finance, and when fully implemented is expected to support the HR and Library functions as
well. Payroll is managed through IFMS and IPPS, which are integrated with AIMS. VITUA
Library System is in place and its annual license fees have always been covered by Sida. Sida
support is phasing out in 2020. There is an attempt to migrate to Koha, an open source
Integrated Library Management System. The Library fee like the Technology fee, is also not
ring-fenced and therefore sustainability remains a challenge.

2.2.1.5 Allocating sufficient resources to ensure that research is supported:

The sharing formula for ICT resources is in place but does not prioritize research. Under the
current Sida funded ICT project (2015-2020), Makerere is expected to demonstrate
substantiality through a 50 50 sharing model with Sida.

2.2.1.6 Existence of Central Web Publishing facilities and the nature of support provided by
DICTS:
An institutional research repository (MAKIR) exists in the Library and DICTS houses and
maintains the servers as well as the web portals. DICTS also works with College Web
Administrators to draw traffic to the repository. Mawazo Journal exists under College of
Humanities and operationalization of the Makerere University Press is in the pipeline.

2.2.1.7 Having in place standards for digital content management systems:

Standards for digital content management systems exist. In terms of infrastructure standards,
DICTS verifies compliance of ICT procurements. Arrangements for bulk purchase of ICT
equipment such as computers are in place to benefit from economies of scale.

2.2.1.8 Enforcing ICT operational policies and standards:

Currently, DICTS is in the process of developing guidelines and procedures to help enforce
the existing policies.

2.2.2 Enhancing Research and Innovation

2.2.2.1 Ring-fencing technology fee:
University Management already spends more on ICTs than the collections from technology
fees. Even if it was ring-fenced, it would not be adequate, although it would be substantial.

2.2.2.2 Amount of bandwidth supplied to Makerere:

Makerere currently consumes 1310 mbps and this has been increasing annually as a result of
Makerere being a member of an NREN that provides bandwidth to research and educational

13
entities at highly subsidized rates. However, despite that fact that there has been significant
increase in bandwidth, it is still not sufficient to fully meet the research and learning needs of
the institution.

2.2.2.3 Existence of high end computing facilities to support specialized research in the
University:
Currently, Makerere does not have high end computing infrastructure to facilitate research
that demands high computing capacity.

2.2.2.4 Number of academic staff involved in researching technologies aimed at improving

teaching and learning:
All staff in ODEL are doing research on these technologies. There are 6 certified blended
learning developers who have been trained through projects. 40 lecturers in CEES have been
trained in E-teaching 1 (facilitating online) and E-Teaching 2 (E-Courseware development).
There is a Project to leapfrog Distance Learning (1st generation correspondence education) to
4th and 5th generation (pedagogical online courses). Another project is EPICA whose goal is
to enhance creative and visualization of skills amongst graduates using e-portfolio; it
encourages use of competence-based learning practices. The other one is PEBL, which is a
partnership for enhanced and blended learning by using technologies to share scarce lecturer
resources within the EAC. Lastly, the other project is NORPART which uses EGIP to
enhance mobility of staff and students between Uganda, Norway and Rwanda; enhance
quality and internationalization of study programs through mobile transformative pedagogy.

2.2.3 Enhancing Teaching, Learning and Support Environment

2.2.3.1 Number of Makerere courses that are online:
As on 8th June, 2018, 777 courses were online, which is less than 10% of courses offered by
Makerere. In 2016, there were less than half of these, so there has been some improvement.

2.2.3.2 DICTS defining minimum bandwidth to be used by students:

Video conferencing requires a lot of bandwidth, so does Skype and Hangout. Indeed, good
bandwidth is required. DICTS has not defined minimum bandwidth. The problem is with the
infrastructure to deliver it; the servers were installed in 2004 and the LAN is even older; there
have not been any upgrades or replacements for the switches and routers or replacements of
this old infrastructure.

2.2.3.3 Developing MUELE fully and increasing its rollout and adoption:
MUELE is based on Open Source Moodle platform and in 2018 DICTS upgraded it to
Version 3.4 which is not the latest. Integration of MUELE with other systems in the
University such as AIMS has not yet been done. Lessons have not been learnt from countries
such as South Africa where they use VULA, which is the first call for students even before
registration. DICTS is expected to provide good support so as to precipitate learning. E-
Learning is handled by Institute of ODEL, supported by DICTS. DICTS provides
technological backstopping, while ODEL is the professional driver in terms of helping units
to pedagogically use the system. Institute of ODEL further provides training for lecturers to
use the system and handles transformation of legacy systems into blended learning (online
engagements plus mixing with face to face learning). The dream is to have fully developed
online courses by somewhere between the 6th and 8th year of the new Makerere University
Strategic Plan. The challenge is Pedagogical Affordances in terms of what MUELE can do in
order to do E-Learning, e.g. synchronous communication.

14
2.2.3.4 Educational Roaming by staff and students:
Makerere does not subscribe to eduroam. When members of staff and students are abroad,
they are disconnected. DICTS has not explored sorting out the subscription in terms a charge
payable to a travelling lecturer as a standard arrangement to cater for communication,
because it is a necessity.

2.2.3.5 Number of classrooms or lecture rooms that are equipped with E-learning facilities as
well as number of wireless hotspots and their bandwidth capacity:
Nobody has carried out a survey to establish the number of E-Learning Compliant
classrooms. Same applies to number of hotspots and their capacity.

2.2.4 Building robust ICT Infrastructure

2.2.4.1 Level of DICTS support to the Colleges and other Units:
DICTS provides cross cutting ICT services to colleges and administrative units an d while
these services have gradually improved, we still have challenges of intermittent internet and
mail services, limited Wi-Fi coverage. Administrators get support from DICTS when they
escalate. Disposal policy is available under PDU but it is not being implemented; there is a
lot of end-of life equipment around the Colleges.

2.2.4.2 Capacity development opportunities for ICT support staff at Colleges and Units:
There has not been any professional technical training provided to this cadre of staff not until
2018.

2.2.4.3 Providing access to high performance computing (HPC) ICT infrastructure to support
research efficiently:

Currently there are no HPCs.

2.2.4.4 University-wide ICT Enterprise Architecture (EA) being in place:

This exists but has not been implemented.

2.2.4.5 Personal computing devices:

Taking CEDAT as an example, the estimate is that 75 and 80% of staff and students
respectively have their own devices. For computer labs, the computer to user ratio is
approximately 1:5 for students and 1:1 for staff.

2.2.4.6 Existence and status of a robust data centre:

A data centre is in place with local hosting. There is a mix of old and new servers. There is
currently no cloud hosting.

2.2.5 Enhancing ICT inclusiveness and Gender Mainstreaming

2.2.5.1 Gender issues in DICTS
Presently, DICTS is not engendered and there is no affirmative action plan in place.

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2.2.5.2 Frequency of workshops, conferences or seminars in to help sensitize women on the
evolution of IT today and the role they can play in the growth of ICT:
There was an ICT project supporting training for women under Carnegie but it stopped in
2016. Currently there are no funds to support these workshops. There is a high demand for
digital training schools especially the female students; there was an orientation program for
first years that offered gender to be exposed to MUELE. This project could not proceed
because the facilities were not enough and they were expensive.

2.2.5.3 Carrying out a situational analysis to establish the extent to which women are using
existing ICT platforms:
A situational analysis to establish the extent to which women are using ICT platforms has not
been carried out.

2.2.5.4 The University developing an ICT course for Gender and People with Disabilities and
number of students are offering it:
There is a course that is offered at Gender, namely: Gender and ICT that is offered by 30
undergraduate students and about 20 graduate ones. One challenge is that there is scanty
information about PWDS and the other one is that the facilities (chairs, computers, etc) that
they use are expensive.

2.2.5.5 Ensuring that University labs cater for people with disabilities:
University labs currently do not cater for the PWDs.
2.2.5.6 Makerere having in place gender-specific indicators on ICT use and needs:
Gender-specific ICT Indicators are not in place.

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2.3 SWOT ANALYSIS

STRENGTHS WEAKNESSES EMERGING ISSUES

§ Improved ICT support from Management and § No consistent or lack of capacity § Enhance ICT support and
INTERNAL

council building awareness to both staff and

§ Well-built backbone infrastructure § Slow response and or adaptation to ICT students
§ Diverse technical expertise change/services/innovations
§ Strong ICT strategic plan/policy § High staff turnover § Develop and implement
§ Secured NOC § Understaffed directorate for ICT sustainability plans
§ Strong leadership Support
§ Staff exposure to existing platforms § Un-accounted for long working hours § Engage M & E in all ICT projects
§ Well documented business processes while supporting evening programs at § Advocate for better employment
§ Enabling ICT structure MAK
terms with management
§ Reasonable web publishing results § Obsolete infrastructure
§ Strong partnerships and collaboration with § Expanding students demand for ICT Vs § Continued ICT infrastructure
other educational Institutions the limited resources / Infrastructure to development
§ Reputation of a premier university in Africa respond to Students ICT demands
§ Availability of collegiate ICT labs § Failure to enforce software acquisition
§ Reasonable web publishing and staff and policy
student web templates § Failure to ring fence the technology fee
§ A wealth of information systems to support § Limited institutional wireless network
university operations. coverage
§ Strong student commitment for ICT § Low awareness of available resources
utilization and technologies
§ Lack of sustainability and knowledge
transfer in university project both local
and donor funded.
§ Poor M& E in projects
OPPORTUNITIES THREATS
 § Cloud computing § Poor perception of offered services and § Advocate for staff training to keep
EXTERNAL
§ Emerging technologies role of DICTS up with emerging technological
§ Management will trends
§ Availability / exposure to top brains (students § Inadequate financial commitments
and staff) § Continued engagement of
§ Existing international standards and linkages § Lack of patriotism in decision making Management to improving ICT
§ Government interests and support as well as funding
educational development. HEST project § Fast changing ICT trends
§ R n D I.e. Bilateral products support § Create a research and grants unit
§ Proliferation of mobile devices § High cost of adoption in DICTS to benefit from
§ Improved communication services international collaborations
§ Emerging innovation hubs within the § Resistance and opposition to change
University § Build mobile apps in line with the
§ existence of social network § Unattractive staff contracts several information systems in the
university
§ Government directives
§ Advocate for the development of a
§ Unplanned disruptions of university software development unit focused
activities e.g. staff and student strikes on home grown solutions.

§ Management commitment to ICTs § enhance MUELE to utilize social

networks for content and
§ Lengthy procurement processes information dissemination.
affecting the work schedules

§ Lack of pro-active ICT governance

§ Internal politics

§ Ever increasing cyber security threats

§ Brain drain: better employment

opportunities elsewhere

§ ICT network and infrastructure not

18
 sufficiently secured

§ Increased competition from many

private Universities (e.g. those that offer
a laptop per student)

Table 1: Detailed Swot with Emerging Issue

19
3 THE STRATEGIC FRAMEWORK
3.1 STRATEGIC POSITION

For the Planning Period 2020-2030, DICTS will strategically position itself to provide quality
ICT services to university stakeholders and beyond it will require that DICTS is adequately
funded and is well staffed. The emphasis is to ensure the provisioning of high quality and
sustainable ICT services that are responsive to the needs of the University and beyond. The
strategic plan which is based on three investment areas namely; Human capital development,
development and institutional development is as follows.

3.2 HUMAN CAPITAL DEVELOPMENT

Table 2: Human Capital Development

Objectives Strategies Actions Measures of

success/verification
Teaching Learning and Support Environment
To provide ICT Build capacity in e-learning • Engage Makerere • Number of e-learning
platforms to software and virtual Research and software software applications
facilitate all classrooms development developers in the
modes of community to develop University
learning and e-learning software • Range and quality of
teaching e-Learning software
activities at • Train lecturers and offerings
Makerere students in usage of • Number of lectures
University virtual classrooms and students savvy
with virtual
classrooms
Encourage collaboration • Identify and engage • Number of
between Makerere and potential collaboration collaboration partners
other international partners engaged
universities through e-
learning software
Increase the number of § Secure annual budget § Amount of annual
classrooms or lecture for equipping budget appropriated
rooms that are equipped classrooms with e- by management for
with E-learning facilities Learning facilities this item
and wireless hotspots § Equip classrooms in § Number of classrooms
each College and equipped with e-
school with e- Learning facilities and
Learning facilities wireless hotspots
Ensure roaming for staff • Engage University • Establish whether
and students when they management to create functioning roaming
travel abroad. roaming facility profile is in place
• Number of staff
benefitting from the
facility annually and
cumulatively
§ Support the creation of § Provide the § Establish whether
a virtual library (VL) infrastructure for the infrastructure for VL
 VL is in place
§ Support in Setting up § Establish whether
virtual library website website with e-library
and uploading the e- content is in place
library content §
§ Provide and support § Setup a multimedia § Establish whether
multimedia studio for content multimedia studio is in
Instructional generation place
Technology & § §
Management.
Mainstreaming Open Distance and E-learning Mainstreaming Open Distance and E-learning
To provide a Develop and enhance § Enhance MUELE to § Number of emerging
robust ODEL MUELE and other e- use emerging technologies deployed
system learning software and technologies including to enhance MUELE
ensure their complete but not limited to
rollout across the social media.
University. § Pilot and rollout the § Verify extent of roll
software out of the software in
colleges and schools
§ Verify level of support
§ Support and maintain provided by DICTS to
the MUELE App the MUELE App
Student Support Services
§ To create a § Enhance student access § Increase Wi-Fi § Percentage of Wi-Fi
conducive to ICT services coverage across the cloud area coverage
environmen entire university both on and off
t for student § campus sites
academic § Provide world-class § Speed of internet in
and social internet access speeds Makerere computer
life. in computer labs labs compared to that
§ in leading
§ Establish a student Universities’ labs
support system § Verify level of student
user experience in
terms of support they
get from DICTS
§ Establish a student § Create help desks at § Number of functional
support help desk to strategic points in the student support help
continuously engage university to support desks and their
students to improve students on ICT distribution across the
information flow. related matters University
§ § §
§ Institute continuous § Develop and deliver § Number of students
ICT refresher training student and staff and staff who undergo
and create awareness refresher programs refresher training
for new technologies. annually and
cumulatively

21
3.3 DEVELOPMENT IMPACT
Table 3: Development Impact

Objectives Strategies Activities Means of verification

Research and Innovation
To build Build ICT support § Engage researchers § Number of researchers
sustainable ICT for research and across the University engaged to identify the
solutions that are innovations across to identify gaps in the said gaps
responsive to the the University use of ICT support in § Number of gaps identified
needs of research research by the researchers
and innovations § Number of gaps
across the eliminated by DICTS
University § Number of research
§ Explore mechanisms of networks collaborating
further utilizing with Makerere in the area
research educational
networks that offer § Number and type of
research collaboration collaboration related
related programs. E.g. programs
Edu-roam and
Federated Identity
Management
Deploy emerging § Keep abreast of and § Number of emerging
technologies document emerging technologies identified and
including but not technologies documented
limited to social § Deploy appropriate § Number of emerging
media to enhance emerging technology appropriate technologies
research and deployed
innovations at the § Develop sensitisation § Number researchers and
University training for researchers innovators aware of and
and innovators using emerging
technologies, including
social media, in their work
Build competencies § Build a robust data § Verify whether a robust
for high centre to support the data centre with these
performance local hosting capabilities is in place
computing across environment as well as
the university an HPC specialised
research.
§ Ensure availability of § Verify whether required
required infrastructure infrastructure to support
including not limited to these requirements is in
storage, data place
management.
Develop DICTS § Develop internal § Number of DICTS staff
into a knowledge capacity for writing capable of writing
and research centre. proposals for funding. fundable proposals
§ Number of fundable
§ Tap into research funds proposals written
that may be available § Amount of internal and
in the university and external funding for
country. research attracted into
DICTS

22
Knowledge Technology Transfer and Partnership
To enhance the Strengthen the § Engage MOICT, § Establish level of support
capacity of DICTS Makerere data NITA-U and MOFPED secured by DICTS from
to generate Centre as a national to secure policy these targeted Government
solutions that are research repository support for Institutions to strengthen
responsive to strengthening the the data centre
societal needs Makerere data Centre § Number of research
§ Sensitize and build institutions aware of and
awareness among using the repository
institutions involved in
research for them to
use the repository

To harness Establish § Develop internship § Verify whether the

collaboration and incubation Centres support strategy internship strategy is in
partnerships with and internships for place
internal and student § Engage potential § Number of partners
external development partners to implement engaged to use the same
stakeholders in through the strategy
technology transfer collaboration and § Set up and run the
partnerships incubation centres § Number of incubation
centres set up
§ Number of interns going
through the incubation
centres annually and
cumulatively
To promote the Position DICTS as § Develop DICTS ICT § Verify whether think tank
generation of an ICT think tank think tank business business plan is in place
research and for Public and plan § Number of partnerships
innovations and Private sectors § Engage public and with public and private
their accessibility private sector for think sector for the same
to Ugandan society tank partnerships
and beyond with a § Implement the business § Establish level of
view of plan implementation of the
transforming the business plan
social and Strengthen the use § Engage researchers § Number of researchers
economic status of ICT in research across the University engaged to identify the
and innovation. to identify gaps in the said gaps
use of ICT support in § Number of gaps identified
research by the researchers
§ Number of appropriate
§ Identify appropriate interventions identified
interventions for § Number of gaps
eliminating the eliminated
identified gaps § Number of researchers
§ Sustain the engaged annually and
engagement with cumulatively
researchers

23
3.4 INSTITUTIONAL DEVELOPMENT
Table 4: Institutional Development

Objectives Strategies Activities

Measures of
Success
ICT Management and Organisation Context (Governance and Institutional
Effectiveness)
To build an Review the existing § Benchmark on § Number of peer
engaged and highly DICTS organizational organizational structures universities
motivated work structure to of similar units in peer benchmarked on the
force harmonize it with the universities same
current and future § Carry out a projection of § Verify whether
needs of the likely future staffing projection of future
University needs staffing needs has
been undertaken
§ Review DICTS § Verify whether the
Organizational structure updated structure of
DICTS is in place
Provide nurturing and § Design nurturing and § Verify whether the
internship internship strategy internship strategy is
opportunities to in place
outstanding students § Market strategy to § Number of partners
in ICT relevant stakeholders engaged to use the
same
§ Implement the strategy § Number of interns
going though the
incubation centre
annually and
cumulatively
Provide opportunities § Identify staff training § Verify whether a staff
for continuing needs training needs
professional assessment has been
development undertaken
§ Establish frequency
of the exercise
§ Design a training plan § Verify whether the
staff training plan is
in place
§ Establish frequency
of its review

§ Identify/Secure funding § Establish amount of

for continuous staff funding available for
training staff training
§ Implement training plan § Number of staff
trained annually and
cumulatively

24
 Introduce a § Implement performance • Verify level of
Performance-based appraisal regulations of implementation of
rewards System as a the University University staff
token of appreciation appraisal regulations
for excellence • Number of excellent
§ Set up a reward performers rewarded
mechanism for excellent annually and
performers cumulatively

To Provide Establish an ICT § Lobby the Vice § Verify whether VC

oversight in Advisory committee Chancellor to establish level Committee is in
Monitoring and at Top University the Advisory Committee place and is actively
regulating the Management Level operational
implementation of § Ensure heads of key § Verify whether Heads
ICT activities University units are of Units are members
members of the and frequency of
Committee and that they attendance of Head
attend regularly § Confirm that DICTS
§ Provide Secretariat is indeed the
services to the Secretariat
Committee
To support the Ensure that all • Develop and implement § Verify whether a
university in University governance framework governance
establishing and Management framework is in place
implementing e- Information Systems § Establish the level of
governance are integrated so as its implementation
platforms to improve efficiency annually
and effectiveness in
university business
operations?????
Increase awareness • Develop awareness • Verify whether
and usage of strategy awareness strategy is
integrated electronic in place
platforms to all • Secure funds for • Verify level of
stakeholders implementation of the available funding for
strategy its implementation
• Number of
stakeholders fully
• Implement the e- aware of the strategy
platforms awareness
strategy.
Institute mechanisms • Develop a business arm • Verify whether
for generating of DICTS DICTS plan is
income through ICT business plan is in
consultancies and place
services. • Set up the business arm • Establish types of
businesses it is
engaged in
• Establish amount of
funds it generates
annually and
cumulatively
Library Services and ICT

25
To improve ICTs Establish a service Create service desks at the • Verify whether a
that support library desk for library ICT library for ICT Support. functional Library
services in the support ICT support desk
university and is in place
beyond
Support the Implement and maintain • Establish whether
automation and library information systems a functioning
sustainability of in a sustainable manner. Library
library functions Information
system is in place
• Establish whether
a sustainability
strategy for the
system is in place
in terms of the
requisite
resources

ICT Inclusiveness and Gender Mainstreaming

• To build • Ensure • Develop policy on • Verify whether
capacity to secure access equitable secure policy on
support to ICTs for access to ICTS for equitable access
developme women, all to ICTs is in place
nt of men, and • Establish level of
appropriate persons with its
content, special implementation in
application needs. all buildings and
s and spaces of the
services University
that meet • Develop • Set up capacity • Verify whether
needs of all capacity for building guidelines capacity building
stakeholder equitable for equitable guidelines for
s utilization of utilization of ICTs, these areas are in
ICT infrastructure and place
infrastructure services • Establish
and services numbers of
personnel to
champion and
oversee
implementation
of the guidelines
• Establish level of
their
implementation
Infrastructure Development and Management
To develop and Undertake Develop a systematic ICT • Verify whether the
generate maximum continuous ICT infrastructure audit and infrastructure audit
benefit from the infrastructure audit upgrade plan. and upgrade plan is in
university ICT and systematically place
infrastructure upgrade it to match • Verify frequency of
the ever-changing the ICT audit and
technologies. upgrade exercise

26
 Acquire Continuously track ICT • Verify regularity of
contemporary ICT infrastructure development tracking of the ICT
technologies trends watching to identify infrastructure trends
suitable latest technologies • Verify whether the
for Makerere tracking is recorded
• Verify which of the
latest trends have
been adopted and
implemented by
DICTS

Adopt bulk Engage Management and • Verify whether the

purchases for ICT PDU to adopt a strategy for bulk purchase
infrastructure to bulk infrastructure purchase strategy adopted by
benefit from PDU and
economies of scale management is in
place
• Establish percentage
of ICT equipment are
purchase under bulk
purchase
arrangements
annually and
cumulatively
Allocation and Management of Financial Resources
To develop and Develop, implement Develop a platform for • Verify whether the
maintain an and maintain a allocating and managing platform for the same
efficient financial functional and financial resources is in place
management integrated financial • Establish level of its
system management system implementation
regularly
• Establish benefits
gained through its
implementation

Resource Mobilisation and Investment

To widen DICTS Strengthen § Identify potential § Establish number of
financial resources collaboration and collaboration partners partners both within
partnerships within both within and and outside Makerere
and outside the outside the University identified by DICTS
University
Institute mechanism § Develop a hardware § Verify whether
for generating and software hardware and
income through ICT servicing centre software
consultancies and servicing centre is
services (cloud in place
services). § Create packages to § Verify whether
support projects in project support
DICTS as a packages are in
consultancy place
§ Develop skill-based § Establish number
programs for of skill-based
graduates as a programs

27
 consultancy developed for
graduates
§ Verify number of
graduates
engaged in these
consultancies
Internationalisation
To Improve ICT Upgrade the • Identify University web • Establish whether list
infrastructure and University web portal upgrade of web portal upgrade
services to support portal and existing requirements requirements is in
access by and for systems to place
international accommodate • Establish number of
stakeholders international context • Engage stakeholders stakeholders engaged
within the University to • Verify amount of
obtain smart content to content uploaded
upload on the web portal • Establish level of
• Secure funding and funding and level of
Implement the upgrade implementation
Support automation • Develop strategy for • Establish whether the
and virtualization of virtualization of support requirements
administrative and administrative and list is in place
academic services. academic services • Establish whether
virtualization strategy
is in place
• Establish whether
budget is in place and
level of
implementation
Develop ICTs to § Upgrade university web § Verify whether the
support portal and existing University web portal
internationalization systems to accommodate has the capacity to
of teaching, learning international context handle international
and research context
§ Establish frequency
of the upgrades
Green Economy or Sustainability
To develop Promote § Develop and § Establish whether
sustainable ICTs virtualization of implement a server server
which are servers virtualization strategy virtualization
adaptable to the strategy is in
environment place
§ Establish level of
its
implementation
annually
Adopt and § Engage MOICT and § Verify whether
Implement National NEMA to these institutions
Guidelines for proper domesticate the E- were engaged on
E-waste waste guidelines in the E-waste
management. the University guidelines
§ Establish whether
the guidelines
were

28
 domesticated by
the University
§ Verify impact of
§ Streamline with PDU that engagement
to implement the on the way
guidelines in sync Makerere deals
with PPDA disposal with its E-waste
of Public assets annually
provisions

Implement paperless § Develop a University § Verify whether

strategies across the wide paperless the University
university strategy wide paperless
strategy is in
place
§ Secure funding and § Verify level of
implement the funding in University
strategy budget for
implementation of
strategy
§ Verify level of
savings gained
through
implementation of the
strategy annually and
cumulatively

§ Strengthen the • Verify whether the

Makerere Data Makerere Data Centre
Centre as a national has the capacity to be
research repository converted into a
National Research
Repository
• Verify amount of
funding available
• Verify the
sustainability plan
• Establish whether this
§ Engage MOICT, engagement took
NITA-U and place
MOFPED to secure • Verify the benefits
policy support for tapped by Makerere
strengthening the (DICTS) as a result of
Makerere Data that engagement
Centre

29
 4 OPERATIONAL FRAMEWORK AND BUDGET

Objectives Strategy Activity KPI Time frame Budget UGX

2020-2030
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
/21 /22 /23 /24 /25 /26 /27 /28 /29 /30
To develop Undertake - Design, develop and implement - Centralized Storage system 7,000,000,000
and generate continuous a Centralized Data repository - Capability of querying huge
maximum ICT facility amounts of data for reports from a
benefit from infrastructure single source
the university audit and - A low response time
ICT systematically - Emergency of an official
infrastructure upgrade it to information centre for accurate
match the university data references
ever-changing - The data warehouse acts as a hub,
technologies. to facilitate the exchange of
information between systems and
therefore serves as the Institutions
information infrastructure.
- Reduces hard copies for
information storage.
-Design, develop and implement a - Quick Business Continuity 5,000,000,000
Centralized Data backup and providing access to critical
disaster recovery centre. applications.
- Upgrade the Data Backup and -Reduced business interruption;
Disaster Recovery Centre. thereby allowing staff to focus on
core-competencies
- Quick failed server recovery
- Quick and accurate recovery of
services
- Increased ICT service availability
and up-time
-Creating a virtualized computing Optimised server resources 3,000,000,000
environment of the Network -Availability of more rack space
operation centre (NOC) and - Overall Ease of Management of
 Disaster Recovery Centre (DRC) server applications
-Virtualization of the NOC - Faster Service Deployment and
Migration
- Improved Staff Efficiency
- Improved Mean Time to Repair
(MTTR)
- Reduced Frequency of Service
Failures.
- Improved server Performance
- Easy server Manageability
- Guaranteed Scalability for ICT
applications
- Reduced Total cost of hardware
ownership
- Actual resource utilization on of
hardware.
Implement VoIP and Video - Reliable communication in the 1,500,000,000
Conferencing facilities across the university.
University - Reduce overall university
telephone bills.
- Academic Video archives
- Improved research content
dissemination

-Upgrade and extension of - - reduced access complaints 5,000,000,000

Campus wide Wi-Fi - - Increased average network
throughput for both upload and
- Upgrade and extension of the download of data.
optical fibre links to new - Increased on-line access.
construction areas - - Improved Average Wi-Fi
Association/Connection Duration
-Improved Wi-Fi Signal Strength and
connectivity grade of service.

To provide ICT - Build Design and Implement eLearning -Improved teaching environment 3,000,000,000
platforms to capacity in platform frame-work -Improved teaching approached
facilitate all E-learning -Improved reference to online

31
modes of software and materials.
learning and virtual -Easy sharing of resources and
teaching classrooms. instructional materials.
activities at -Increase the -more time spent on eLearning per
Makerere number of platforms by students and lectures
University classrooms or - more number of e-courses
lecture rooms - Students are more engaged in
that are activities, they show increased
equipped with interest and demonstrate a longer
E-learning attention span
facilities and
wireless
hotspots

To build an -Provide Development and establishment - Increased ICT research 1,500,000,000

engaged and nurturing and of the Internship, Incubation and - Emergency of appropriate ICT
highly internship innovation facility and ICT testing solutions in the sense of the
motivated opportunities Centre for professional developing world.
work force to outstanding Certification. -Student satisfaction.
students in - Graduate satisfaction
ICT - Graduate training employment.
- Employee satisfaction.
- Provide
- Skilful ICT human resource
opportunities
- Competent graduates
for continuing -increased numbers of skilled and
professional specialised professionals.
development
To support the Design, develop and implement a Improved value for money 3,000,000,000
university in Procurement management - Quality improvement for services
establishing information system. and supplies
and - Procurement Cycle Time
implementing - improved return on investment
E-governance - Contract compliance
platforms. improvements
-improved level of institutional and
personal integrity
Develop and deploy Business - Improved governance 1,500,000,000
intelligence systems and -Accurate statistical figures

32
 infrastructure -High business flow process
integrity and transparency
-Improved accountability for roles
and responsibilities
Implementation of smart campus - Smart access of university 3,000,000,000
solution and IMIS framework facilities.
- ICT-secured university access to --
- ICT resources and facilities
To build an Provide Capacity building of DICTS ICT - Innovation output. 1,500,000,000
engaged and opportunities staff. - Low ICT staff turn over
highly for continuing - Profound work ethics for ICT staff.
motivated professional
work force development

33