ICT Strategy - JAMPRO

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18 i n d u s t r y sec t o r strategy provided by institutions not being matched to the skills required by the industry. • Limited resources to protect IP in domestic and international markets. Strategic Consideration #3 – Border Issues and Priorities • Insufficient office space in locations closest to the human capital. • Limited use of existing incentives based on lack of awareness. • No accepted valuation model for IP that may be used as collateral. • A gap in the import system where taxes may be avoided on internet purchases, while purchases from local firms that attract GCT thus placing them at a disadvantage. • As it relates to the temporary movement of persons to deliver services, it is often challenging to obtain work permits of longer than 6 months. Strategic Consideration #4 – Border-Out Issues and Priorities • Limited promotional support for the industry in target markets. • USA: Compliance issues related to some regulations (such as the SOA, HIPAA). The Client Perspective Implications for Sector Support Services Most service requirements for the industry are not in place, or are not at the required capacity or competency that will address all the concerns at the moment. Public sector support providers may be constrained in their ability to quickly respond, and so private entities will have to be enhanced as a priority to provide some of the required services. Strategic Consideration #8 – Finance • Assistance to identify sources of funding needs to be enhanced. This includes angel and venture funding. • A funding programme for the sector should be developed to foster their growth. • Included in the national IP framework for valuation and use of collateral should be the IP for this industry, such as software programmes. Strategic Consideration #9 – Quality Management • Advisory and financial support required for certification of firms and for testing and certification of their
IC T 19 products. Strategic Consideration #10 – Other Support Services • International marketing support to identify markets and buyers and a focussed approach that matches the channels of the market for which the Jamaican firms are suited. The Institutional Perspective Strategic Consideration #11 – Strengthening the Sector’s Strategy Support Network: As noted, policy exists for the ICT sector. Strengthening for the strategy support network should therefore be geared to the capacity to facilitate and promote the implementation and monitoring of the policy to achieve the stated development objectives. This network should also be engaged in securing resources for the implementation. Strategy Coordination and Management: 1. Structure The ICT industry is interested in expanding the scope of the Software Developers Association to include other sub- industries as well as enhancing the capacity to take on the proposed mandate. There is also interest in strengthening the JCS, so that it is able to carry out some quality standards initiatives and benchmarking programmes, as well as perform advocacy in areas related to human capital. The first Association would have firms as clients/ members, while the latter services individuals directly and addresses policy related to skills and training. Based on the distinction, as well as an interest in being an affiliate of the JEA, it is proposed that the redefined enterprise association be the lead private sector partner for the initiative. The scope of JTI as it relates to the ICT industry should also expand beyond the investment focus, to include business and export support for the domestic sector. While it is proposed that this would be conducted through the NCSI, the expertise for the sector rests within the investment division should also be dedicated to the domestic sector. 2. Process (Strategy Monitoring) While either of the proposed private sector associations are upgrading to be able to take on the role of strategy monitoring, it is proposed that JTI leads for the first 2 – 4 quarters.
Page 3 and 4: Jamaica, a leading per capita expor
Page 5 and 6: IC T 5 2. Contact centres/ BPOs: As
Page 7 and 8: IC T 7 growth with respect to inves
Page 9 and 10: Value Chain/Bsuiness Model: Softwar
Page 11 and 12: Value Chain/Bsuiness Model: ICT Ser
Page 13 and 14: IC T 13 performance in these areas.
Page 15 and 16: IC T 15 The Sector’s Trade Suppor
Page 17: IC T 17 The Way Forward (over 3-5 y
Page 21 and 22: n a t i o n a l e x p o r t s t r a
Page 23 and 24: n a t i o n a l e x p o r t s t r a
Page 25 and 26: IC T 25 is due to the labour cost a

ICT Strategy - JAMPRO

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