Presentation by the Lomé Regional Teleecommunication Maintenance Centre, Michel by Tommydorman

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LOMÉ REGIONAL TELECOMMUNICATION MAINTENANCE CENTRE OFFICE OF THE GENERAL MANAGER

PRESENTATION BY THE LOMÉ REGIONAL TELECOMMUNICATION MAINTENANCE CENTRE (CMTL SA) TO THE ITU SYMPOSIUM ON THE AFRICAN ICT ROAD MAP TO ACHIEVE NEPAD OBJECTIVES

March 2003 Initiator: Mr Michel Y. OUEDRAOGO CMTL General Manager 944, rue Konfess BP 30913 Lomé, Togo CMTL contribution to the Arusha symposium Tel: Fax: E-mail: Website: +228 223 6000 +228 226 6175 cmtl@cmtlome.org cmtlome.org

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1 1.1

BRIEF REVIEW OF THE PROJECT Background

The Lomé Regional Telecommunication Maintenance Centre (CMTL SA) project, identified in 1981 by the African Postal and Telecommunications Union (UAPT) in coordination with the International Telecommunication Union (ITU), was expanded in 1985 to the other member countries of the Economic Community of West African States (ECOWAS). The feasibility study, taken up in 1995 by ITU, was approved by the Telecommunication Ministers and the DirectorsGeneral of the national telecommunication enterprises of the ECOWAS countries at a symposium held in Cotonou in December 1995, at which the following main decisions were taken: • setting the Centre's missions; • confirming Lomé as the host site for the project; • establishing a steering committee chaired by Togo, the host country; • requesting ITU to head the project until its finalization by making available an expert. The Cotonou symposium marked the real starting point for the project's implementation. It resulted in a number of experts being made available to the project, one of them on a permanent basis to conduct all the phases of the project's implementation. The country warmly welcomed this gesture on the part of ITU, for the project is one of the few of such scope to have been launched and implemented in a region. Material proof of the interest generated by the project lies in the extent to which it has been adhered to by countries and subregional cooperation institutions. 1.2 Project funding

The project received the following funds for its implementation: – International Telecommunication Union: USD 590 000. These funds were used to pay the experts, including the main expert, and to provide the project with IT equipment and the main expert with office equipment. – CMTL: CHF 650 000, which were used to construct the project's headquarters, organize meetings and cover operating expenses. – Economic Community of West African States (ECOWAS): USD 40 000, the contribution of the ECOWAS Fund to providing premises for the project for three years. – ITU/Intelsat: USD 400 000 for the establishment of a pilot training centre on satellite telecommunication technology. Intelsat should be congratulated and thanked for its active participation, which served to strengthened country adherence to the project. 1.3 Establishing the operational structure to fulfil objectives

On 11 and 12 July 1997, the Telecommunication Ministers of the ECOWAS member countries recommended that CMTL set up an operational structure in the form of a company whose shareholders would be the member countries through their telecommunication entities, national corporations, the private sector and individuals. Pursuant to that decision, CMTL was founded on 4 October 1999 during the Constituent General Assembly of shareholders held at CMTL headquarters, Tokoin Wuiti neighbourhood, 944 rue Konfess, Lomé. The company's share capital amounts to USD 2 million and is broken down into 100 000 shares of USD 20 each; it is fully subscribed and paid up.

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2 2.1

CMTL OBJECTIVES, MISSION AND ACTIVITIES CMTL objectives and mission

The outcome of successful cooperation between operators and certain development institutions in the ECOWAS countries, CMTL aims to provide an effective response to the challenges of telecommunication development in Africa by providing high-level expertise to operators and sector investors. CMTL's objectives (to be met through its maintenance, engineering consultancy, training, and typeapproval activities) are: • to help telecommunication operators improve the quality of services and develop their networks and services; • to help potential investors take decisions; • to enable the ECOWAS member countries: – to enhance their knowledge of the new information and communication technologies; – to help narrow the digital divide by researching, developing and manufacturing products suitable for Africa. 2.2 a) CMTL's main activities Maintenance and repair

CMTL's main activities take place in the following fields: Responding to time and cost constraints when repairing circuit boards for telecommunication, broadcasting and television systems; repairing and calibrating measuring instruments; providing onsite maintenance of telecommunication systems; leasing measuring instruments and equipment. b) Training A centre of excellence for competence-building in the areas of planning, engineering and (technical and business) management techniques in respect of telecommunications and new information and communication technologies (NICTs). c) Engineering consultancy A partner in operators' investment decisions through studies and engineering of telecommunication and IT systems. d) 3 3.1 Purveyor of value-added services to companies CMTL ORGANIZATION General administration

The company is administered by a Board of Governors made up of seven (7) members, who elect a chairman from within their membership. General management is the responsibility of the General Manager. He or she represents the company in all its relations with third parties and enjoys very broad powers, within the confines of the company's purpose, to act on behalf of the Constituent General Assembly and the Board of Governors. The General Manager is assisted in his mission and in the management of the company by the following bodies:

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3.2

General Affairs Department

This department has three services and is the guarantor of the Centre's real estate and financial assets. It is responsible for: • drawing up and following up the Centre's activity programmes and budgets; • helping to define the Centre's financial policy programmes. 3.3 Technical Department

Made up of three services, the Technical Department's role is to organize equipment for the Centre's workshops and laboratories and make sure they function properly. To that end, it: • draws up sector plans and the programmes for equipping the workshops and laboratories to be used for the repair of defective equipment sent by customers for repair at the Centre; • organizes plans and methods of repair at the different workstations in the workshops and laboratories; • draws up policies and maintenance plans that management should be asked to provide as on-site back-up for clients. 3.4 Department of Studies, Engineering and Marketing

This department has two services. It works alongside partners and customers, drawing on the most highly-skilled people available in the member countries to respond effectively to requests for studies, engineering and work formulated by operators in the telecommunication field in terms of needs analysis, dimensioning and financial and economic studies; the elaboration of technical specifications, the drawing up of contractual terms and conditions. 3.5 Training and Technology Watch Department

This department consists of two services. Its role is to devise the training plans and programmes to be dispensed at the Centre for stakeholders in the telecommunication and NICT sectors. The department also acts as a technology observatory, informing CMTL's partners about the situation and developments relating to the institutional environment and sector technologies. 4 4.1 FINANCIAL NEEDS AND PLAN FOR CMTL ACTIVITIES Strategic action business plan

A business plan has been drawn up with a view to making the Centre's activities profitable. The plan has four essential points, namely: 1) to strengthen the administrative and functional structure; 2) to promote the company through a commercial policy and marketing plan; 3) the activities intended to make the company profitable (training, maintenance, engineering consultancy); 4) the mechanisms for financing the business plan. 4.2 Financial needs

Under the programme of priority activities (2001-2005 period) adopted by the Board of Governors on 4 September 2000, the Centre's extra financial needs amount to USD 4.110 million, which will be used to equip its laboratories and training centre.

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4.3

Financial plan

The table below outlines the financial plan for activities. FINANCIAL PLAN FOR EQUIPPING THE CMTL (IN USD)

Financial Plan

1997-2002 (already implemented) 590 000 650 000 – 400 000 40 000 1 680 000

2003

2004

2005

ITU CMTL Equity Loans under the NEPAD project ITU/Intelsat (Training Centre Equipment) ECOWAS Total

45 000 575 000 1 065 000 – – 1 685 000

100 000 325 000 1 750 000 – – 2 175 000

– 250 000 – – 0 250 000

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CONCLUSION

Implementation of the Lomé Regional Telecommunication Maintenance Centre (CMTL) project has taken some twenty years. Throughout this long gestation period, ITU's sustained financial and technical support has been a crucial factor in mobilizing other backers. With the establishment of CMTL, the institution of the centre of excellence and the creation of the website, the project has gained genuine momentum. The remaining objectives can be achieved as soon as the workshops and laboratories are equipped. Provided with sophisticated laboratories and a network of confirmed experts, CMTL will help fulfil NEPAD's objectives in the subregion of western Africa. Office of the General Manager


								
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