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By: Sigma IT
IMPENDLE Local Municipality
MASTER SYSTEM PLAN/IT Strategy
2013 - 2016
ICT MASTER SYSTEM PLAN 2013-2016
IMPENDLE LOCAL MUNICIPALITY Version 2.2
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Document Change Control
No Action Author Date
1 Initial draft document Hlaka 23 Jan 2012
2 Document review Xolani 10 Feb 2012
3 Quality assurance of draft 1 Leon 24 Feb 2012
4 Final draft Leon 27 July 2012
5 Add Projects Leon 20 January 2013
6 Reviewed & Update by Internal ICT Ayanda 19 January 2016
Document version Control
Version Comments Author Date
1.0 Initial Document Hlaka 23 Jan 2012
1.1 Review 1 Xolani 10 Feb 2012
2.0 Quality assurance Leon 24 Feb 2012
2.1 Final draft Leon 19 August 2012
2.2 Amended Final draft Leon 20 January 2013
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CONTENTS
Chapter One: Executive Summary ................................................................................................. 6
1.1 INTRODUCTION ............................................................................................................................... 6
1.2 Brief Overview ................................................................................................................................. 6
1.3 Challenges facing ICT ................................................................................................................... 6
1.4 Strategic Objectives ...................................................................................................................... 6
1.5 Strategic Actions ............................................................................................................................. 7
1.6 Benefits .............................................................................................................................................. 7
Chapter Two : Document Structure ............................................................................................. 9
Chapter Three : Master System Plan Development Process ......................................... 10
3.1 STEP ONE: PREPERATION ......................................................................................................... 10
3.2 STEP TWO: ENVIRONMENTAL SCAN ..................................................................................... 10
3.3 STEP THREE: .................................................................................................................................. 10
Chapter Four : Status Quo................................................................................................................ 12
4.1 Institutional Alignment of ICT ................................................................................................. 12
4.2 Level of ICT Service Offering ................................................................................................... 12
4.2.1 Workplace Support Services: .......................................................................................... 12
4.2.2 Business unit Support Services ..................................................................................... 12
4.2.3 Internal Operations Service ............................................................................................. 12
4.2.4 Facilitation Services: .......................................................................................................... 12
4.2.5 Infrastructure Services: ..........................................................................................................
13
4.2.6 Management Services ........................................................................................................ 13
4.3 Helpdesk ...................................................................................................................................... 13
4.4 ICT Charter ................................................................................................................................. 13
4.5 PERCEPTION OF ICT................................................................................................................ 14
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Chapter Five : Current Technologies ............................................................................................................... 15
5.1 Desktop Environment ................................................................................................................. 15
5.2 Server Environment..................................................................................................................... 15
5.3 On-line Systems ............................................................................................................................ 16
5.4 Business Systems ......................................................................................................................... 16
5.5 LAN ..................................................................................................................................................... 16
5.6 WAN ................................................................................................................................................... 16
5.7 EMAIL ................................................................................................................................................ 16
5.8 Remote Access .............................................................................................................................. 16
5.10 ICT Security................................................................................................................................ 17
5.11 Physical Environment .............................................................................................................17
Chapter Six : ICT Management and Governance ........................................................................18
6.1 ICT Management structure .......................................................................................................18
5.12 ICT Governance ........................................................................................................................18
6.1 ICT Steering Committee ............................................................................................................18
6.2 ICT User Panel ............................................................................................................................... 18
6.3 ICT Budget Management ........................................................................................................... 18
6.4 Procurement ................................................................................................................................... 19
6.5 ICT Scorecard ................................................................................................................................ 19
6.5.1 Downtime ................................................................................................................................ 22
6.5.2 KPI CALCULATION ............................................................................................................... 22
6.5.3 APPLICATIONS AND SERVICES TO BE CALCULATED ..................................................
22
Chapter Seven : ORGANISATIONAL ANALYSIS ............................................................................. 24
7.1 Overview of Impendle Local Municipality ............................................................................ 24
7.2 VISION .............................................................................................................................................. 25
7.3 Mission .............................................................................................................................................. 25
7.4 Key Performance Areas .............................................................................................................. 25
7.5 Powers and Functions ................................................................................................................ 25
7.5.1 Functions being performed at present: ....................................................................... 25
7.5.2 Functions that are not being performed: ................................................................... 26
7.6 Services Provided Per Department ........................................................................................ 26
7.6.1 Office of the Municipal Manager ..........................................................................................
26
7.6.2 Corporate & Community Service ................................................................................... 26
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7.6.3 Infrastructure & Planning ................................................................................................. 27
7.6.4 Financial Services ......................................................................................................................
27
Chapter Eight : ALIGNMENT OF ICT OF THE ORGANISATION ............................................... 28
8.1 ALIGNMENT OF ICT TO THE VISION ..........................................................................................
28
8.2 ICT MISSION .................................................................................................................................. 28
8.2 ICT LEGISLATIVE ALIGNMENT ................................................................................................ 28
8.3 ALIGNMENT OF ICT TO NATIONAL KPA’s ............................................................................ 28
a) Service Delivery and Infrastructure .................................................................................. 28
b) Spatial Delivery and Rationale ............................................................................................
29
c) Institutional Transformation and Development ................................................
29
d) Local Economic Development ..............................................................................................
30
e) Financial Viability and Management ..................................................................................
30
8.4 ICT Alignment to the District ................................................................................................... 31 Chapter Nine : External Business and their impact on ICT
..........................................32
9.1 Drive towards Service Delivery Excellence and Community Development ............32
9.2 Legislative Compliance for ICT ................................................................................................32
9.3 Security Issues ..............................................................................................................................32
9.4 Towards a Green ICT Environment (COP17) .....................................................................32
9.5 ICT in Local Government Conference Resolutions ...........................................................
33
9.6 E-Government Initiatives ..........................................................................................................
33
9.7 District Metro Status ...................................................................................................................
34
Chapter Ten : Internal Business Drivers and Their Impact on ICT ....................... 35
10.1 ICT Resource Levels ................................................................................................................
35
10.2 Diversity and Continued Expansion ..................................................................................
36
10.3 Increasing Service Demands ...............................................................................................
36
10.4 Security ........................................................................................................................................
36
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10.5 Project Management ..............................................................................................................
37
10.6 Focus ........................................................................................................................................... 37
10.7 Impact of Internal drivers On ICT Strategy ...................................................................
37
Chapter Eleven: Future of ICT At ImpendleLocal Municipality ....................................................................... 38
11.1 Swot Analysis .................................................................................................................................
38
STRENGTHS ..........................................................................................................................................
38
WEEKNESS .............................................................................................................................................
38
OPPORTUNITIES ................................................................................................................................
38
THREATS .................................................................................................................................................
38
11.2 ICT Vision, Mission and Values ..................................................................................................
39
11.2.1 Vision ...........................................................................................................................................
39
11.2.3 Mission ........................................................................................................................................
39
11.2.4 Values ..........................................................................................................................................
39
11. .3 Strategic Objectives
................................................................................................................ 39
11.3.1 Providing a Secure IT Infrastructure ...............................................................................
39
11.3. 2.Ensure Continued Access to Appropriate Skills And Resources
............................. 40
11.3.3. INCORPORATING Effective Governance To Ensure Close Alignment Between
ICt And Business Unit ..........................................................................................................................
40
11.3.4. Maximise Value for Money from Existing And Future Technology
Investments ............................................................................................................................................
41
11.3.5. Incorporating Best Environmental Practices ...............................................................
41
Chapter Twelve : Strategic Response – On People & Organisation .......................... 42
12.1 Out / In-Sourcing and Core Skills .............................................................................................
42
12.2 Productivity Gains ...........................................................................................................................42
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12.1 ICT Unit Human Resources .........................................................................................................43
12.3.4 Strategic Actions- People & Organisation
..........................................................................44
12.3.5 Proposed projects for people and organisation ............................................................45
Chapter Thirteen : Strategic Response-Processes and Governance.........................47
13.1. Capability Maturity ........................................................................................................................
47
13.2 Information Security Management ...........................................................................................
47
13.3 Project Management ......................................................................................................................
48
13.4 Business Process Re-Engineering .............................................................................................
49
13.5 Implications .......................................................................................................................................
50
13.6 STRATEGIC Actions- PROCESS & GOVERNANCE ................................................................
50
13.7 Proposed projects for people and organisation .....................................................
51
Chapter Fourteen : STRATEGIC RESPONSE- TECHNOLOGY............................................ 53
14.1 Technology Platform ......................................................................................................................
53
14.2 ICT Efficiency ....................................................................................................................................
53
14.3 New Technology ...............................................................................................................................
54
14.4 Desktop Environment ....................................................................................................................
54
14.6 Green Issues
..................................................................................................................................... 54
14.7 Strategic Actions - Technology ...........................................................................................
54
Infrastructure Security ............................................................................................................................
54
13.7 Proposed projects for technology .................................................................................. 58
Conclusion.........................................................................................................................................................
58
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CHAPTER ONE: EXECUTIVE SUMMARY
1.1 INTRODUCTION
Impendle Local Municipality is one of the Local Municipalities falling under uMgungundlovu
District Municipality. The district and its family of Municipalities has a very effective cluster
system which allows them to share knowledge, ideas and services. One of the clusters
falling under this model is the Government Information Technology Officers Council. This
cluster is championed by Impendle Municipality with support from the district. With this in
the background Impendle has taken a leading role in ensuring ICT compliance, and as one
of its projects includes the development of this MSP which is not only developed to comply
by to assist the Municipality as follows:
Align ICT to the business;
Give a five year plan for ICT;
Control ICT expenditure;
List ICT projects which may be deployed in order to boost productivity.
1.2 BRIEF OVERVIEW
ICT is the most important service tool to the Municipality as it is used to pay salaries,
provide information to key decision making, communicate with internal and external
stakeholders, market the Municipality to potential investors and funders, pay service
providers, Manage and report on financial position of the Municipality, etc. It is therefore
very important for a Municipality to have a plan which will sustain this service in order to
ensure that is stable and more importantly available whenever needed.
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This MSP shall be adopted by Council as the 5 year ICT strategy for the Municipality and
Finance will ensure that a budget is available each year to implement its projects in order
to achieve the above.
1.3 CHALLENGES FACING ICT
ICT has become a focus point for Government and the Auditor General (AG) due to its role
in Municipalities. Various factors have also contributed towards the focus of ICT some of
them being value of information and the various national and international laws guiding
ICT. These have resulted in the following challenges:
Increasing pressure from Auditor General and SSA/NIA on ICT
compliance;
ICT is under budgeted and under resourced;
Pressure on system up time utilized by critical functions like payroll,
billing and receipting;
Swelling reliance/dependence on ICT by the business;
Lack of ICT capacity and knowledge within the Municipality;
Slow network connectivity to the internet and District;
Misalignment of ICT to the Municipalities key performance areas and
indicators;
Insufficient ICT policies, procedures and standards;
Lack of ICT awareness programs to guarantee informed decision
making;
1.4 STRATEGIC OBJECTIVES
ICT unit has identified five strategic aims that will be attained through an amalgamation
of process, people and technology:
Guarantee access to appropriate services and resources.
Integrate the best ecological practices into its process.
Capitalize on value for money from current and upcoming technology
investments.
Combine projects management and effective governance practices to
encourage a close alliance between it and the business.
Deliver a safe IT infrastructure which provides adequate levels of data
confidentiality, availability and integrity.
1.5 STRATEGIC ACTIONS
The implementation of key strategic actions as a fragment of the shifting of ICT to core
technical and managerial skills, with corresponding prominence on training and cross
skilling:
Constant investment in upgrading technology stages as required
Enlarged consolidation of technologies and locations
Increased importance on total cost of ownership when making
procurement decisions
Intensify emphasis on power management and energy consumption.
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ICT Steering Group must take into account the effect that new projects
or initiatives have ICT unit resources.
Accessed ownership by Business Units of IT-enabled business projects,
as well as features such as the business case, risk analysis, post
implantation review and information security.
Introduction of an official Project Management procedure to ensure
appropriate project governance and the provision of training of all ICT
Units employees and where appropriate, business unit employees in this
restraint.
Increase attention on formalised procedures and standards, and
authority given to ICT Units to impose these were necessary.
Increased use of out/ in-sourcing for specialist/ non-core skills.
Restructuring of ICT including the formation of an Infrastructure
Management Strategy, liaise communication and ICT security.
1.6 BENEFITS
Investing in ICT will yield the following benefits for the Municipality in the long run:
Increased productivity and efficiency;
Better communication with the public and other stakeholders;
Improved revenue collection and sourcing;
Decreased ICT expenditure;
Reduced ICT risk;
Seamless and real-time reporting on performance;
Improved quality of decision making; Better Management of IDP
projects.
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CHAPTER TWO : DOCUMENT STRUCTURE
This Master Systems Plan intends to explore the external and internal drivers which will
affect the Unit in the coming years, also set down the existing state in relation to ICT and
consider how ICT Units suggest replying to these encounters through a series of strategic
actions.
CHAPTER 3 : MSP development process.
CHAPTER 4 : Status Quo.
CHAPTER 5 : Current Technologies.
CHAPTER 6 : ICT Governance Structure.
CHAPTER 7 : ICT alignment.
CHAPTER 8 : ICT challenges.
CHAPTER 9 AND 10 : ICT Vision, Mission and Objectives.
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CHAPTER 11, 12 AND 13 : Strategic Actions.
CHAPTER 14 : Recommendations.
CHAPTER 15 : Risk Analyses.
CHAPTER 16 : Summary
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CHAPTER THREE : MASTER SYSTEM PLAN DEVELOPMENT PROCESS
In order to ensure that this MSP does not just become a document developed to comply it
was developed in alignment with the District MSP as agreed upon in the GITOC and in
consultation with various stakeholders. The following approach was therefore used when
developing this MSP.
3.1 STEP ONE: PREPERATION
In preparation for the MSP development process a project steering committee was
established which approved the project plan, scope and approach. The data gathering
team also sourced various documents required for this exercise and also scheduled
interviews with critical users from each department so as to identify the challenges each
department is likely to face over the next 3 years.
3.2 STEP TWO: ENVIRONMENTAL SCAN
This step required the review of all internal ICT challenges in terms of the financial and
human resources, its core technology platforms, its key relationships and its internal
processes as well as the finding of the COMSEC/SSA/NIA risk review which was being
carried out contemporaneously.
3.3 STEP THREE:
To analyze the previous findings we categorized the finding into seven key technology and
operational issues as follows:
Domain 1: Messaging, email and collaborative technologies
Domain 2: Desktops and Offices Productivity tools
Domain 3: Network operating system and network services
Domain 4: Data and voice networks/convergence
Domain 5: Application and database technologies
Domain 6: Website and online systems
Domain 7: Relationships with the district
These domains worked to a predefined terms of reference, with the objective being to
identify and analyse the main technology options or approaches and to recommend a
strategy for the coming years. Supporting each of these technology issues were horizontal
factors which groups also discussed e.g.: Security, unit structure, training and
development, succession planning, management processes, resource levels etc.
A series of meetings including detailed system walkthroughs were also organised to discuss
how ICT Unit should address some of the non-technology issues such as staffing and
governance processes. Assessments of the following departments were conducted:
Office of the Municipal Manager (Executive)
Financial services (BTO)
Corporate and Community services
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A range of engagements and dialogue was also exchanged with our key technology
suppliers e.g. Sage, Microsoft, pay day, Secure Data and IBM, and there was also
extensive consultation with our Microsoft and Comptia engineers with respect to
crafting proposals for the new technologies.
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CHAPTER FOUR : STATUS QUO
4.1 INSTITUTIONAL ALIGNMENT OF ICT
In 2009 the GITOC made a recommendation to the Mayors forum through the MM forum
that due to the strategic importance of ICT and its role in the Municipality, ICT should fall
under the office of the Municipal Manager.
Impendle as the champion of the ICT cluster adhered to this recommendation and
institutionally positioned ICT under the office of the Municipal Manager.
4.2 LEVEL OF ICT SERVICE OFFERING
The ICT unit is currently providing the following ICT services to the various business units
within the Municipality and to the Community.
4.2.1 WORKPLACE SUPPORT SERVICES:
Services that provide a productive workplace for knowledge workers, including:
Workstation management: Provision and management of PCS, user access and
user account management;
Communications and Collaboration: Phones email, etc.;
Mobile Connectivity: Remote access, IPAD/3G Data card (WI-FI) ;
File and Print: Managed Files & Print services;
Personal productivity: Word, Excel, PowerPoint, Internet access; Internet
access;
4.2.2 BUSINESS UNIT SUPPORT SERVICES
Library Services;
Customer query logging services;
Project Planning and reporting tools;
Email and internet facilities;
Word processing, presentation and accounting applications.
4.2.3 INTERNAL OPERATIONS SERVICE
The services that support the internal business processes are as follows:
HR and Payroll system;
Financial Management System;
Municipal billing system;
Online payment and banking system;
Work flow automation systems;
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4.2.4 FACILITATION SERVICES:
The facilities that are provided to enable individual users and units to increase their
efficiency are as follows:
Internet access
Intranet
Data portal
Workflow automation
Fax to email
4.2.5 INFRASTRUCTURE SERVICES:
The facilities that are secreted from the employees but are used up indirectly in the
delivery of other services are as follows:
Wide Area Network
Local Area Network
Anti-virus
Firewall management
Anti-spyware
IT security
Server hosting & management
Support outsourced to 3rd parties
Backup/restore
Hosted & Cloud services
4.2.6 MANAGEMENT SERVICES
The services that support the Management Information Framework (MIF) and
governance requirements are as follows:
Budget Management
Bank Manager
Cash Manager
Contract Management
Business Intelligence Centre
Performance Management
People Manager
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4.3 HELPDESK
For many employees the helpdesk is the main and sometimes the only contact with
ICT Unit. The helpdesk provides first and second level support to the users currently
the helpdesk within the municipality is unavailable.
4.4 ICT CHARTER
The Municipality needs to develop an ICT service charter which must be signed by
all user departments. The charter must include the ICT commitment to uphold
uptime, availability and quality of its services listed above. It must also stipulate
the expectations of users.
4.5 PERCEPTION OF ICT
Various user assessments and informal discussions where conducted with users of
all level in order to get the views of users in respect of their views on ICT. The
following outcomes depict our findings:
4.5.1. EMPLOYEES OBSERVATION OF ICT
Most users raised concerns around the following areas which needed to be improved
by the ICT division.
• Sustenance
• Usability
• Extendibility
• Integrity
• Speed
• Maintainability
• Reliability
• Accessibility
• Slow internet speeds
• Virus infections
The network was infected with viruses which most of them came from memory
sticks however the use of memory sticks within the municipality is not allowed any
longer and the municipality uses trend worry free as it antivirus.
Training is a serious issue especial on systems and there are no awareness
initiatives to inform users about changes in ICT and to empower them on general
ICT Security, compliance and controls. The calls are currently logged directly to the
ICT Officers.
Users believe that there is a need to improve the ICT support and turn around on
faults logged.
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4.5.2. MANAGEMENT OBSERVATION OF ICT
A number of business Units reinforced the message that system availability is an
important issue for individual officers, particulars at crucial times in responding to
Provincial and National Government queries preparing items for MANCO and
Council. Management would like to reach a point where ICT is stable and focused
on improving productivity rather than fixing and repairing computers.
The Management raised a concern about the capacity of the ICT Desktop support
technician, System Manager and Business Application Manager & IT Governance
Specialist it is recommended that the Municipality sends its technicians,system
manager and Business application manger /IT Governance specialists on an MCITP
,SAGE Pastel evolution,CIO training in order to address this gap.
CHAPTER FIVE : CURRENT TECHNOLOGIES
This chapter outlines the current infrastructure and technologies deployed across the
Municipality.
5.1 DESKTOP ENVIRONMENT
The Municipality has different types of computers some of which need to be upgraded. Due
to the varies kinds of computers it can cause problems thus the municipality should look
at upgrading to one brand of PCs and for ICT to achieve all that needs to be achieved one
Operating System should be used preferably windows 7,8,8.1 and 10 professional.
The Municipality has standardized its desktop and laptop environment to Lenovo machines
with a 3 year onsite next business day warranty. But due change demands in the
environment other role players have been adopted.
5.2 SERVER ENVIRONMENT
The municipality has 2 servers operating in an IBM X-series environment. The details are
as follows
Hyper V Primary Domain controller
Operating System: Windows Server R2
4 GB Ram
2TB Hard drive
Currently licensed for 60 user calls
Model : IBM System X 3400 M3
Processor : Intel Xeon(R) E5620 @ 2.40 GHz 2.39 GHz
System Type: 64 Bit Operating System
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Server Usage
Email Service
Anti-virus
Domain Security
File Sharing
Window Software Update Services
Remote access
Print sharing
Hyper V & Azure replication cloud services
SAGE Pastel Evolution
Operating System: Windows Server 2012 R2 with SQL 2012
4 GB Ram
2TB Hard drive
Currently licensed for 60 user calls
Model : IBM System X 3400 M3
Processor : Intel Xeon(R) E5620 @ 2.40 GHz 2.39 GHz
System Type: 64 Bit Operating System
Server Usage
Pastel Evolution and Payday
5.3 ON-LINE SYSTEMS
Impendle municipality has not activated the online service on pastel, the only online
service used on online banking and payments of third parties. ABSA Business online is
used a online Banking services
5.4 BUSINESS SYSTEMS
The following business systems are currently used by the Municipality:
Application Usage
Pastel Evolution Financial Management
0365 SharePoint Electronic document Management
Pay Day Payroll and HR
5.5 LAN
Each office has dedicated switched Local Area Network providing 1Gbps mbps to the
desktop over minimum category 5e cable. Switches are typically 16/18/24-port D-
link/Cisco managed switches. Network Directory Services are provided by Microsoft Active
Directory providing identity, directory administration services and authentication.
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The Municipality has also implemented a WLAN in an attempt to reduce LAN cabling costs,
it is recommended that the Municipality invest in encryption technology to protect the
WLAN network and that it should be used as a backup link to the server and other ICT
services.
5.6 WAN
Impendle currently connects to the internet using a high wireless Broadband feed as a
primary connection. The districts VPN Dignet provides a slower failover link backup for the
http traffic. The library has a wireless broadband link from the same services provider with
a dedicated internet connection.
Websmart CC is the internet service provider for the Municipality and the Impendle.gov.za
domain is registered with SITA.
A fortigate firewall is used to protect the Municipalities network against unauthorized
access and a gateway spam filter reduces SPAM at the gateway.
In order for the Municipality to gain both speed and reliability it is proposed that
Municipality considered installing a Fiber link between the main offices Thusong Centre,
Library and combines both which will reduce unnecessary traffic from the high site and
create a single feed that can be monitored and reduce cost .
5.7 EMAIL
Hosted Microsoft Exchange Server 2013 which is being hosted by internet solution, SMTP
routing is done offsite the mail routing architecture, manages the email services. Emails
incoming or outgoing the network are scanned for viruses, Trojan, spam, worms etc.
5.8 REMOTE ACCESS
The Microsoft windows remote desktop protocol is currently used for remote access;
however this is only used by the technical staff. Users gain remote access to emails via
the outlook web access app service.
5.10 ICT SECURITY
Impendle has a firewall architecture that protects the municipality from internet threats.
The Municipality has developed its Information Systems Security Policy and has also
conducted its Comsec/SSA/NIA audit. As part of its goal to achieve 100% compliance the
Municipality has embarked on an ICT compliance drive which includes implementing all the
AG recommendations for ICT and the COMSEC/SSA/NIA recommendations.
5.11 PHYSICAL ENVIRONMENT
The Municipality server room was upgraded in 2015 in order to conform to any server
room standards, the Municipality needs to ensure that the minimum server room
environmental controls are met. Additional financial assistance is required address these
challenges.
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CHAPTER SIX : ICT MANAGEMENT AND GOVERNANCE
6.1 ICT MANAGEMENT STRUCTURE
The ICT division is headed by the Senior ICT Officer who report direct to the Municipal
Manager. The ICT steering committee has been established to serve as a key ICT decision
making structure.
5.12 ICT GOVERNANCE
The ICT governance framework has been developed and a comprehensive Information
System Security Policy.
6.1 ICT STEERING COMMITTEE
An ICT steering committee has been established to drive ICT and to ensure that it is aligned
to the business. The committee is also responsible for approving ICT strategies and policies
and also ensuring that they are implemented.
The ICT unit which comprises of the Desktop support technician the Network System
Manager and Business Application Manager/IT governance specialist are required to
submit a monthly ICT report to the steering committee covering the activities performed
by ICT during the month and identifying the risk. This allows the committee to monitor
and evaluate ICT performance.
6.2 ICT USER PANEL
A forum where the ICT Unit and its clients could converse about IT issues of that involve
both parties in a proper and structural setting the ICT User Panel must be established.
The duty of the ICT Panel must be to provide information, advice and assistance in terms
the services chaired by the head of the ICT Unit and the ICT Unit to their respective
Departments.
The ICT Unit will be able to listen to its client and to be aware of their needs because of
the User Panel. This will also allow the ICT Unit to keep its clients informed in terms of
development in the ICT field by providing updates on initiatives and projects.
6.3 ICT BUDGET MANAGEMENT
The Municipality budgets for ICT each financial year and the budget covers items such as
licenses support and maintenance, equipment procurement, consultancy and development
of projects but does not include the costs of the telecommunications circuits or phone lines
which are paid by the municipality. The (SICTO)Business Application Manager/IT
Governance specialist is required to formulate and submit the business plan for IT related
that will be Budgeted IT for that current financial year.
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The ICT Budget must cover the following:
OPERATIONAL BUDGET
• Software and Licenses
• Support and Maintenance
• ICT Training and development
• Telecommunications
• Consulting
• Salaries and Training
• Licensing
• Travel and Subsistence
• Depreciation of ICT equipment
CAPITAL BUDGET
• Computer Hardware
• Network Infrastructure
6.4 PROCUREMENT
All procurements must be carried out to the appropriate Municipal Procurement guidelines,
the ICT unit must put in place standard to be followed when ICT equipment is being
procured. This will ensure that the Municipality has standard equipment which makes it
easy to troubleshoot, upgrade or run patches on the machines. The Municipality must
develop an ICT procurement guideline to ensure that the correct technology is procured
by SCM.
6.5 ICT SCORECARD
The following scorecard shall be adopted by the ICT steering committee and shall be
integrated into the IDP. The ICT Officer shall report monthly on the performance of these
indicators to the steering committee.
Name Type
ICT Officer Generic
Build a functional and high performing
legislatively compliant ICT environment
Objective
Master system plan developed and approved by
Council for implementation
Metric
ICT governance framework developed and wok
shopped
Metric
ISS policy developed and approved by Council Metric
ICT DRP,BCP and backup strategies developed
and tested
Metric
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ICT risk register developed and up to date Metric
System controls fully implemented in line with
the ISS policy and reviewed monthly
Metric
User controls fully implemented in line with the
ISS policy and updated monthly
Metric
(ICT UNIT)ICT steering committee established
and meets
Quarterly to discuss strategic ICT issues
Metric
Name Type
Annual State security AGENCY risk audit
conducted and results presented to Steering
committee to take resolutions
Metric
(ICT UNIT)Website is on-line and all legislative
requirements are met, site must conform to
GCIS website guidelines
Metric
ICT Manager position filled Metric
(IT governance specialist )Second & Third level
maintenance and support agreements in place
for all technology use
Metric
Budget allocated for all core ICT items as
required
Metric
(Helpdesk resources )98 % of ICT Calls logged
resolved Metric
(Helpdesk resources )98 % up-time on all ICT
Services achieved Metric
(Desktop Support Technician)IT Call login system
fully functional and up to date
Metric
All Network Diagrams guides are available and
up to date
Metric
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Security Officer Appointed/Shared services Gitoc Metric
Implement MSP projects in order to stabilize
ICT and align it to business
Objective
(Network System Manger)Remote Backup solution
successfully deployed Metric
(Network System Manger)LAN upgraded to a
KRONE certified network in order to achieve
backbone stability
Metric
(Network System Manger)WAN connectivity to
remote sites upgraded by increasing speed
Metric
(Desktop support Technician )Website with a
content management system developed and
online
Metric
(Desktop support Technician )Old machines
replaced with Lenovo machines Metric
(IT Governance specialist)All ICT Legislatively
required policies developed and approved by
council
Metric
(Network System Manger)Firewall with email and
internet filtering functionalities deployed and
functioning
Metric
(Network System Manger)Enterprise antivirus solution
deployed, up to date Metric
Name Type
and fully functional
(IT UNIT)Strategy for reducing telephone costs
implemented 100%
Metric
(BTO & IT UNIT)Telephone Costs reduced by
25% or more Metric
Deployment of systems which improve Municipal
business operations and administration
Objective
Process automation Metric
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(HR & IT unit)People Manager system with ESS
implemented and fully functional to improve HR
management of employees and leave
Metric
(HR & IT )Biometrics time and attendance
system used effectively
Metric
(Registry & IT)Develop intranet to improve
internal communication
Metric
(Registry & IT unit)Workflow management
system implemented to automate, track and
records municipal processes
Metric
(PMS & ICT UNIT)Fully automated PMS system
with monitoring and evaluation functions
deployed and operational
Metric
Electronic meter reading system deployed and
100% operational to improve billing integrity
Metric
Disaster management system deployed and
operational
Metric
Ensure maximum utilization of ICT service to improve
productivity and decision making
Objective
User ICT competency assessment conducted and
training plan developed for each user
Metric
Conduct quarterly ICT awareness workshops with
more than 50% user attendance
Metric
Database of business processes which can be
automated by ICT services developed and up to
date
Metric
% of identified business processes automated Metric
Name Type
ICT training plan developed for the Municipality Metric
% of training initiatives done Metric
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Facilitate the delivery of ICT services to the
community
Objective
incorporate telecommunications infrastructure
challenges in the IDP
Metric
Business plan and feasibility for broadband
developed
Metric
Effective Management and Control of ICT Expenditure Objective
ICT Procurement Guideline Developed and
approved by MANCO
Metric
Strategy for reducing ICT expenditure developed
and approved
Metric
Annual Reduce ICT Expenditure by 10% Metric
ICT Expenditure reduction strategy implemented
100%
Metric
6.5.1 DOWNTIME
Downtime refers to the time system are not available to the users for any time in
excess of one hour during working hours. Downtime refers to the time during which
the system is not available during hours of coverage (including time spent applying
fixes). Hours of coverage is the time window which KPI applies 08:00-
17:00 Monday to Friday (excluding holidays and planned downtime)
6.5.2 KPI CALCULATION
The ICT Unit must record down time and calculate monthly percentage in a relation
to the available hours for each application based on 11 hour day, multiplied by
number of business days in each month.
6.5.3 APPLICATIONS AND SERVICES TO BE CALCULATED
The below systems must be up 95 % and below services will be measured in terms
of the above calculation:
• Backups
• Security Systems
• Antivirus
• Network Storage Services
• Exchange Services
• Remote Access
• Telephone System
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• Internet and Email Access
• Payday
• Pastel Evolution
• Network Printers
• Windows Active Directory
• LAN Connection
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CHAPTER SEVEN : ORGANISATIONAL ANALYSIS
7.1 OVERVIEW OF IMPENDLE LOCAL MUNICIPALITY
Impendle Municipality is one of the 7 Municipalities falling under uMgungundlovu District
Municipality and is established under Section 9 of the Municipal Structures Act, 117 of
1998.
The majority of the Impendle Municipality is rural with a large number of scattered
settlements mainly located on Ingonyama Trust and freehold land. The Impendle Village
is the only formally laid out area consisting of 386 sites which are predominantly vacant.
These sites form the basis on which all rates income is based pending the implementation
of the new Municipal Property Rates Act.
About 80% of the municipal income is obtained from grant funding from National
Government (Dora Fund and MIG funding) Provincial Government and the Development
Bank of Southern Africa (DBSA)
The Municipality has the following key challenges:
• High and increasing number of HIV & AIDS prevalence;
• High rate of poverty;
• Huge backlog in the delivery of public facilities;
• Unsatisfactory delivery on the needs of the aged, disabled, orphans and
women;
• Backlog in the delivery of services;
• Road infrastructure is poorly developed
• Equitable access to land and housing;
• Rising unemployment and slow economic growth;
• Inadequate management of the environment;
• Lack of sufficient institutional capacity within the Impendle Municipality;
• Insufficient financial resources within the municipality
• Impendle Nature Reserve is outside the municipality – significant asset
which is unutilised and not deriving any benefits for Impendle
• Stressed water reserves
• High levels of expenditure on transport
• Commercial sector under-developed in Impendle - income leakages –
especially when perception is goods in Impendle are expensive
• Need for more facilities to accommodate a larger commercial sector
• Municipality not viewed as a tourism destination or a link to other
destinations due to inaccessibility and lack of infrastructure
• Not too distant from Pietermaritzburg and therefore competition from that
centre and to a lesser extent from Underberg
• Improving roads and services opens up sensitive areas to potential influx of
more people which can be a threat to the environment
• Spread of invasive alien plant species a threat to agricultural lands and to
ecological diversity
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• Poor rangeland management - some very overgrazed areas with serious
erosion problems within the municipality
7.2 VISION
“By the year 2017, the Impendle Municipality would have provided the majority of the
people and households with sustainable access to their social and economic development
needs and basic services in a fully integrated manner and within a safe and healthy
environment.”
7.3 MISSION
Impendle Municipality will strive for the realization of the vision through its integrated
development plan and the Batho Pele principles by:
• Facilitating delivery of appropriate services and community facilities within
acceptable norms and standards;
• Creating sustainable job opportunities and facilitating growth in the local
economy;
• Creating opportunities for self-advancement for previously disadvantaged
members of the community;
• Facilitating environmentally sustainable development and enhancement of
the quality of the environment;
• Building sufficient capacity for the efficient and effective implementation of
local governance duties and functions;
7.4 KEY PERFORMANCE AREAS
The five national key performance areas (KPAs) are as follows:
Municipal Transformation and Institutional Development
Local Economic Development
Basic Service Delivery and Infrastructure Investment
Financial Viability and Financial Management
Good Governance and Community Participation
Spatial Development Framework
7.5 POWERS AND FUNCTIONS
7.5.1 FUNCTIONS BEING PERFORMED AT PRESENT:
Air Pollution
Child care facilities
Cleansing
Control of Public Nuisance
Control of undertakings that sell liquor to the public
Facilitate the accommodation, care and burial of animals
Licensing and control of undertakings that sell food to the public
Markets
Municipal abattoirs
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Tourism
Municipal Planning
Public Places
Building Regulations
Municipal Roads
Local Sport Facilities
Trading Regulations
7.5.2 FUNCTIONS THAT ARE NOT BEING PERFORMED:
Pounds
Air pollution
Public Places
Street Trading
Pontoons and Ferries
Billboards and Display of Advertisements
Street Lightening
Cemeteries, Funeral Parlours, Crematoria
Traffic and Parking
Noise Pollution
Child Care Facilities
Care of Animals
Licensing Of Dogs
Beaches and Amusement Facilities
Control of Liquor Sales
Local Amenities
Storm Water
Fencing and Fences
Control of Sale of Food
7.6 SERVICES PROVIDED PER DEPARTMENT
7.6.1 OFFICE OF THE MUNICIPAL MANAGER
Integrated Development Planning
Performance Management
Town and Regional Planning
Economic Growth and Development
Internal Audit
Council Matters
Special Programmes
Governance
Intergovernmental Relations
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Information & Communication Technology
7.6.2 CORPORATE & COMMUNITY SERVICE
Communication,
Billboards, Secretariat,
Administration, Legal,
Human Resource,
Archives, Library Services,
Disaster management,
Security, MPRA, Sport & Culture,
HIV & AIDS,
Human Rights (Youth, Children, Elderly, Disabled),
Motor Licensing
7.6.3 INFRASTRUCTURE & PLANNING
Operations & Maintenance,
Project Management,
Housing,
Cleansing,
Refuse Removal,
Cemeteries,
Mechanical,
Municipal Planning (including IDP & Development Administration)
LED, Tourism,
Building Regulations,
Fleet Management
7.6.4 FINANCIAL SERVICES
Billing, Debt, Receipting,
Accounts Enquiries Management,
Capital & Operating Expenditure Management, Conditional
Grants & Project Management,
Bank and Investments,
VAT & Taxation,
Assets and Stores Management,
Budget and Treasury,
Supply Chain Management,
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CHAPTER EIGHT : ALIGNMENT OF ICT OF THE ORGANISATION
The Municipality is has been spending on ICT over the years without a strategic direction
or alignment to service delivery. The main purpose of the MSP is to align ICT to the
business so that all ICT expenditure can be justified and aligned to service delivery.
This section attempts to align ICT to the Municipalities vision, strategic objectives and to
service delivery.
8.1 ALIGNMENT OF ICT TO THE VISION
By 2017 ICT will have become a fully integrated service providing critical support to the
Municipality towards achieving its vision.
8.2 ICT MISSION
“ICT will achieve its vision by implementing this MSP”
8.2 ICT LEGISLATIVE ALIGNMENT
The ICT division is governed by the following critical legislations and Standards:
Communication and Security Act;
Disaster Management Act;
Municipal Finance Management Act;
Access to information Act;
Protection of Private Information Act;
Intergovernmental Relations Act;
Property Rates Act;
Performance Management Framework;
State Information Technology Act; Copyright Act;
Furthermore, ICT must also follow these guidelines and standard:
Minimum Information Security Standards;
King III Report on Co-operative Governance;
ITILB;
Government wide enterprise Architecture Model;
COBit;
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Local Government ICT conference resolutions of 2002;
Minimum Interoperability Standards;
8.3 ALIGNMENT OF ICT TO NATIONAL KPA’S
The ICT must be aligned to the National KPA’s as follows:
A) SERVICE DELIVERY AND INFRASTRUCTURE
ICT shall ensure that the Municipality has the relevant technology to monitor
report and control expenditure on all service delivery projects, these tools
will also enable the technical services department to report promptly on MIG
expenditure so that more funds can be acquired through MIG towards
services delivery.
The following technologies will be associated with this KPA:
Project Management Software;
Internet and email access via LAN and remotely;
People Manager software with remote access capabilities for on the
field workers;
Ally CAD and GIS systems for planning and blue print;
Call centre software for monitoring and tracking municipal service;
Infrastructure related queries, complaints and faults management
system;
GPS devices for mapping;
GIS tolls for planning infrastructure projects;
Radio communication;
B) SPATIAL DELIVERY AND RATIONALE
In terms of section 26 (e) of the Local Government Municipal Systems Act,
Act 32 of 2000 ―An Integrated Development Plan must reflect a Spatial
Development Framework which must include the provision of basic
guidelines for a Land Use Management system for the municipality‖. A
spatial development framework is a framework that seeks to guide overall
spatial distribution of current and desirable land uses within a municipality,
in order to give effect to the vision, goals and objectives of the municipal
IDP.
ICT shall provide the necessary economic analyses tools and mechanism to
assist with decision making.
The following technologies will be associated with this KPA:
GIS Tools;
Excel;
Internet and email access for research and development;
Brainstorming utilities;
Project Management for tracking and reporting on project progress;
Land use management system;
Disaster management information systems;
Infrastructure maps and plans system;
Housing Management System;
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C) Institutional Transformation and Development
The key success factor towards institutional transformation is knowledge
management, communication and strategies. The ICT unit of Impendle
needs to spear head the digital awareness program both internally and
externally. ICT can plug into this KPA by ensuring that the following
technologies and programs are in place:
Municipal Intranet and digital newsletter;
Knowledge database;
People and organisational development tools;
ICT awareness covering ICT security, Governance, opportunities etc.;
Municipal skills database;
People Manager with employee self-service;
Automated PMS and monitoring system;
Job evaluation systems;
Organogram maintenance systems;
Time and Attendance system;
D) LOCAL ECONOMIC DEVELOPMENT
The following ICT projects can be used to boost the Local Economy.
Municipal broadband;
Eye in the sky technology;
Call centre;
Disaster recovery hub;
E-waste centre;
Computer assembly and distribution opportunities;
ICT training institutions;
Municipal communication system via VOIP;
Digital Billboards;
ICT SMME hubs mobile and fixed;
E) FINANCIAL VIABILITY AND MANAGEMENT
ICT’s role in achieving financial viability is as follows:
Provision of a fully integrated and GRAP compliant ERP Financial
Management System;
Assisting with data cleansing services to improve data integrity;
Provision of functional receipting and various pay points through the use
of on line technology;
Avoiding wasteful ICT expenditure;
Creating an alternate revenue generations source by deploying
broadband in partnership with the district;
Minimizing ICT operational costs by sharing services with other
Municipalities within the District;
Controlling ICT abuse to avoid increasing resources to accommodate
new demand;
Procuring ICT assets with a 3 year manufacturer warranty to avoid
replacement of equipment before end of life;
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Automating financial reporting to ensure compliance and a clean audit;
f) GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Good governance and public participation ensure that the municipal
processes are fair, legal and legislatively aligned. Relative to ICT, there are
various pieces of legislations and standards that have been enacted and
adopted in order to promote good, clean governance and encourage public
participation thus ICT shall contribute to these as follows:
Develop and host a highly informative municipal website;
Introduce an intranet, SharePoint portal and a knowledgebase system;
Deploy a knowledge management system;
Implement a time and attendance system and a people manager
system;
Work hand in hand with the communication unit to create a corporate
identity and assist them in implementing their communication strategy;
Establish a call centre for handling queries, complaints and reports;
Ensure ICT compliance with AG,COMSEC,ISO, Cobit, MFMA and ITILB;
Create an ICT steering committee to be the custodians of the MSP;
Develop ICT policies and workshop them to all computer users;
Deploy bulk SMS solution to communicate with the public; Install digital
billboards;
Create and maintain a Facebook and twitter account for the
Municipality and link it to the website;
8.4 ICT ALIGNMENT TO THE DISTRICT
Impendle Municipality has entered into a shared service agreement with the district and is
currently championing the ICT cluster. This MSP is aligned to the districts revised MSP
framework and the website also aligned to the agreed upon menu format. The GITOC
strategy and projects detail the alignment to the district.
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CHAPTER NINE : EXTERNAL BUSINESS AND THEIR IMPACT ON ICT
There are various business drivers which have impacted the ICT division over the past
years, this is one of the reasons why ICT has been left behind and as such resulted in it
being misaligned to the business objectives. The following external and internal drivers
and developments have been identified as the most critical.
9.1 DRIVE TOWARDS SERVICE DELIVERY EXCELLENCE AND COMMUNITY DEVELOPMENT
Municipalities have been engaging with the government and the people to increase service
delivery in terms of housing development, building of schools, road constructions etc. by
the Municipality and the district over the years. Unfortunately ICT has not been involved
in these developments thus there is no data and statics on service delivery progress. ICT
needs to be involved in every future project that the Municipality has in store so that data
(such as progress, impact and people satisfaction can be measured) can be complied.
9.2 LEGISLATIVE COMPLIANCE FOR ICT
Impendle Local Municipality has developed the ICT Governance framework which will be
used to guide the Municipality to what ICT compliance to both the national and
international regulations are. Each Government Structure using ICT has to conform to the
South African legislations comparative to ICT and is also obliged to follow various
standards set out by government towards e-government.
9.3 SECURITY ISSUES
The external information security threat environment has evolved in recent years to a point
where such threats are now well organised and may be driven by for-profit or political/
patriotic motives.
A comprehensive response to this threat requires a ―defence in depth strategy combining
technology solutions with best practice security management and change control
processes. Recent cases of identity loss and theft suffered by other organisations
demonstrate the importance of having security measures in place which protect not only
against external hackers and threats but also against inadvertent or deliberate actions on
behalf of staff and trusted 3rd parties.
9.4 TOWARDS A GREEN ICT ENVIRONMENT (COP17)
Recent research by Gartner suggests that Information and Communication Technologies
account for 2% of CO2 globally, the same contribution as aviation. This 2% includes the
in-use phase of PCs, servers, cooling, data centres uninterrupted power supply (UPS),
fixed and mobile telephony, Local- and Wide-area networks, printers and disk storage, as
well as an estimation of the embodied (i.e. that used in design, manufacture and
distribution) energy in the large-volume devices, namely PCs and cell/mobile phones.
The disposal of ICT equipment is also problematic. Electrical and electronic components
are not biodegradable. They contain toxins such as heavy metals and, therefore, pose
environmental and health threats. PCs are particularly difficult to dispose of because they
contain any number of hazardous materials including lead in cathode ray tubes and circuit
boards; cadmium in semiconductors, chip resistors, batteries and infrared detectors;
mercury in switches, position sensors and flat-panel screens; chromium in steel housings;
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flame retardant in circuit boards and connectors; and PVCs in old cabling and PC casings.
During the next five years, Gartner estimate that consumers and businesses will replace
more than 800 million PCs worldwide. Approximately 550 million cell/mobile phones were
replaced in 2007 alone — a number growing rapidly each year. Server shipments are
expected to exceed 40 million units during the next five years, many of which will be
replacement machines.
Taken together, it is clear that this problem (called "e-waste") is only going to get worse.
Many new and proposed initiatives exist for the collection and handling of e-waste
worldwide. The most significant initiative is the EU's WEEE Directive (Waste Electrical and
Electronic Equipment Directive). Similarly, the EU is leading with RoHS Directive (the
Restriction of the use of certain Hazardous Substances in electrical and electronic
equipment.
9.5 ICT IN LOCAL GOVERNMENT CONFERENCE RESOLUTIONS
The ICT local government conference of 2006 which all ICT practitioners and officials from
local, provincial and national spheres of government attended , came up with the following
resolutions and recommendations in support of the national agenda to develop local
government in the campaign to provide effective and efficient services to all communities
in the republic of South Africa.
a) Development of ICT skills in association with LGSETA, SITA, DPLG
b) Development of telecoms infrastructure
c) Putting ICT on the local government agenda
d) Establishment of a national Local Government ICT Forum
e) Funding of ICT initiatives at local government level
f) Building of systems infrastructure in a cost effective manner
9.6 E-GOVERNMENT INITIATIVES
Over the last 10 years the impact/usage of ICT has increased drastically thus making ICTs
role from a supporting function to now being a crucial part/function of all Municipalities
and state structures, This however has created new challenges such as the larger
technology gap between the urban and rural areas thus the government has embarked on
a variety of different initiatives to close this gap and establish e-government.
STRATEGIC OPPORTUNITIES DERIVED FROM E-GOVERNMENT
ICT plans to provide municipal staff with fresh ways of interacting and doing business and
also plans to change the physical relationship and the economic structure. Furthermore
the distribution of ICT airs the way for new opportunities (such as development and
economic growth).
What is E-government?
Electronic Government involves the electronic delivery of services that reduces the cost of
internal operations of the municipality as well as its interactions with its community and
citizens. It involves not only the automation of existing processes, but may require radical
re-conceptualization of some processes. E-Government is a comprehensive concept that
involves any aspect of the municipality to consumer, municipality to business, and
municipality to Municipality interaction that can be enhanced through the use of
information and communication technologies. By deploying e-government applications,
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Impendle Municipality seeks to improve both the speed and quality as well as reduce the
cost of interaction between itself and its citizens (individuals, businesses, and civil society).
Important stakeholders in Electronic Government include:
Individual citizens
Business
Civil society organizations (unions, churches, lobby groups, etc.)
Other Government departments, ministries, municipal-owned corporations
Parliament and elected parliamentary representatives
Impendle must develop an e-government strategy to which will also be integrated into the
IDP; this strategy must be directed at using ICT to address the challenges blocking service
delivery processing and must improve efficiency of Municipal processes.
9.7 DISTRICT METRO STATUS
UMgungundlovu District Municipality has set its vision on becoming a metro; this therefore
means that Impendle must ensure that its ICT is aligned to the district so seamless
interoperability of systems and architecture is possible.
CHAPTER TEN
ON ICT
: INTERNAL BUSINESS DRIVERS AND THEIR IMPACT
10.1 ICT RESOURCE LEVELS
The Municipalities ICT division is being managed by a Senior ICT Officer who has a cyber
cadets reporting on Technical issue to him and Network administrator. Our analyses and
benchmark to industry best practices and standards show that the role of Senior ICT Officer
needs to be upgraded to Chief Information Technology Officer (CITO) IT Governance
specilist which is a middle Management position. This will give the CITO a mandate to
enforce the ICT policies and will make his role a more strategic role rather than a technical
role which is the case currently.
There are a number of studies and benchmarks which track the numbers of IT Gartner,
IT staff in private sector organizations will generally represent somewhere between 5 and
7% of the total employee population. This will vary somewhat by industry (slightly less in
manufacturing, more in financial services, etc.) and by company size. Gartner‘s research
further suggests that public sector organizations exhibit a higher level of IT staffing than
private sector firms: ―In the public sector, IT headcount will typically be between 8-10
per cent.
In some agencies that are highly-IT centric, the number will be higher. There are many
reasons government entities have proportionately more IT staff than private sector. Some
of it has to do with the model of government vs. private sector organizational structure.
Governments tend to be more de-centralised, so they don‘t get as much in the way of
economies of scale and leverage from their people. Governments also have challenges
attracting and retaining much-sought-after IT professionals. As a result, they often hire
individuals with less IT experience, and then train them to do the job.
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This result in a higher level of IT staffing, tool even using the lower end of the private
sector ratios (5%) would suggest that to support 1100 staff ICT Unit should have 55 staff,
including contractors, so it is reasonable to suggest the Unit is currently underresourced.
Based on this findings it is therefore assumed that the it best practise to apply a ratio of
1:20 (20 users for every technician)
The AG and COMSEC also recommend that there should be a dedicated ICT Security Officer
who will be delegated the roles and responsibilities of a security officer, it must be noted
that ICT security is a highly specialised field and is a critical part of ICT as it secures data
and systems.
Based on this it is therefore recommended that the ICT division should have the following
resources be considered:
1. Chief Information Technology Officer or IT Governance specialist
2. ICT Desktop support Technicians & network administrator
3. Helpdesk Technician
The following service should be outsourced in order to ensure efficiency:
Sever 2nd Level Support
SQL Database Administrator
Website Administration and hosting
Security Officer
Telephony PABX
Insourcing the above services would be expensive, it is further proposed that some these
services should be shared within the district as Gitoc shared services which has the similar
arrangement with ION consulting.
10.2 DIVERSITY AND CONTINUED EXPANSION
ICT has developed in the last couple of years from a setting without a server and an
absolute financial system to fully fledged Microsoft network running one of the best
financial packages in the Municipal space.
The ICT division has also observed a development in the number of laptops ad desktops
and numerous new technologies; this includes the distribution of the district VPN, trend
initiative anti-virus solution and many more. It is anticipated that the ICT division will
continue to develop until such time that ICT is fully integrated into the business and 100%
aligned to service delivery.
10.3 INCREASING SERVICE DEMANDS
The service demand on IT has increased (and is expected to continue doing so) along with
increased complexity of the technology structure. The drive for ICT compliance by the AG
as well as the projected focus on supplier database and performance management systems
is likely to upsurge the demand on ICT.
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10.4 SECURITY & Offsite Backup
The findings of the Auditor General Audit along with the IT and Information Security
acknowledged that various areas must be tackled so as to place security and Backup of
information at a satisfactory level, include:
Security is carried out as an ad-hoc service as it is not part of the SLA or Shared
services and there is no IT security officer;
Poor supporting documentation for operational practices;
Over reliance on key personnel with silos of knowledge and limited cross skilling
Dispersed IT groupings;
Lack of awareness of information security issues among IT staff leading to
inappropriate configurations on IT infrastructure;
Insufficient staff levels and skill-sets to meet the increasing complexity and number
of IT systems Outside of the ICT Unit;
Low awareness of Information Security among staff generally, and to the extent that
there was an awareness of Information Security it was viewed as an issue for ICT Unit,
not Business Units;
ASR will simplify the disaster recovery protection by replicating VM’s to Azure and still
benefit from the simplicity, automation, customizable recovery plans, health
monitoring, and orchestrated recovery the service provides. One of the primary
roadblocks to comprehensive protection of applications is the expense of establishing
and maintaining a secondary site for disaster recovery
In tandem with this the external security environment has become more aggressive, with
increasingly sophisticated attacks being carried out by hackers with both foot print political
motivations and commercial interest. It is therefore critical that Municipalities like
Impendle ensure that security is taken seriously.
10.5 PROJECT MANAGEMENT
It is imperative that ICT projects be controlled and managed by the ICT steering committee
since there is an inclination within the Municipality for IT-enabled projects to be seen
entirely as IT projects thus results in projects being piled on for the ICT unit to manage
and deliver.
Projects which are business related and concern the business unit should then be managed
and delivered by the Business unit not THE ICT unit.
10.6 FOCUS
The principal responsibility of the ICT unit is to be responsible for a constant, protected,
reachable and steadfast ICT infrastructure which is available 98% of the time. The primary
focus for ICT should then be on ensuring that 98% uptime of its services.
10.7 IMPACT OF INTERNAL DRIVERS ON ICT STRATEGY
ICT will be anticipated to enable and support emerging (but as yet not well defined)
requirements such as knowledge management and teamwork and our technology
platforms should be flexible enough to support these or any other business requirements.
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ICT Unit will be required to support the changes and new work patterns which will be
brought about by the organisational changes as the municipality advances towards its
vision and that of the district.
Business Units and clients will increasingly demand high levels of availability from ICTs
and ICT Unit will have to consider whether it can respond with appropriate levels of
resilience and support for both individual users and key business systems. These demands
will have to be considered in an environment which is becoming increasingly complex from
a technology and security viewpoint and where the specialist skills required delivering the
service may not always be available from within the municipality‘s bag of human resources
all aspects of its activities, including technologies, consultants, projects and security.
CHAPTER ELEVEN: FUTURE OF ICT AT IMPENDLELOCAL MUNICIPALITY
11.1 SWOT ANALYSIS
STRENGTHS WEEKNESS
1. High levels of staff commitment 1. Slow machines and networks
2. Good relations with stakeholders 2. Poor environmental controls
3. All core ICT systems to support the 3. Lack of ICT policies, standards and business are
currently in place strategy
4. Strong commitment from the business to 4.Poor Network Management
support ICT initiatives
5. Dedicated server room 5.Insufficient ICT budget to meet ICT
requirements
6. Full Management support of ICT 6. Winter snow
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7. ICT Steering committee 7. No ICT budget
8. Shared service agreement with the district
OPPORTUNITIES THREATS
1.New technology can enhance business 1. Increasingly sophisticated security risks
operations and threats
2.Using ICT to enhance revenue base 2. More stringent audits focussing on
controls
3. Speeding up ICT services 3. Focus on ICT by Auditor General
4. Business Units make decisions which may
impact ICT without consulting ICT
5. Constantly changing ICT technologies
11.2 ICT VISION, MISSION AND VALUES
The ICT steering committee should be implemented as follows taking into consideration
the Impendle vision and mission.
11.2.1 VISION
“ICT shall build its infrastructure and technologies in consultation with the various business
units to become a stable, business aligned and compliant unit fully integrated into the
business as a critical support component of the Municipality”
11.2.3 MISSION
“ICT will achieve its vision through the use of credible vendors and by implementing a
vigorous training and awareness program for its users and the critical stakeholders”.
11.2.4 VALUES
As ICT advances towards achieving the above vision and mission, it shall be guided by the
following values:
Integrity
Trust
Security
Availability
Accessibility
Convenience
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Quality
Ethical
Confidentiality
11. .3 STRATEGIC OBJECTIVES
To fulfil this mission, ICT Unit will, in partnership with the Municipality‘s Business Units
seek to:
Provide a secure IT infrastructure which delivers appropriate levels of data
Confidentiality, Integrity and Availability.
Ensure access to appropriate skills and resources.
Incorporate effective governance and Project Management practices to promote a
close alignment between IT and Business Units.
Maximise value for money from existing and future technology investments.
Incorporate best environmental practices into its IT operations.
ICT Unit will achieve these objectives by focussing on the continuous development
of its People, its Processes and its Technology
11.3.1 PROVIDING A SECURE IT INFRASTRUCTURE
The main goal of any IT Function is to be responsible for a secure ICT infrastructure that
supports the business in its day-to-day business.
Confidentiality ensure that data remains private since the municipality handles personal
information of staff, commercial companies and private citizens thus it’s expected that this
data is kept private, breach of this can result in a tainted municipal reputation and/or
serious commercial aftermath.
Integrity refers to credibility of data that has not fabricated and comes from a reliable
source and since the municipality receives money from the government the integrity of
it financial records is crucial thus the accounting officer requested to submit an annual
statement in accordance with the full council and Auditor General.
Availability refers to the access to data and systems for authorised users. To ensure
availability online systems will be implemented and ICT will be expected to be available
around the clock but to do so security will be needed. Successful attacks will result in
downtime of the affected system in order to prevent any future attacks, to investigate the
cause of attack, to ascertain the level of damage caused, and restore an secure the system.
11.3.2. ENSURE CONTINUED ACCESS TO APPROPRIATE SKILLS AND RESOURCES
The chief role of ICT Unit is certainly the excellence and commitment of its staff. Impendle
has chosen to outsource its ICT operations to ensure that its gets overall technical support
without having to worry about all the cost related to training, developing and certifying
ICT staff.
ICT is forever changing as such it demands companies to invest in keeping up to date with
the latest technologies and trends, this can be expensive and but if this isn’t done the
organisation will be out dated, it is for this reason that Impendle has insources its ICT
services. This semi-outsource service is one that is used by various organisations and was
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recommended to the district by independent auditors, this is also in line with the districts
Master systems plan.
11.3.3. INCORPORATING EFFECTIVE GOVERNANCE TO ENSURE CLOSE ALIGNMENT
BETWEEN ICT AND BUSINESS UNIT
ICT Unit invests noteworthy amount of financial and human resources in developing,
operating and maintaining ICT assets. Even if these are operated efficiently and securely
it does not essentially follow that ICT is contributing effectively to the achievement of
corporate aims.
The Municipality must endeavor to maximise the business value that is derived from its
existing and future ICT investments through a close association between ICT Unit and the
Business Units. This requires the prioritisation of projects and the provision of services
that are driven by a clear business case from Business Units, identifying that successful
ICT is not only about deploying leading edge technology. As a strategic partner to the
business ICT should also put forward innovative ways of accomplishing corporate goals or
improving the delivery of current business processes and customer services.
This MSP will detect numerous projects which will be aligned to Impendle IDP and key
performance areas; it will also identify projects which will assist the Municipality in
overpowering some of its in-house and outdoor challenges.
11.3.4 MAXIMISE VALUE FOR MONEY FROM EXISTING AND FUTURE
TECHNOLOGY INVESTMENTS
ICT is carefully associated with the business, full importance may not be realised from ICT
investments if the Municipality cannot make the correct technology choices or does not
get value for money from the technology investments it selects.
During the ICT stabilisation phase the ICT Unit will need to continue to invest in the main
ICT infrastructure and upgrade or migrate this infrastructure where required, so that it has
the technological flexibility to reply to future variations in the Municipality‘s IDP. Thus it
must be recognised that while the Municipality has years already made significant
investments in Information and Communications Technologies it should not continue
investing in technologies which have restricted lifetime, where the vendor does not have
a clear development roadmap or where the technology is not capable of meeting the
organisation‘s requirements in the future. Accordingly, a key part of the development of
this strategy has been a review of the key ICT platforms that make up the Municipality‘s
ICT infrastructure core
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11.3.5. INCORPORATING BEST ENVIRONMENTAL PRACTICES
ICT is an extremely expert industry which is continually altering, if Impendle wants to keep
up with the technology changes this would need a team of ICT experts and a budget of
over five million.
ICT is undoubtedly one of the most crucial resources of the Municipality with very high
dependencies from the several business units, this means that if the Municipality wants to
attain the objectives of this strategy it would have to conform to both National and
International best practices. Over and above the above the Municipality must adopt
government initiatives towards achieving e-government and e-governance.
CHAPTER TWELVE : STRATEGIC RESPONSE –
ORGANISATION
ON PEOPLE &
12.1 OUT / IN-SOURCING AND CORE SKILLS
As discussed earlier, the Municipality is not in a position to provide and sustain all the
necessary resources and skills required to implement this strategy however it has acquired
these skills by outsourcing its ICT operations .There have been various studies and
research conducted on outsource vs. insource, the PWC study on the district proposed a
semi-outsource approach. In order to ensure that Impendle gets best value for money
from its ICT it will have mu consider the following options:
Adopt the DC22 GITOC resolution and align ICT to the Office of the Municipal
Manager.
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Adopt the PWC semi-outsource recommendation by making a distinction between
ICT Operations and ICT Management and ensuring that it has mechanisms in place
to internalise the ICT Management (Shared service agreement with the district)
Ensure that it has a solid contract in place with the district and its outsourcing
partners.
Put monitoring and evaluation mechanisms to ensure delivery of ICT service by all
involved
Identify services which need to be outsources e.g. hosting services, backup and
recovery, networking, server support, etc.
In essence the core skill required by the municipality would be to formulate and approve
the ICT budget, identify ICT projects and approve new technologies. These services could
be provided in consultation with the ICT steering committee and the ICT Manager of the
municipality.
12.2 PRODUCTIVITY GAINS
Embracing the new technologies by business units can profoundly expand work
productivity in the unit. The course taken by government towards e-government will put
a demand on online organisms which are especially suited to enable e-government
connections.
Automating processes can help by utilising resulting Human Resource savings and applying
them to other priorities it is important to state that ICT Unit acquires additional workloads
as an outcome. It is therefore proposed that for significant projects, Business Units include
verifiable efficiency indicators (where applicable) as part of its pre-project business case
to the ICT Steering Group (which has responsibility for approving IT projects). As part of
the approval process the ICT Steering group will evaluate the additional workload on ICT
Unit and, in terms of identified efficiencies, make suggestions to Personnel Unit with regard
to the resourcing required for on-going support of any new system.
The benefit to the Business Unit will have to be balanced against the added workload for
ICT Unit in applying and backing up the system to ensure that the Business Case stays
valid when looked at from a general Municipal perspective.
12.1 ICT UNIT HUMAN RESOURCES
ICT reports to the Accounting officer, Impendle has insourced its ICT operations. The
Municipality has also established an ICT steering committee which supervises ICT
governance and approves ICT connected expenditure; the Municipality is also a member
of the District GITOC which is an advice-giving body and a platform where new
technologies are conferred at great length. There is only ICT Manager and two ICT Officers
that are outsourced but because the demand on compliance there is also a need for a
Security Officer and a helpdesk.
12.3.2.1 SENIOR TECHNICIAN
Microsoft Certified Specialist responsible for server upkeep also must have expertise of
Exchange, windows active directory, trend, backup exec and networking.
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12.3.2.2. HELPDESK TECHNICIAN
The first line of support, technician must have basic knowledge of user administration and
an in depth knowledge of Microsoft Office and a working knowledge of Pastel evolution
particularly contact management.
12.3.2.3. INFORMATION SECURITY OFFICER
The information security office will be accountable for making sure that the Information
Security Policy is enforced and obeyed, he/she will also run the user awareness campaign
and monitor trespassers in the network. The officer must have broad knowledge of ICT
security and must have security, and network minimum. This function can be shared with
the district to maximize the economies of scale.
12.3.2.4. Network SYSTEMS ADMINISTRATOR
The NSA specialist is a full time job, this person will be responsible for running consistent
system and network health checks, backing up user and system information and testing
system restores, testing and running updates and managing system configurations. The
technician must be MSCE certified.
12.3.2.5. FINANCIAL MANAGEMENT SYSTEMS OFFICER
This individual is a certified public accountant who focuses in financial management
systems, he/she will be accountable for sustaining system integrity which will include
database indexing, checking system balances, running analyses and audit checks.
As stipulated above, this resource can be shared with the district if the Municipality
migrates to pastel evolution.
12.3.2.6. CHIEF INFORMATION TECHNOLOGY OFFICER IT Governance specialist & Business
application Manager.
The ICT unit has been aligned under the office of the Municipal Manager as agreed upon
in the DC22 GITOC.
The ICT steering Committee will play a major part in the management of ICT in that it will:
Formulates and submits the ICT budget
Authorized expenditure on the ICT budget
Monitors policies, procedures
Monitor ICT performance
Overseeing ICT projects
Facilitates and co-chairs GITOC meetings
Driving District Broadband initiates
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The Pastel specialist is a full time job, this person will be responsible for running
consistent system health checks, backing up and testing system restores, testing
and running updates and managing system configurations. The specialist must be
SAGE Evolution certified. Ongoing business re-engineering; issues around security
and risk management; the growth of the Internet and its effects on the supply
chain and work organization; an increasingly mobile work force. IT Project
Management within the organization the specialist should be certified as a CIO
professional.IT Knowledge management integrated, process-based, best practice
framework for managing IT services. The specialist should be ITIL,Cobit and
Prince2 certified.
A job evaluation should be conducted on all ICT posts so as to align them to industry
standards; this will ensure continuity and quality of work from the ICT resources.
12.3.4 STRATEGIC ACTIONS- PEOPLE & ORGANISATION
APPOINTMENT OF A SECURITY OFFICER
Auditor General and Comsec endorsed that the Municipal Manager must engage an ICT
Security Officer as the role of Information Security Officer is a full time occupation in which
the Security officer is responsible for safeguarding the full execution of the ISS Policy
observing and development of security controls and best practices.
In order to comply with the AG and SSA Impendle Municipality should engage the district
in terms of sharing its ICT Security Officer. It is proposed that the security officer should
spend at least 16 hours a month at Impendle (2 hours per day)
ICT STEERING COMMITTEE
The municipality needs to ensure that the ICT Steering Committee be convenes monthly
and the ICT Officer attends the Gitoc frequently. All minutes must be recorded and filed
for proof of evidence. The ICT Manager must submit the monthly ICT report to the steering
committee.
ICT SUPPORT PERSONNEL
The Municipality should continue to run on the industry best practise methodology of semi-
outsource as motivate above, the following services should be added:
Helpdesk Technician to log calls as required by COMSEC, an intern can be used to
perform this function.
Knowledge Management – to gather web content and manage knowledge within the
Municipality, this service can be shared with the district.
Network Controller – The service of the outsource contract should include a network
controller who will be responsible for planning, monitoring and securing the network.
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INTRANET
The new online- systems should be implemented including intranet and hosted offsite in
the committed irrepressible server farms where the 3rd parties can provide 24/7 monitoring
and support.
HARDWARE AND SOFTWARE STANDARDS
The hardware and software standards must be developed and updated monthly so as to
conduct the supply chain unit on procurement of any new systems .The standards must
be in line with the agreed technologies at the Gitoc and adopted by the ICT Steering
Committee.
PROCUREMENT OF EQUIPMENT
All equipment and software shall be purchased with a vendor support agreement which
shall be renewed annually for as long as that machine or software is required by the
Municipality, all software must have a software assurance built into the agreement and
hardware must have onsite support built into the agreement.
TRAINING AND AWARENESS
COMSEC and the AG recommend that a user training programme and security awareness
program should be in place, it is recommended that the Municipality develop an ICT user
training plan and a security awareness program for Councillors and Officials.
12.3.5 PROPOSED PROJECTS FOR PEOPLE AND ORGANISATION
In order to satisfy this objective the, the Municipality needs to consider the following
initiatives.
Project
Code
Initiative Financial
Year
Budget
Required
Time Frame
ICT1001 Appointment of the IT Officer as
the Security Officer. 2012/13 R 0.00 1 Day
ICT1002 Establishment and functioning of
the ICT steering committee 2012/13 R 0.00 1 Day
ICT1003 Training of ICT personnel to
support new technologies 2013/14 R 120,000.00 1 Month
ICT1004 Entering into a MOU with the
District for security Officer and
third Level ICT support.
2013/14 R 500,000.00 1 Month
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ICT1005 Development and
Implementation of SharePoint
portal for intranet to be done in
partnership with the district.via
o365 with reputable LAR
2013/14/15/16 R 200,000.00 6 Months
ICT1006 Development and updating of
software and hardware
standards and aligning them to
the other locals within the
Distric.
2012/13 R 0.00 1 Month
ICT1007 Development of an ICT
equipment procurement plan. 2012/13 R 0.00 2 Days
ICT1008 Development of an ICT training
plan 2012/13 R 0.00 2 Days
ICT1009 Conducting an ICT skills audit in
the Municipality and developing
training plan for each user.
2013/14 R 120,000.00 2 Months
ICT10010
Re-evaluation of the ICT
organogram and jobs
description .
2013/14/15 R 50,000.00 3 Months
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CHAPTER THIRTEEN : STRATEGIC
GOVERNANCE
RESPONSE-PROCESSES AND
13.1. CAPABILITY MATURITY
A crucial theme during the course of this strategy is the concept of competence
development. This concept is gradually being used to define the level to which a business
applies formalised procedures to the management of its IT function.
Research work conducted by organisations such as the Software Engineering Institute at
Carnegie-Mellon University, Gartner, Intel and the Innovation Value Institute based in NUI
Maynooth has resulted in a numeral maturity models being established which provide a
developmental roadmap for organisations wishing to apply a more proper approach to
handling their activities.
The central message behind these models is that the more formalised and mature an
organisation‘s IT management processes become, the closer ICT investments are
associated with the business and the more significance is derived from those investments.
The term IT Governance is increasingly used to describe the processes an organisation
implements to assure that its ICT investments generate business value and to mitigate
the risks that are aligned with ICT projects.
13.2 INFORMATION SECURITY MANAGEMENT
Just as the Information Security is about the application of suitable controls to ensure the
security of the organisation‘s IT assets, data and records it is also about the technology
solutions. The current COMSEC audit presented that the Municipality is at high risk with
respect to security.
The lack of an Information Security Policy and its enforcement thereof generates an urgent
need for the Municipality to mature its ISS policy and to enforce it; however this will not
address the security issues thus users need to be made conscious of security related issues
through security awareness programs and trainings.
There are a numerous published standards and frameworks which set down what is
commonly viewed as best practice in operations and security management, together with
COBIT (Control Objectives for Information Technology), and the ISO standards 17799/
27002 for Information Security Management Systems.
ICT security is also in acted in the various pieces of legislation namely: Access to
Information Act, Municipal Finance Management Act, Communication and Security Act and
is detailed in the Minimum Information Security standards of South Africa. With the above
in minds it is therefore critical that the Municipality improves and implements an ICT
security policy to address all the security anxieties and to safeguard the Municipal ICT
infrastructure.
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13.3 PROJECT MANAGEMENT
Another key process that ICT Unit which must be introduced is formalised Project
Management. Project Management is a broader concept than simply project planning;
rather it is a governance and development framework which considers the planning,
monitoring and control of all aspects of the project and the motivation of all those involved
in it to achieve the project objectives on time and to the specified cost, quality and
performance.
A numerous of formalised project management methodologies have been developed, such
as PRINCE2. In these frameworks, project implementations grow into part of the overall
project management framework, with noteworthy stress being put on other aspects of the
project including:
The overall organisation and resourcing of the project, ensuring that appropriate
cross-functional teams are put in place.
Planning and scheduling.
Ensuring that changes are properly controlled and managed and that the project
is closed down in and orderly and structured way, ensuring that the projects aims
and objectives have been met.
Ensuring the right governance structures are in place, including a high-level Project
Board which owns the Business Case and provides overall direction and
management
Ensuring that a business case and risk analysis are developed and continuously
monitored by the business.
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Ensuring that decisions to continue with or close down the project are taken at
appropriate milestone points.
Such a framework needs Business Units to take ownership of key aspects of the project
(particularly the Business Case and Risk Management) and to recognise that IT-enabled
projects are not simply ―IT projects‖. IT becomes a consultant and supplier to a project
that is driven by the Business Unit to accomplish the results and return on investment
detailed in the Business Case. So as to ensure that the ICT project are implemented
accordingly and just in time it is recommended that the Municipality should embrace the
MPMA project planning methodology which is illustrated in the below diagram.
PHASE ONE: Project Initiation
Setting up of a project steering committee
Project Charter
Resolution to execute project
Awarding tender to Service Provider if it is to be outsources and or authorisation
memo project Manager
Project start-up meeting
Development of a business case
Report to MANCO
PHASE TWO: Project Planning
Development of a project plan
Work deliverables breakdown structure
Procurement Plan
Communication plan
Project Engagement report
Resource Allocation Matrix and Resource Allocation Matrix
Project Risk Analyses
PHASE THREE: Project Execution
It is of note that this phase will be unique to every project therefore it cannot be set in
stone, however the following guidelines must be followed.
Align each milestone to be achieved to the deliverables (DWBS)
Make sure that timeframes are realistic and achievable
Assign resources and costs to each deliverable
The project execution phase must have the following:
Conduct Environmental scan
Develop status quo report
PHASE FOUR: PROJECT CLOSEOUT
Phase four is project closeout, in this phase the project Manager must submit a closeout
report to the ICT steering committee. The user department must also report a report to
the committee on the quality of service and satisfactory levels in terms of the project
deliverables
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13.4 BUSINESS PROCESS RE-ENGINEERING
It was detected that the Municipality has not recorded any of its processes thus being
difficult to pin point possible areas of efficiency improvements, without the mapped
processes the Municipality cannot develop its business continuity plan and its succession
plan. With the new focus on performance management it will become problematic or
almost impossible to have a suitable performance management system.
The Municipality needs to rearrange all its business processes so that the focus of ICT
Unit‘s offering to clients will become more strategic by shifting the emphasis from remedial
actions to activities which ascertain where efficiencies can be gained by IT enablement
projects supplemented by a rigorous project management methodology.
13.5 IMPLICATIONS
Unsurprisingly these new processes and structures will lead to a higher workload for both
IT and Business Unit staff in the short and long term and start-up times for projects.
However, in the longer term, this will lead to a more secure infrastructure, less firefighting,
a reduced risk of IT failure, greater integration of processes and a more strategic approach
by the Municipality resulting in the ICT Unit being able to advance its mission to one which
focuses on becoming a strategic partner to the business.
The formalized Project Management is not only best practice but is also common practice
among organizations. Over time the Municipality will benefit from having trained staff that
are competent in managing team-based tasks.
13.6 STRATEGIC ACTIONS- PROCESS & GOVERNANCE
POLICY IMPLEMENTATION
ICT Unit will accomplish higher levels of ability maturity by developing and implementing
best practice operational and security policies and governance processes.
POLICY DEVELOPMENT AND ALIGNMENT
ICT Unit will develop its operational policies in line with the COMSEC and IT Infrastructure
Library (ITIL) framework for service delivery.
ICT SECURITY MANAGEMENT AND CONTROLS
The specific references of the current AG, internal audit and COMSEC reports in relation to
security management and control processes will be implemented.
INFORMATION SYSTEMS SECURITY
ICT Unit will continue to develop a comprehensive suite of security policies in line with the
ISO 27001/ 2 standard and guidelines
ICT STANDARDS
The Information Security standards will be applied consistently across the IT infrastructure
and on all systems, regardless of whether they are managed by the Central ICT Unit, the
Offices or are outsourced to 3rd parties.
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ISS POLICY IMPLEMENTATION
Implementation of Information Security will be managed centrally by the Security Officer
who will be appointed by the Municipal Manager as recommend by the AG and COMSEC.
MOU WITH THE DISTRICT
A Memorandum of agreement will be entered into with the district which will clearly set
down the responsibilities of the District in relation to the security and other services to be
shared between Impendle and the District.
ICT BUSINESS UNIT CONTROLS
In association with Business Units and Data Owners, ICT Unit will introduce appropriate
controls to ensure the security of data and will deploy technology solutions as appropriate
to implement these controls.
ICT RISK MANAGEMENT
Risk Management practices will be introduced for new systems and changes to existing
systems, the process will be clearly defined in the ISS policy. The COMSEC Audit will also
be done per annum followed by a quarter ICT internal audits.
SECURITY MONITORING
ICT Unit will develop appropriate metrics and benchmarks to demonstrate the effectiveness
of its IT security implementation.
ICT PROJECT MANAGEMENT
ICT Unit will familiarize a formal Project Management methodology based on Prince 2 or
similar.
ICT TRAINING
IT employees will be educated and certified against the chosen methodology. Project
Management training will also be offered to appropriate staff in Business.
ICT GOVERNANCE STRUCTURES
Existing Governance processes including the ICT Steering Committee will continue with
revised Terms of Reference.
BUSINESS PROCESS ENGINEERING
For the Business Units to be able to enhance process efficiency and identity areas for
further automation of processes the business Process Re-Engineering services must
continue to be offered to Business Units.
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ICT CHARTER
Identifying the importance of good communication with clients, ICT Unit will adhere to the
commitments in its client charter. The ICT Unit will regard communication with it
customers as a key part of managing the situation when problems do arise.
13.7 PROPOSED PROJECTS FOR PEOPLE AND ORGANISATION
In order to satisfy this objective the, the Municipality needs to consider the following
initiatives.
Project
Code
Initiative Financial
Year
Budget
Required
Time
Frame
ICT2001 Development and adoption of
the
ICT policies
2012/13 R 120,000.00 6 Months
ICT2002 Enforcement of the ICT policies 2012/13 R 0.00 1 Month
ICT2003 Implementation of physical and
logical ICT controls as per the
AG and COMSEC/SSA Audit
2013/14/15 R 500,000.00 3 Months
ICT2004 Implementation of ICT risk
controls and measures.
2012/13 R 80,000.00 3 Months
ICT2005 Deployment of ICT security and
environment monitoring
measures
2013/14 R 200,000.00 3 Months
ICT2007 Development and
Implementation of an ICT DRP
plan and backup strategy
2013/14/15/16 R 550,000.00 6 Months
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CHAPTER FOURTEEN : STRATEGIC RESPONSE- TECHNOLOGY
As part of the experience work for this Strategy, seven domains were shaped to look at
main technology and operational issues as follows:
Group 1: Messaging, email and collaborative technologies
Group 2: Desktops and Office Productivity tools
Group 3: Network operating system and network services
Group 4: Data and voice networks/ convergence
Group 5: Applications and database technologies
Group 6: Websites and online systems
A seventh domain took a look at the relationships between the central ICT Unit and the
ICT Units within the various Districts. As this is not specifically a technology issue this
domain’s findings are considered elsewhere in this document. In order to analyze and
report of the findings accurately various walkthroughs, desktops studies and analyses were
conducted by our highly trained technical experts with international certifications, and the
findings are as follows.
14.1 TECHNOLOGY PLATFORM
The Municipality is at present running on an IBM server infrastructure and windows
operating systems, the LAN backbone is a mixture of fibre optic and cat 5e cables this
makes the Municipality‘s ICT infrastructure sound and stable, nonetheless continuous
upgrades will be essential to these technologies as new versions or security updates are
released and old versions are de-supported.
New investments may also be required to support new requirements, for example
collaborative working or enhanced ICT services. Our analyses suggest that the technology
platforms currently in place have robust development blueprints for the future and should
prove adequately flexible to respond to changes in the IDP and Government objectives.
14.2 ICT EFFICIENCY
The Municipality has made remarkable investment into developing its ICT infrastructure to
a level where it is now however it was noticed that there are still many applications and
technologies that are underutilized the Municipality and as such the maximum efficiency
of ICT cannot be realized. Our system study and walkthrough showed that some processes
can be automated and configured to improve turnaround time and cost of municipal
transactions.
Various communications can be deployed to enhance communication between the
Municipality and critical stakeholders not leaving out the public. Our one on one
engagement with users also revealed that the currently internet and email services were
the greatest concerns in that emails get delayed and are sometimes down for weeks whilst
the internet is allow and sometimes not accessible.
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14.3 NEW TECHNOLOGY
ICT Unit will endure to vigorously monitor technology trends and will consciously introduce
new technologies which have validated clear business value as and when required (a good
example of this was the introduction of the Smart devices , Fortinet firewall, archiving
solution, online systems).
The most significant technology innovation envisioned at the moment is the
implememation of Broadband services and Cloud technology this will increase speed and
improve stability.
14.4 DESKTOP ENVIRONMENT
For many users the only exposure to ICT is through the PC (or telephone) on their desktop
PC. We envisage that there will be significant changes to the current desktop environment
over the course of this strategy. Windows 7 professional will continue to be the standard
operating system on the desktop. However there may be an opportunity to introduce a
free, open-source alternative to Microsoft Office. Until then the Municipality will continue
to use the latest Microsoft Office package which will be procured through the Microsoft
Government licensing program.
Lenovo had proven to be more compatible to the support needs and security requirements
of the Municipality. The is still a huge gap between the users and the technologies as there
is no coordinated ICT training needs analyses and training program. The Municipality needs
to invest in user training and awareness programs so as to ensure that the users are well
aware of the security challenges and threats facing ICT. This will also boost user
productivity and service delivery alike.
14.6 GREEN ISSUES
Consuming a model developed by Energy Star in the US, two power usage scenarios were
modelled; the first (taking an extreme example) was where all PCs were left on 24/7. This
was compared to a scenario where the PCs were switched on for only 9.5 hours per day,
264 days of the year and turned off at other times. The model shows that over the four-
year lifespan of a typical PC this would involve a saving of 1,644,692 kWh, which converts
to 2,631,607 lbs of CO2, or the equivalent of removing 229 cars off the road for a year.
This would also equate to financials savings of approximately €196,000 at today‘s
electricity prices. Clearly then a concerted effort to reduce unnecessary power usage by
ICT equipment would yield financial and environmental benefits. Furthermore the
Municipality needs to move towards a paperless environment and must only procure
equipment which are environmentally friendly.
14.7 STRATEGIC ACTIONS - TECHNOLOGY
INFRASTRUCTURE SECURITY
The specific technical recommendations from the recent COMSEC security review of
existing systems and infrastructure will be implemented.
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COST EFFECTIVE ICT INFRASTRUCTURE
ICT Unit will pursue to reduce the convolution of the ICT environment to streamline it
management, improve resilience, and reduce costs and energy usage.
SERVER ROOM CLIMATE CONTROLS AND FIRE PROTECTION
Fire detection and suppression must be installed in the server room and a backup air
conditioner.
SERVER INFRASTRUCTURE UPGRADE
The Municipality should consider migrating into a HYBRID solution for scalability and
redundancy.
DISASTER RECOVERY
The use of virtualization technologies will also be scrutinized to reduce the complexity of
Disaster Recovery and test environments.
INFRASTRUCTURE MANAGEMENT
ICT Unit will progressively use distributed tools to manage, control and monitor its
infrastructure.
CENTRALISE DOMAIN MANAGEMENT
ICT Unit will endure the use of the Windows Active Directory and prolonged their use to
provide greater centralized management of the municipality ICT environment, including
fixing desktops and servers.
NETWORK MONITORING
ICT Unit must deploy applicable tools to monitor the status of crucial application and
infrastructure. Monitoring tools must be deployed at network, operating system and
application layers.
WAN UPGRADE
ICT must move towards a backup satellite line which will overcome the risk of Telkom
downtime due to cable theft.
VOICE OVER IP
ICT Unit will deploy Voice over Internet Protocol (VoIP) to replace the existing telephone
system in each of its locations.
Existing network devices and wiring closets will be upgraded to support Municipal’s VoIP
system.
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IP TELEPHONY
ICT Unit will seek to minimize its purchases of analogue phones and will replace them by
IP phones where this is possible.
LEAST COST ROUTING
ICT Unit will look at the cost-benefit of least cost routing for routing GSM calls.
DESKTOP TOOLS
ICT Unit will continue to provide end-users with appropriate desktop tools
OPERATING SYSTEM
Windows 7 or later with latest service pack and the latest office will become the standard
desktop technologies.
NEW DESKTOP TECHNOLOGIES
An analyses and testing exercise will be conducted to map the new desktop technologies
for the Municipality.
PCs will continue to be upgraded on a 4-year cycle. New PCs will be capable of running the
latest Windows operating system and will be bought with Windows 7 or 8 licenses.
REMOTE ACCESS
ICT Unit will continue to enhance its remote access capability and the preferred mechanism
for providing remote access will continue to be through Fortinet VPN access and windows
remote desktop protocol.
ICT Unit will investigate the security implication of connecting laptops to the internal
network, with the objective of giving laptop users the option of using a Docking Station
instead of a separate PC.
Encryption of the laptop must be used where users are storing data on their laptops.
New remote access technologies will be investigated and deployed if a compelling business
requirement emerges that cannot be satisfied through the Citrix technology portfolio.
INTRANET
A new Intranet providing improved navigation, search and accessibility will be developed
using windows share point portal technology.
OPERATING SYSTEM STANDARDISATION
ICT Unit will reduce the number of operating systems it supports.
ICT Unit will consolidate the operating systems for its business databases and applications
onto a single version of Windows.
No new development will be carried out on retired platforms.
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Upgrade plans will be developed for existing applications as listed above.
WINDOWS TECHNOLOGIES
ICT Unit will continue to use Windows server products to deliver file and print, directory
and proxy services.
APPLICATION DEVELOPMENT
ICT Unit will undertake application development, implementation and upgrade projects as
required by the business.
External developers will be used for application development, implementation and
upgrades.
Off-the-shelf packaged solutions will be selected for new business applications where
possible.
Custom applications will be developed on either Access or pastel evolution
PROCUREMENT OF NEW TECHNOLOGIES AND SERVICES
ICT Unit will continue to comply with procurement regulations, using transparent
competitive tendering processes for goods and services as required.
New technology investment decisions will be based on Total Cost of Ownership rather than
simply initial purchase price and will seek to achieve higher IT Efficiency and to leverage
the existing skills of ICT Unit staff.
ICT Unit will continue actively to monitor technology trends and will introduce new
technologies which have demonstrated clear business value as and when required.
ICT Unit will constantly seek to drive down its annual ―Run the Organizational costs
LICENSING AND MAINTENANCE
ICT Unit will review licensing agreements and maintenance / support contracts to ensure
value for money continues to be obtained.
Where possible, automated tools will be deployed to monitor and report on the usage of
software licences across the Department.
Maintenance and support contracts will be tested against the market through regular
procurement exercises.
POWER CONSUMPTION REDUCTION
ICT Unit will seek to reduce the power consumption of its computer rooms and, in
cooperation and will seek to educate end-users on ways to minimize the power usage of
PCs and other client devices.
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ICT Unit will investigate and deploy technologies which proactively intervene to reduce
energy consumption and consumables utilization by ICT equipment.
From 2012 ICT Unit will include green issues, including power consumption and end of life
disposal as criteria in its Requests for Tender when replacing existing equipment or
acquiring new equipment.
TRAINING
ICT Unit will provide a programme of training aimed at assisting end-users to maximise
their benefit from the technology and tools provided to them.
13.7 PROPOSED PROJECTS FOR TECHNOLOGY
In order to satisfy this objective the, the Municipality needs to consider the following
initiatives.
Project
Code
Initiative Financial
Year
Budget
Required
Time Frame
ICT3001 Server hardware and software
upgrade
2013/2014 R 250,000.00 6 Months
ICT3002 Systems Automation and
integration 2014/15 R 1,200,000.00 12 Months
ICT3003 Server room upgrade 2013/14 R 500,000.00 3 Months
ICT3004 Backup power and UPS for server
room 2014/15 R 100,000.00 3 Months
ICT3005 Unified PABX upgrade and VOIP
migration
2013/14/1
5/16 R 500,000.00 4 Months
ICT3006 Migration to private cloud
computing Hosting services 2015/16 R 500,000.00 2 Months
ICT3007 Desktop replacement with thin client
technology
2015/16 R 500,000.00 4 Months
ICT3008 Introduction of paperless
environment 2016/17 R 2,000,000.00 6 Months
ICT3009 Implementation of Municipal
broadband and digital billboards 2016/17 R 25,000,000.00 24 Months
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ICT3001
0 Deployment of server and desktop
virtualization which includes Hyper
V and SAN technologies.
2016/17 R 500,000.00 4 Months
CONCLUSION
This Master Systems Plan has been developed for Impendle Municipality and is aimed at
aligning ICT to the business and outlining the actions which need to be taken over the next
five years.
There is a need to develop and detailed operational plan which will unpack the
implementation of this strategy. The operational plan must have priority of project, cost
implications and a cost benefit analyses which will include both tangible and non-tangible
benefits.
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