Risks

Resource availability

The implementation mechanisms will require resources. In kind support for office space and logistics can probably be secured in negotiation with various governmental and other partners. Already some offers in this direction have been forthcoming. Operational funds are another matter. Staff and other direct costs to undertake research, for communications and travel, etc. will have to be secured through negotiation and also by offering goods and services on a cost recovery basis. This must be kept to a minimum by relying on short-term employees and consultants. 

It should not be the intention of these proposed organizations to add to the already significant financial burden of the Government of Mongolia, which is presently operating under deficit or near deficit conditions. The creation of large organizations is not realistic so both agencies have to be small and catalytic in nature, and guided by their ability to raise support, either directly, through the provision of goods and services such as those presented above and/or by seeking support from other sources. The ICT Development Agency should be able to capture funding as part of the implementation process. The ICT Development Agency will be the main contractor in a way of the action plan.

Location of the implementing organizations

The location of either of these organizations in government, for example in a ministry, especially a vertical ministry, will also present difficulties because this will imbue the project with a sense of ownership by one party. The intention clearly is to ensure that implementation is open and accessible to all. If these organizations or the activities they are to undertake are located in an existing organization, that organization should  be perceived to be a neutral facilitator. The need to seek support from the private sector needs to be considered as well.

More bureaucracy? 

This plan proposes the creation of 2 organizations. Even if these entities are not created, there will still be a need to accomplish the activities listed below. Creating new organizations to do this is the cleanest way of proceeding because everything starts at ground zero. This will help focus issues and create and maintain momentum However, if it is not feasible to create these organizations, then others will have to take on the task of implementation. One option is to include both organizations into one entity that will be responsible for everything. The reason for separating the entities is to entrench the ICT Advisory Council as an overseer and more or less independent organization not directly involved in implementing the action plan, but responsible for monitoring and evaluating the results. Being a separate entity facilitates this.

Inter-institutional rivalry

The creation of two new and separate entities may encourage rivalries and lack of collaboration, which could have the reverse effect on the outcomes that are being sought. Enlightened management, inclusiveness and open and frequent communication are necessary to overcome these potential pitfalls. It is important to work closely with public corporations and key ministries and agencies of the Government of Mongolia, especially so in areas of overlapping responsibilities.
 
Independence

There is also the risk that these implementation mechanisms will be perceived by some as being too close to the government and thus not sufficiently independent. The importance of including representation from all sectors of society and of the economy and from across the country on the Board and in the governance of the implementation mechanism cannot be overstated.

Interest groups

There is also the risk that the implementation mechanism will be captured by one interest group or that representation between interest groups and stakeholders is not balanced. This could be due to a variety of reasons, including poor communications across the country. The result could be inefficiency and tardy implementation without sufficient input from concerned and involved parties. One interest group that needs to be part of the whole process is the rural dwellers, and especially the one-quarter of the population that lives a traditional and nomadic life style.

Representation for all

There is the risk that not all groups will feel represented on the Board or at the executive and operational levels of the entities created. The reaction and involvement of the ICT Association and of representative of local community groups and aimags will help to gauge the significance of this risk. All of these groups should be effectively represented.

Degree of high level support for the action plan

Finally, one of the greatest risks will depend on the degree of high level support for the action plan.  In Malaysia, a similar ambition, has lead to the creation of the National Information Technology Council (NTIC). NTIC was established “… with the vision of creating an information-rich society in line with the aspiration of Vision 2020”. The chairman of NTIC is the Prime Minister of Malaysia, Dr. Mahathir Mohamad . 

Creating two separate entities may be overkill and may not succeed under the present circumstances because of a lack of available resources to support both entities. However, once the action plan starts to be implemented, funds should be available to the Development Agency as a management fee for execution of the action plan. Still, this may not be sufficient. 

Given the current financial crisis of the Government of Mongolia, government funding for the mechanisms suggested here might not be forthcoming. Novel and innovative forms of funding will have to be secured, including seeking funding from the private sector and building cost-recovery into the operations of both entities.

Whatever solution is finally adopted, it is imperative that the principles of implementation suggested below be respected. Otherwise, the plan will not capture the full range of opportunities and potential open to Mongolia.