Nigerian Communication Commission Strategic Vision Plan

• Nigerian Communication Commission's strategic vision plan provides an overview of the commission's goals for February 2025.

Roadmap

• The roadmap includes the objectives, history, leadership vision, and strategic focus area (SFA) of the Strategic Vision Plan (SVP).
• The roadmap covers the 2023-2025 Strategic Objectives and Action Plan, internal capacity and skills required, challenges in SVP implementation, and recommendations.

Strategy Definition

• Strategy is a course of action designed to achieve a short, medium, or long-term goal.
• The purpose of strategy is to provide direction and scope to an organization over the long term.
• Strategy helps define a business, gives it a set of values, and gives it purpose.

SVP Duration and Content

• The SVP is the Strategic Vision Plan of the EVC, an achievable future plan for an organization.
• The Strategic Vision Plan (SVP) specifies the strategic objectives, initiatives, and desired outcomes for the commission.
• It states the key performance indicators to measure the effectiveness of the Strategic Plan and performance of NCC, historically prepared every 5 years.

Strategic Vision Plan History

• The SMP 2014-2018 formulated the 2nd SMP following the expiration of the SMP 2003-2008.
• The SVP 2015-2020 was the formulation of the 1st SVP 2015-2020 (8-Point Agenda).
• SMP 2020-2024 released the 3rd Strategic Management Plan with an expiration date of 2024.
• SVP 2021-2025 published the 2nd SVP 2021-2025.
• SMP 2020-2024 & SVP 2021-2025 addressed the need for a single strategic Management Plan.
• SVP 2023-2025 harmonized SMP and SMP into a single document with an expiration date of 2024.
• SVP 2023-2025 revised to align with the strategic vision of the EVC, appointed in October.

The Leadership Vision and Drivers

• The commission will collaborate with all stakeholders, driving optimal quality of experience for consumers, while expanding broadband infrastructure and fostering innovation.
• People: Investment in their skills and capabilities to take a leading role in driving changes in the telecoms industry
• Collaboration: Use a co-creative approach to regulatory and intervention initiatives to transform the industry.
• Data Driven: Data-driven decision-making to reduce subjectivity and promote transparency, innovation, and growth.
• Compliance: Meticulous monitoring of licensee activities.
• Digitalization: Leveraging technology solutions to optimize existing processes.

Strategic Focus Areas

Consumers:

• The expectation is to improve quality of experience.

Government:

• Expectations include the need to grow the telecommunications industry.
• Expectations include enabling the backbone to support the Government's digital public infrastructure drive.
• Expectations include bridging the rural-urban digital divide.

Licensees & Industry:

• Expectations include improving industry resilience.
• Enhanced delivery of regulatory services, including enabling cross-industry innovation.

SVP Enterprise Objectives

• Consumer Expectation: Improve the quality of experience.
• Industry/Licensees Expectation: Improve industry resilience, enhance delivery of regulatory services, and enable cross-industry innovation.
• Government Expectation: Grow the telecom industry, enable backbone to support government digital public infrastructure drive, and bridge the rural-urban digital divide.
• Internal/People Expectation: Enhance working environment, foster employee welfare and personal development, and enable high impact internal policies and processes.

SVP Strategic Objectives for Consumers

• Enhance consumer satisfaction and protection.
• Strengthen approaches to monitoring and regulation of Quality of Service (QoS).
• Facilitate active infrastructure sharing amongst telecom operators.
• Indicators to Improve Quality of Service, More satisfied consumers and stakeholders.

Stakeholder Plan for Consumers

• Includes faster internet speed and affordability.
• Aims to increase service coverage and availability, improving online safety/security through network security and consumer enlightenment.
• The plan aims for fewer dropped calls, tariff transparency, and empowering consumers to make right choices.

Industry/Licensees Stakeholder Plan

• Strengthen operational stability and continuity.
• Enhance cybersecurity and risk management.
• Develop and implement business continuity plans, improve Stakeholder Collaboration & Synergy, and improve collaboration with local and international partners.
• Ensure effective and responsive regulatory framework.
• The plan improves efficiency, effectiveness, and transparency of the Commission's operations and processes.
• Focuses on regulatory efficiency, mitigating regulatory overlap, implementing Executive orders, relevant Federal Government policies, and relevant sustainable development goals (SDGs).
• Increase contribution to GDP, create a more competitive telecom industry, and focus on more financially stable industries.
• Promote viable innovations.

Stakeholder Plan for Licensees & Industry

• Includes pervasive broadband infrastructure through Broadband Alliance.
• Aims to improve licensee performance.
• Includes Open data Initiative & CNI + RoW, eliminate industry debt, and increase Ease of Doing Business
• Also improve Network Security, reviewing operating standards, and introducing standards aligned with international best practices.

Strategic Objectives for Government

• Increase investment/attract foreign and local investments and improve collaboration.
• Establish new revenue streams and improve the Communication Resource Management (Spectrum & Numbers) to optimize spectrum usage.
• Ensure that the NIN-SIM linkage, CNII and RoW are up to standards.
• Aim to promote communications roll outs and broadband to facilitate connectivity
• Ensure service availability, accessibility and affordability

Stakeholder Plan: Government

• Improve Ease of Doing business in the sector and increase economic activity.
• Aims to provides data to help identify investment opportunities.
• Aims to bridge the rural-urban digital divide by increasing market size and enhancing revenue collection.
• Seeks to enhance cross sectoral collaboration.

Strategic Objectives for Internal Affairs

• Foster collaborative culture, talent development, improving infrastructure and tools.
• Improve the work environment, improve mental health and wellbeing, enhance employee compensation.
• Focuses on better work-life balance and experience for all employees.
• Streamline, Enhance, and improve processes with a focus on enhanced policy

Internal Affairs Stakeholder Plan

• Identify competency gaps across the Commission and develop training plan.
• Enhancing internet connectivity in Commission offices is a key facet.
• Review and revise processes for reporting facility issues.
• Revamp security and upgrade workspaces; all staff will have resources such as intranet portal.

Action Plan - Short Term (6–9 months)

• Streamline tariffs for services, implement quick service changes, ensure licensees are following correct processes.
• Setting up advisory boards, baseline consumer reviews, and proper equipment

Action Plan - Medium Term (9months – 2 years)

• Following processes and guidelines, enhancing online safety protocols and guidelines.
• Continue to provide more educational resources.

Action Plan - Long Term (2 - 4 Years)

• To clear third party vendors, set up guidelines, and create framework

Skills Required

• Strong research capabilities, good project management skills, and proper data analytics.

Challenges of Implementing the SVP:

• Staff buy-in, funding, the procurement process, SVP implementation knowledge, interdepartmental synergy, data collection, and the review process.

Success Factors:

• Good planning, communications, and review checks.

Conclusion

• The main focus in the commission is to improve the lives of consumers, and create opportunities for licensees, the government, and its internal employees.
• The ultimate goal of this project is to enable more accessible communications.