2002年-世界发展银行全球_Telecommunications_Reform_in_Cote_dIvoire_60页_2mb

Summary of "Telecommunications Reform in Côte d'Ivoire"

Core Content

This policy research working paper examines the telecommunications reform in Côte d'Ivoire, focusing on the privatization of the incumbent operator and the introduction of competition in the cellular market and value-added services (VAS). The reform, initiated in 1991 and completed in 1997, marked a significant shift in the sector's landscape, driven by both economic and political factors.

Main Views

1. Economic and Political Background

• Côte d'Ivoire experienced economic difficulties in the late 1980s, including a significant decline in terms of trade, a budget deficit, and a worsening current account of the balance of payments.
• The country was among the most indebted in the world, with a GNP per capita below 740 dollars in 1990.
• The government's initial response to the crisis was a wait-and-see policy, which proved unsustainable.
• The death of President Houphouêt Boigny in 1993 and the subsequent election of Henri Konan Bédié, a more liberal leader, led to a shift in policy and the acceptance of structural reforms, including the devaluation of the CFA franc.

2. Reform Implementation

• The reform process was structured and followed a clear timeline:
  • 1991: Determination of strategic objectives for the sector.
  • 1991-1995: Building consensus on privatization, involving workers and parliament.
  • 1995: Adoption of the new Code des Télécommunications and establishment of regulatory bodies.
  • 1997: Privatization of the fixed-line operator, with a 7-year exclusivity period granted to the newly privatized firm.
• The reform aimed to attract capital, promote competition, and improve efficiency, while maintaining monopolistic control over certain services.

3. Sector Performance Before Reform

• The telecommunications sector was dominated by the public operator, CI-TELCOM, which had a high number of employees per 1000 inhabitants and low productivity.
• The infrastructure was outdated and inefficient, with a high proportion of analog lines and low investment in fiber optics.
• There was a significant lack of telephone access, especially in rural areas, and the network was not well-maintained, leading to poor service quality.
• The number of call boxes was very low, reflecting poor accessibility and infrastructure development.

Key Information

1. Sector Performance Metrics (1997-2001)

• Fixed-line penetration increased from 1.03 to 1.80 per 100 people between 1997 and 2001.
• Mobile penetration saw a dramatic rise, from 0.26 to 4.46 per 100 people.
• Despite these improvements, the incumbent operator failed to meet objectives in rural telephony and service quality.
• Fixed-line penetration increased in areas with mobile competition, suggesting that the presence of alternative providers improved overall coverage.

2. Challenges and Limitations

• The exclusivity period for the incumbent operator was still under evaluation in 2001.
• Technical limitations of the network, including outdated equipment and insufficient maintenance, continued to affect service quality.
• The investment cost per line was high, mainly due to poor planning and delays.
• Service failure rates remained high, with 88% in 1994 and 75% in 1995, far exceeding the ITU target of 3%.
• Connecting delays were also long, averaging 3.5 years in Côte d'Ivoire, compared to 2.4 years in Benin.

3. Structural Reforms and Regulatory Changes

• The new Code des Télécommunications (July 7, 1995) laid the foundation for regulatory reform.
• Regulatory bodies such as the Agences des Télecommunications and Conseil des Télecommunications were established to oversee the sector.
• The privatization process was initiated with the creation of the Comité de Privatisation in December 1990, which aimed to ensure that privatization was based on sound economic studies.

Conclusion

The telecommunications reform in Côte d'Ivoire marked a significant step toward liberalization and privatization, leading to improved sector performance and increased penetration. However, the reform was still in its early stages, and many challenges remained, particularly in rural access and service quality. The introduction of managed competition in the cellular market and free competition in VAS was a key part of the strategy, but the effectiveness of the exclusivity period for the fixed-line operator was yet to be fully assessed. Overall, the reform was part of a broader effort to modernize the sector and align it with international standards, but further adjustments and investments were needed to ensure long-term success.