impendle local municipality master system ......ict master system plan 2013-2016 impendle local...

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

Email

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


initiatives.

Project

Code


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


initiatives.

Project

Code


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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