1. Private and Confidential ICT IN PROVINCIAL AND LOCAL GOVERNMENT NATIONAL OVERVIEW 2008COPYRIGHT: 2008/9 ICT in Government - ForgeAhead

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TABLE OF CONTENTS1.INTRODUCTION ................................................................................................................................... 5 1.1.BACKGROUND ...........................................................................................5 1.2.STAKEHOLDERS .........................................................................................6 1.2.1.Department of Provincial & Local Government .......................................6 1.2.2.South African Local Government Association .........................................7 1.2.3.Development Bank of Southern Africa (DBSA) .......................................7 1.2.4.State Information Technology Agency (SITA) ........................................7 1.2.5.GITOC (PGITO) ................................................................................8 1.2.6.Private Sector ..................................................................................8 1.3.RESEARCH APPROACH ..................................................................................9 1.4.RESPONSE LEVEL ..................................................................................... 10 1.4.1.Provincial Government..................................................................... 10 1.4.2.Local Government ........................................................................... 102.PROVINCIAL GOVERNMENT OVERVIEW............................................................................. 11 2.1.POLICY AND REGULATORY ENVIRONMENT .......................................................... 11 2.2.ICT INFRASTRUCTURE ............................................................................... 13 2.2.1.Forms of Connectivity ...................................................................... 13 2.2.2. INTERNET AND E-MAIL CONNECTIVITY ............................................................. 15 2.2.3.Software in the Departments ............................................................ 16 2.1.3a. Financial System .......................................................................... 16 2.1.3b. Server Operating System .............................................................. 17 2.1.3c. Server Operating System .............................................................. 17 2.1.3d. e-Mail Client ................................................................................ 17 2.1.4.Mobile Technology .......................................................................... 18 2.1.4a. Cell Phone ................................................................................... 18 2.1.4b. Case Studies ............................................................................... 20 2.1.5.Skills and Services .......................................................................... 22 2.1.6.Outsourcing in the Provincial Government .......................................... 24 2.1.7.Information and e-Security .............................................................. 25 2.1.7a. Security Technologies/Methods ...................................................... 25 2.1.7b. Common Security Policies used by the department ........................... 26 2.1.8.Future ICT Investments ................................................................... 27 2.1.8a. Acquisition of New Hardware ......................................................... 27 2.1.8b. Bandwidth Extension .................................................................... 28 2.1.8c. Voice over Internet Protocol .......................................................... 28 2.1.8d. Data Warehousing ........................................................................ 28 2.1.8e. System Integration ...................................................................... 28 2.1.9.ICT Projects ................................................................................... 29 2.1.9a. Current ICT Projects in the departments .......................................... 29 2.1.9b. Completed ICT projects................................................................. 32 2.1.9c. Delayed and Failed ICT Projects ..................................................... 323.PROVINCIAL DEPARTMENTS OVERVIEW ........................................................................... 33 3.1.HEALTH ................................................................................................ 33 3.1.1. ICT Projects ................................................................................... 33 3.1.1a. Completed ICT projects................................................................. 33 3.1.1b. Current ICT Projects ..................................................................... 34 3.1.2. ICT Budget in Health Cluster ............................................................ 34 3.1.3. Future ICT Investment .................................................................... 34 3.1.4. General ICT Trends in Health ............................................................ 35 3.1.5. Plans/Policies/Other Technologies...................................................... 351-119 3. 3.2.SOCIAL DEVELOPMENT ............................................................................... 363.3.ICT PROJECTS ........................................................................................ 373.3.1.Completed ICT Projects ................................................................... 373.3.1b. Current ICT Projects ..................................................................... 373.3.2.ICT Budget .................................................................................... 373.3.3.ICT Future Investment .................................................................... 383.3.4.Policies/Plans/Other Technologies...................................................... 383.4.EDUCATION............................................................................................ 393.4.1. ICT Projects........................................................................................ 393.4.1a. Completed ICT Projects ................................................................. 393.4.1b. Current Projects ........................................................................... 403.4.1cDelayed ICT Project ...................................................................... 403.4.2.ICT Budget .................................................................................... 403.4.3.ICT Future Investment .................................................................... 403.5.TREASURY ............................................................................................. 413.5.1.ICT Projects ................................................................................... 413.5.1a. Completed ICT Projects ................................................................. 413.5.1b. Current Projects ........................................................................... 413.5.2.ICT Budget .................................................................................... 413.5.3.ICT Future Investment .................................................................... 423.6.OFFICE OF THE PREMIER ............................................................................. 433.6.1.ICT Project in the Premiers Office ..................................................... 433.6.1a. Current ICT projects include: ......................................................... 433.6.2.ICT Budget .................................................................................... 443.6.3.ICT Future Investment .................................................................... 443.7.PUBLIC WORKS, ROADS & TRANSPORT ............................................................ 453.7.1.ICT Projects ................................................................................... 453.7.2.ICT Budget .................................................................................... 453.7.3.ICT Future Investment .................................................................... 453.8.LOCAL GOVERNMENT AND HOUSING ............................................................... 463.8.1.ICT Projects ................................................................................... 463.8.2.ICT Budget .................................................................................... 473.8.3.ICT Future Investment .................................................................... 473.9.1.ICT Projects ................................................................................... 473.9.2.ICT Future Investment .................................................................... 483.10. ECONOMIC AFFAIRS .................................................................................. 483.10.1. ICT Projects ................................................................................... 483.11. SPORT, RECREATION, ART, CULTURE & TOURISM ................................................ 493.11.1. ICT Projects ................................................................................... 493.12. SHARED SERVICES CENTRES ........................................................................ 493.12.1. Some of the Checklist for Shared Service Centre ................................. 503.12.2. Research Findings ........................................................................... 503.12.3. Gauteng Shared Services (GSSC) ...................................................... 513.12.4. ICT Budget .................................................................................... 513.12.5. Infrastructure ................................................................................. 513.12.6. Future Investment .......................................................................... 513.12.7. ICT Skills ....................................................................................... 523.12.8. Centre for e-Innovation ................................................................... 523.12.8a. CEI - Economic/Governance and Administration ............................... 523.1.8b. CEI - Education/Culture and Sport: Overview ................................... 533.12.8c. CEI - Health/Social Services and Housing: Overview ......................... 533.12.8d. CEI - Planning and Development: Overview ..................................... 543.12.8e. CEI - Policy and Strategy: Overview ............................................... 543.12.8f. CEI - Transversal GITO: Overview .................................................. 553.12.9. ICT Budget .................................................................................... 553.12.10.Infrastructure .............................................................................. 563.12.12.Future Investment ....................................................................... 562-119 4. 3.12.13.ICT Skills .................................................................................... 56 3.13. PROVINCIAL DEPARTMENTS ICT BUDGETS ....................................................... 57 3.13.1. ICT Provincial Budget Projections ...................................................... 574.MUNICIPALITIES - BACKGROUND ......................................................................................... 60 4.1.UNDERSTANDING THE LOCAL GOVERNMENT CONTEXT ........................................... 60 4.2.LOCAL GOVERNMENT SCALE, STRUCTURE & SEGMENTATION ................................... 63 4.2.1.Metropolitan Municipalities .............................................................. 63 4.2.2. Local Municipalities ......................................................................... 64 4.2.3. District Municipalities....................................................................... 645.LOCAL GOVERNMENT OVERVIEW ........................................................... 66 5.1.POLICY AND REGULATORY ENVIRONMENT .......................................................... 66 5.2.ICT INFRASTRUCTURE................................................................................ 68 5.2.1.Forms of Connectivity ...................................................................... 68 5.2.1a. LGNET ........................................................................................ 69 5.2.2.Software Infrastructure ................................................................... 71 5.2.2a. Financial System .......................................................................... 71 5.2.2b. Risk Management......................................................................... 71 5.2.2c. Anti-virus .................................................................................... 72 5.2.2d. Firewalls ..................................................................................... 72 5.2.2e. Geographic Information System (GIS)............................................. 72 5.2.3.Skills Demand, Retention & Outsourcing............................................. 73 5.2.3a. Outsourcing in the Provincial Government........................................ 73 5.2.3b. Skills Retention in the Municipalities................................................ 74 5.2.3c. Outsourcing in the Local Government .............................................. 75 5.2.4.Information security ........................................................................ 76 5.3.FUTURE ICT INVESTMENTS .......................................................................... 78 5.3.1.Reviewing the Top 8 Future Investment List ....................................... 79 5.3.1a. Financial System and Database System ........................................... 79 5.3.1b. Integration Software .................................................................... 79 5.3.1c. Acquisition of New Hardware ......................................................... 79 5.3.1d. Call Centre .................................................................................. 80 5.3.1e. Data Warehousing ........................................................................ 80 5.3.4.ICT Projects ................................................................................... 81 5.3.5.ICT BUDGET .................................................................................. 82 5.3.5a. Budget Caution ............................................................................ 82 5.3.5b. Municipal ICT budgets................................................................... 82 5.3.5c. ICT Local Government Budget Projections........................................ 846.SUMMARY OF THE TRENDS ..................................................................... 85 6.1.PROVINCIAL GOVERNMENT .......................................................................... 85 6.2.LOCAL GOVERNMENT ................................................................................. 877.KEY TRENDS ......................................................................................................................................... 898.CHALLENGES FACING THE GOVERNMENT ......................................................................... 909.RECOMMENDATIONS ...................................................................................................................... 919.1. Budgetary and Resources Constraints ............................................. 919.2. Facing Insufficient Levers for Scale ................................................. 919.3. Failure to Attract and Retain Skills .................................................. 929.4. Putting ICTs on the Local Government Agenda ................................. 929.5. Establishment of a National Local Government ICT Forum .................. 939.6. Other Recommendations ............................................................... 9310. MUNICIPALITIES INDEX (TSM) ............................................................................................... 943-119 5. 10.1.TSM TECHNICALITIES ............................................................................. 10711. THE WAY FORWARD ...................................................................................................................... 10812. COMPARATIVE INDEX .................................................................................................................. 109 12.1. GOVERNANCE RATING.............................................................................. 109 12.2. INFORMATION SECURITY PROVINCIAL INDEX .................................................... 110 12.2.1. Security Technologies/Methods ....................................................... 110 12.2.2. Common Security Policies Used by Departments ............................... 111 12.3. SKILLS RETENTION RATINGS ...................................................................... 113 12.4. ACCESS TECHNOLOGY COMPARISON (DEPARTMENTS) ......................................... 115 12.5. ACCESS TECHNOLOGY COMPARISON (MUNICIPALITIES) ....................................... 116 12.6. FUTURE INVESTMENT COMPARISON (DEPARTMENTS) .......................................... 117 12.6.1. Acquisition of New Hardware .......................................................... 118 12.6.2. System Integration ....................................................................... 118 12.6.3. Bandwidth Extension ..................................................................... 118 12.6.4. Voice Over Internet Protocol ........................................................... 118 12.6.5. Data Warehousing ........................................................................ 118 12.7. Future Investment Comparison (Municipalities) .................................... 1194-119 6. 1.Introduction1.1. BackgroundForgeAheads ongoing Information and Communications Technologies (ICTs) inGovernment research programme is the product of an increasingly strongercollaboration and interaction between ForgeAhead and the three South Africanspheres of government, namely National Government, Provincial Governmentand Local Government (Municipalities).The last decade has placed growing emphasis on the demand for service deliveryand all government spheres are striving for service delivery excellence. Thevalue of Information and Communications Technologies (ICTs) as a keycontributor to meeting these demands has been realised and its potential forenhancing and fast tracking service delivery is unquestionable.This ICT report concentrates only on two spheres - Provincial Government andLocal Government. ForgeAheads ICT in Provincial Government research wasconceptualised in 2001, while the ICT research into local government wasintroduced in 2004. This study has grown extensively in credibility and contentvalue year on year, and the ICT in Government research as whole is todayconsidered to be a reliable source of information on ICT trends and it providesICT information to both the public and private sectors.The aim of ForgeAheads ICTs in Provincial and Local Government Research is toprovide a succinct understanding of the status and use of ICTs in provincialdepartments, metropolitan, district and local municipalities. It also highlights therole of ICTs in enhancing service delivery.2008 ICT in Government Report5-119 7. This is achieved through exploring: ICT Strategies and Policies Current and future ICT budgets Current Infrastructure ICT Projects Future Investment Outsourcing models Skills required in the public sector Vendor Usage/Competitor analysis1A further aim of the ICTs in Provincial & Local Government Research is toprovide cutting edge information that is intended to facilitate better coordinationbetween Provincial and Local Government structures as well as other relevantstakeholders.1.2. Stakeholders1.2.1.Department of Provincial & Local GovernmentAs a national department, the function of the DPLG is to develop national policiesand legislation pertaining to Provincial and Local Government. The DPLG alsomonitors the implementation of the following: Intergovernmental Relation Framework (IGR) Municipal Property Rates Municipal Finance Management Act Traditional Leadership and Governance Framework Disaster Management Act Municipal Structure Act Municipal System Act Municipal Demarcation ActAnother function of the DPLG is to support provinces and local government infulfilling their constitutional and legal obligations.1For Separate Report on Competitor analyses contact ForgeAhead2008 ICT in Government Report 6-119 8. 1.2.2.South African Local Government AssociationThis Association focuses on developing proper strategies that Local Governmentsto address their challenges. Its ICT mandate is to assess the current strategiesfor the use of ICTs and to promote their use in Local Governments.1.2.3.Development Bank of Southern Africa (DBSA)The DBSA provides funding for infrastructure and human resources developmentas well as capacity building for municipalities. Through the DBSA DevelopmentFund, grants and loans are allocated to Local Government for infrastructuredevelopment depending on certain qualifying criteria.A major current initiative is the LGNet project that aims to connect LocalGovernments to a central Resource Centre (LGRC) that will provide municipalstaff with access to information and promote an environment of knowledgesharing.1.2.4.State Information Technology Agency (SITA)SITA is mandated to provide support services on ICTs, and procure ICTapplications, systems, products and services for all levels of Government.Currently, this agency is undergoing various structural changes and is looking toextend its services from National and Provincial Government to include LocalGovernment. Within the Local Government sphere, SITA currently providesnetworks and support. In their presentation in 2006, SITA pledged to becomemore interactive and work more closely with Local Governments.2008 ICT in Government Report 7-119 9. 1.2.5.GITOC (PGITO)The Government Information Technology Officers Council (GITOC) is involvedwith the investigation, formulation and development of IT security policyframework, e-government policy and strategy as well as IT procurementguidelines. GITOC is also involved in the effort to monitor IT projects ingovernmentto eliminate duplication. For example, the Inventory ofGovernment-wide Information Systems (IGIS) report was completed in 2001and regulations like MIOS seek to enforce inter-operability across architectures,software solutions and security issues. The provincial GITOs (PGITO) arerepresented at GITOC.1.2.6.Private SectorPrivate Sectors expertise is critical in complex IT Public Private Partnerships(PPPs) in South Africa, particularly in both Provincial and Local Governmentspheres. PPPs enable the use of more extensive emerging technology to providebetter ICT services, which in turn improves governments service delivery.2008 ICT in Government Report8-119 10. 1.3. Research ApproachThe information was gathered using structured ForgeAhead questionnaires thatwere sent via e-mail and fax. Some questionnaires were sent back electronicallywhile other questionnaires were collected through both face-to-face andtelephonic methods. All data was then edited, coded, captured and analysed atForgeAhead.Collectively, the sample/respondentsconsisted of CIOs, IT Managers,Deputy/Assistant/Acting Managers, Knowledge/ProjectManagers,DeputyDirectors, Chief Education Specialists, Network Engineers, Assistant Directors, ITDirectors, System Analysts, Principal Data Technologists, Senior AdministrationOfficers and a Senior Corporate Services Manager.The fieldwork was conducted between February and September 2008.2008 ICT in Government Report 9-119 11. 1.4. Response Level1.4.1. Provincial Government Province Universe Frequency % Eastern Cape12 1192% Free State10 10100% Gauteng 12 1083% KwaZulu-Natal 14 1286% Limpopo 10 10100% Mpumalanga10 10100% North West11 11100% Northern Cape 11 7 64% Western Cape12 12100% Total102 9791%Table 1: Sample for Provincial GovernmentsThe data gathered in this report was collected from 102 departments across 9provincial government departments. Theresponse rate for ProvincialGovernment was 91% with a notable increase of 19% compared to the previousyears response rate (2005/6 study).1.4.2.Local Government PROVINCE UNIVERSE 2006/7 % PROVINCE EASTERN CAPE4636 78% FREE STATE2521 84% GAUTENG 1414 100% KwaZulu-Natal 6048 80% LIMPOPO 3028 93% MPUMALANGA2117 81% NORTHERN CAPE 3223 72% NORTH WEST2521 84% WESTERN CAPE3027 90% TOTAL28323583%Table 2: Sample for Local GovernmentsThe survey covered the local governments in the 9 provinces of South Africa and235 municipalities were covered, resulting in a response rate of 83%, which isan increase of 12% from the 2005/6 rate.2008 ICT in Government Report 10-119 12. 2.Provincial Government Overview2.1. Policy and Regulatory EnvironmentGovernance is the process of decision-making and implementation, ensuringtransparency, responsibility, accountability and fiduciary compliance. It shouldbe actively pursued at all government levels to minimise mismanagement andcorruption and thereby enhance effective service delivery. To enable goodgovernance in government, there should be appropriate policies in place that areaimed at creating a legislative framework for effective use of provincialresources. For the purposes of this section, e-governance is interpreted as theapplication of governance within the context of ICTs and ICT usage bygovernment.In carrying out the ICT usage survey in provincial government, ForgeAheadseeks to establish whether the departments have put in place various policies,strategies and plans that are part of the governance model. Specifically, theseindicators are: Procurement/Tender Policy ICT Strategy ICT Steering Committee Master Systems Plan BEE Policy Open Source Software Policy Skills Development Plan Disaster Recovery Plan Security Policy e-Government Policy/Strategy2008 ICT in Government Report11-119 13. 9475766969 646058 43 19GovernmentDRPICT Strategy DevelopmentOpen Source Security ICT SteeringProcurement Systems PlanBEE PolicyCommitteePolicyICT Skills SoftwarePolicyMaster Policy PolicyPlanPlane- +5% +6%+8%+8% +33+30 Figure 1: Positive Responses to Existence of Relevant Plans and PoliciesThe above graph shows the positive responses to the existence of the relevantplans and policies from the respondents in various provincial governmentdepartments, as a percentage of the total respondents.In the previous ForgeAhead report we pointed out a very low score, whichincluded the Security area, which would indicate an unacceptable risk ofprovincial departments systems, creating an opportunity for the departments tofall victim to viruses or other forms of electronic attack. However, according tothe 2008 survey, Security Policy is among significant areas of improvement thatalso include ICT Skills Development plan, Disaster Recovery Plan and ICTStrategy.Open Source Software (OSS) and e-Government are at the bottom of the list interms of ICT policies and strategies. Although these are becoming increasinglyrecognised in e-Governance, OSS and e-Government are on the radar of only 43percent and 19 percent of departments respectively.2008 ICT in Government Report 12-119 14. 2.2. ICT InfrastructureThis section reflects the ICT infrastructure utilised by the various provincialgovernment departments. Access to infrastructure and services is a critical factorin delivering services relevant to combating poverty, raising standards of livingand creating the conditions for economic activity. The ICT infrastructure that isused by the provincial government includes hardware; software; Internet and e-mail access; and network infrastructure.2.2.1. Forms of ConnectivityAccess to Internet and e-Mail is aimed at making employees work moreefficiently. Despite the recognised potential benefits to the departments, accessto these technologies is still restricted to certain individuals. %SITA Netw ork/GCCN871 88Wireless Broadband 3029 59 VPN (Virtual Private Netw ork) 12 47 59 Cellular netw orks 53 2 55Lease Line (Diginet) 471 48Dial-up 3939ISDN34 1 35 ADSL331 34Satellite communications15 1732 Access currently To be aquired Figure 2: Responses on access technologiesIn response to various Provincial Departments requirements, the GovernmentCommon Co-Network (GCCN) was established to connect the departments sites.These connections enable officials to access financial and non-financial systemssuch as Basic Accounting System (BAS), Logistic Information System (LOGIS),Personnel and Salary system (PERSAL), the Internet and email.2008 ICT in Government Report 13-119 15. In spite of the fact that 87% of the provincial departments are using theGovernmentCommonCore Network(GCCN),SITAis working towardsimplementing a Next Generation Network (NGN) that will replace the currentGCCN. The reason to change GCCS is motivated by the ever increasing users 2demands for more advance services.In close cooperation with SITA, Eastern Cape Provincial staff undertook a studytour to the USA to look for the most suitable solution for the provincial ICTInfrastructure called Provincial Common Core Network (PCCN) to address theinstability of the Government Common Core Network that has been plaguing thesystem3. Next Generation Network is expected to improve citizens experiencethrough initiatives such as:e-Education through the Further Education Training (FET) colleges Virtual Private Network ProjectTelemedicine through the e-Health projects with access to clinics, etcConnectivity to Multi-Purpose Community centres (Thusong Centres)Creating a stable communications platform for all departments to utilise in the executionoftheir citizen-centric operations,strengthening collaboration between various tiers of government.The need for information kiosks aimed at giving local residents information ongovernment services and economic empowerment options is driving theprovincial government department to invest in wireless broadband. 37% ofprovincialdepartments have reportedaccessing technology via wirelessbroadband and a further 29% will acquire this form of access technology.The trend of Wireless Broadband technology is expected to increase as (DOC)and National Treasury (NT) have finalised outstanding matters concerning therole of Sentech in wireless broadband for government services, prioritisinghealth, education, and the provision of connectivity for the Post Office. Accordingto the Governments Programme of Action 2008 the government will increaseaccess to ICT infrastructure by rolling out Sentech Wireless Broadband and223 May 2007 Keynote address by MDPSA3Policy Speech of vote 1; Office of the Premier of the Eastern Cape; 14 March 20072008 ICT in Government Report14-119 16. Infraco as well as implementing Digital Migration Strategy by 07 December 2007. About a half of provincial departments are gearing for Virtual Private Network (VPN)asthis form of connectivityis perceived to be offeringdata communications efficiency and cost-effectiveness. 2.2.2. Internet and e-Mail Connectivity Internal access of Internet and e-mail is aimed at making employees work much easier, faster and more efficient. For instance, with e-mail one can get in touch with any employee in the department at any time. In addition to this, one can view all the employees diaries on the system. This is saving employees the effort of sending physical printouts every day or week.Despite the above- mentioned benefit to the departments, access to these technologies is still restricted to certain individuals. The following graphs illustrate the PCs/Laptops users supported by the departments and the access to Internet and e-Mails within the departments: Number of PC/LaptopsPercentage connected to internet & Email Less than 5033Betw een 10 - 20% 73 4Betw een 51 - 100 14Betw een 21 - 30% 91 10 Betw een 101 - 20023 9Betw een 31 - 40% 20 Betw een 201 - 3008 9Betw een 41 - 50%3 5 15 Betw een 301 - 4004Betw een 51 - 70% 11 412 Betw een 401 - 5006Betw een 71 - 80% 131417Betw een 501 - 1000 Betw een 81 - 99% 24343 100% 24 More than 10008 46 PC Laptop IntenertEmailsFigure 3: PC/Laptops supported by departments and Internet & e-Mail connectivity rate The majority (43%) of the provincial departments support more than 1 000 PC users and 24% of the departments PC users have 100% access to the Internet. E-mail access rate to PC is much higher compared to Internet as 46% of the departments reported 100% access to e-mails. 2008 ICT in Government Report15-119 17. 2.2.3. Software in the DepartmentsThe 2006/7 ForgeAhead study focused on the usage of Open Source Software as the South African Government has approved a free and open sourcestrategy (FOSS) and the government is expected to migrate its currentsoftware to free and open source software. The cabinet approved the FOSSstrategy as it is expected, among other things, that it will lower administrationcosts and enhance local IT skills. In future, government departments are toincorporate FOSS in their planning.The results reveal that as many as 51% of the provincial departments arelargely using Linux open source software), while a further 20% will acquireOSS.2.1.3a.Financial SystemThe table below shows the software that the departments are using for FinancialSystem: FinancialACCPAC PERSAL PASTELSystem FINEST Walker LOGISMATETEAM BAS FMS SAP Eastern Cape9 5 6 Free State8 6 1 2 Gauteng 7 2 6 KZN 114 1 1 Limpopo 8 3 7 Mpumalanga101 1 North West2 2 10 3 Northern Cape 7 2 1 1 Western Cape12 Total 7219717 7 1 2 1 10 3 Total Percentage 77% 20% 8%18%8%1% 2% 1%11%3%Table 3: Represents financial software in the departmentsAs expected, the majority of the provincial departments are using BAS, Pearsaland Logis, which are GCCN financial components. The Gauteng departmentlargely uses SAP financial system as they have a bigger ICT budget, which canafford such technology. North West province is still discussing with SITA onpossible migration to GCCN. Currently the departments are using the WalkerFinancial System.2008 ICT in Government Report 16-119 18. 2.1.3b. Server Operating SystemThe majority of the provincial departments (71% of respondents) are usingWindows 2003. Novell/Netware is used by 31% of the departments and a further20% of the departments have reported using the Linux Operating System.2.1.3c. Server Operating SystemThe provincial departments are using Access for database (reported by 71% ofrespondents). A further 36% of the departments have indicated that they useSQL in querying and retrieving information from databases.2.1.3d.e-Mail ClientThe E-mail client applications used to send, receive and view e-mail by thedepartments include: Outlook (reported by 49% of respondents) Groupwise (45%) Exchange (11%)2008 ICT in Government Report 17-119 19. 2.1.4.Mobile TechnologyThere is strong evidence that mobile technologies could be instrumental inaddressing governments slow response rates to citizens requests, poor accessto services, particularly in under-serviced rural areas and limited ability ofcitizens to provide feedback on services, as well as raising other issues ofconcern. The survey therefore investigated the services/application usedinternally within the provincial government departments. 3G Wireless84 TechnologyCell Phones78 Intranet 73SMS Technologies 42PDA 37VoIP 26 Figure 4: Other technologies utilised by the departments2.1.4a. Cell PhoneThe research suggests that departments have in the past used an SP for thesupply of mobile telephones on a contract basis to officials only. The trend nowis expanding to incorporate larger part of government staffs. The super-fast nextgeneration of cellular networks, known as 3G (third generation), make itpossible to get full Internet access via mobile devices such as cell phones, PDAsand Notebook Computers.The continued growth of cell phones and SMS usage by members of the publicprovides an opportunity for government to use SMS technology as a medium tointeract with the public. Currently, the findings reveal a high number ofprovincial departments using mobile technology.However, one is compelled to ask whether these technologies are being utilisedby the departments to serve the citizens. Estimates indicate that the number of2008 ICT in Government Report18-119 20. cell phone users is approximately 20 million, which is about 45% of thepopulation. In order to send and receive information in a fast and cost effectiveway SMS is far ahead of e-mail in terms of usage by the public. South Africaexperiences high levels of inequalities, owing to its historical background. Thesocioeconomic fabric is such that most previously disadvantaged people areunable to access government services. Government relies mostly on itsdepartments and offices to render services to the public, which is a barrier inthat interaction with government can only be physical.Citizens generally initiate interaction with government, and are only able toreceive what is available through pre-determined processes. For citizens in areasthat are remote and lack basic infrastructure, access to government services isseverely limited. Citizens have to incur the costs of travelling long distances toreach service points in local towns.The uptake of the mobile phone SMS facility will not only provide easy access togovernment services but will also reduce fraud as a result of criminal activitiesand corruption,improve citizens interaction with government and thusimproving customer relations.Citizens will not have to queue to enquire about their applications. For example,after applying for an ID, an applicant will not have to physically come to therelevant government department to enquire until they receive an SMS notifyingthem that their application has been processed and their ID book is ready forcollection. If the applicant needs to know at any point in time the status of theirapplication, they can just query via the cell phone and receive an instant SMSwith the status response.44E-Mzanzi Information Society ; 2nd Issue June 20072008 ICT in Government Report19-119 21. 2.1.4b. Case StudiesThere are case studies of success locally, on the use of Mobile SMS.2.1.4b (i)GPGMotorists were receiving short cell phone and multimedia messages with mapsfrom the call centre on temporary closure of roads due to Gautrain construction.5For the City of Johannesburg traffic fine system, motorists around Johannesburgare now be able to find out if they have outstanding traffic fines, summonses orwarrants of arrest through an SMS. All they need to do is send their ID numbersvia an SMS to 36997 from any network. Motorists will then receive a notificationwith their contact details recorded on a data system.2.1.4b (ii) Municipality Structures ActThe key elements of the PMS model are:Customer: Evaluation of performanceCorporate:Performance managementStaff:Individual performance managementA dashboard monitoring tool is used on an ongoing basis. ICT technology, e.g.SMS is used to communicate with the responsible officials and councillors.6 TheProvincial M&E Electronic System/Stratmaster that was developed internallyusing Open Source Software (OSS) will be rolled out across ProvincialDepartments as well as extending to Local Government and Municipalities, usinge-mail and SMS notifications.2.1.4b (iii) e-ImbizoSITA has finalised a customer-relations portal for government, which will beknown as the e-Imbizo. This portal will also allow people to send an SMS to theDepartment of Public Service and Administration (DPSA) about challenges ofservice delivery in all government departments or spheres.The Department of Education (DOE) Matric results delivery via SMS system givesMatric students the option of accessing their results using a cell phone ratherthan the traditional newspapers method. Students could query their results via5Gauteng Online; published date 12/12/20066IMFO Conference 20062008 ICT in Government Report 20-119 22. SMS by sending their student numbers and ID numbers to the advertisednumbers.The use of cell phone technologies by government departments through SMS,3G, VoIP is expected to rise. Twenty-six percent of the departments arecurrently using VoIP, while a further 56% is gearing to invest on VoIPtechnology.2008 ICT in Government Report 21-119 23. 2.1.5. Skills and ServicesBoth the government and the private sector have recognised the invaluable rolethat information and communication technology (ICT) plays in responding tonational socio-economic imperatives. The importance of ICT skills to theeconomic, social and political trajectory in a globalised context cannot thereforebe over-emphasised. The potential of, and limitations to, intermediate-level ICTskills in so far as they contribute to South Africas human resource capacity isconsidered essential to the current form and future trajectory of the countrysdevelopment.The research findings indicate that the majority of the provincial governmentsICT practitioners have ICT-related qualifications, as only 40% of staff in the ITdepartments was reported to be IT non-qualified.51 51 494747 31 22Internet ApplicationsTechnical analysisInfrastructuremanagement System Business Usage analysisSkillsProject Figure 5: Provincial Government Skills AuditThe above skills graph indicates that the government is in the process ofimproving how it conducts its functions and activities in order to reduce overallcosts, provide more efficient use of resources, and better support citizens. Thisis indicated by the fact that Project Management, Business Analysis and SystemAnalysis head the most required skills list.2008 ICT in Government Report 22-119 24. Many organisations have a Business Analyst, whose role is sometimes referredto as, or combined with that of a System Analyst. Whatever their title, theseprofessionals serve as bridges between the development staff and projectstakeholders. Business analysts work with project stakeholders to identify,document and validate requirements.The need for system and business analysis is also motivated by the fact thatanalysts help to scope the system, identify potential areas of automation andimprovethe underlying business process. Business analysts work withdevelopers to translate those requirements into something that they understand,and then translate developers subsequent questions into something thestakeholders can understand ensuring that the cycle continues.Other skills required within the provincial departments are: Technical skills that include networking, security and web development Infrastructure Internet usageThe research findings however, indicate that the majority of the departments(87%) allocate less than 10% of their budget to Skills Development.2008 ICT in Government Report23-119 25. 2.1.6.Outsourcing in the Provincial GovernmentFor a department to function efficiently and to offer quality service to the publica number of processes and systems should be in place. Some of these processesand systems are beyond the capabilities of the respective departments, hencethe high incidence of the outsource model the provincial government. 51 51444340 32 26DevelopmentDevelopment Applications System Integrationintranet hostingHardware/softwareNetwork adminWebsite andSoftware Skillssupport Figure 6: Provincial Government Outsourced ServicesThe most outsourced areas within the Provincial Departments are SoftwareDevelopment and Skills Development. These two components are outsourceddue to lack of relevant ICT skills internally, desire for quality and at the need tocut costs by outsourcing non-core areas. Lack of skills 51 Lack of resources48Quality purpose42Financial more37 feasible Figure 7: Reasons for outsourcing in the provincial government2008 ICT in Government Report 24-119 26. 2.1.7. Information and e-Security2.1.7a.Security Technologies/MethodsInformation security is a significant concern for any organisation dependent oncomputer systems for effective operation, be it public or private. The networkboundaries have become difficult to pin point, let alone to defend. Authorisedusers have become even more dangerous than those that need to breach thesecurity systems to get inside the network.Controlling access 86 Keep systems patched 65 User aw areness63 Monitoring55 Layered security 51Role specific security (deciding upon 43 access and privilege) Response team 40 Figure 8: e-Security TechnologiesThe research indicates that the majority of the provincial departmentscountrywide have invested on controlling access (86%), by determining what isallowed into the departments network. However, the research reveals that thedepartments still saw all the security measures as discrete elements. Forprovincial departments to be fully protected they should adopt a holisticapproach to e-security.It is arguable that the provincial departments will continue to use controllingaccess security technology, as it is the departments responsibility to determinewhat is allowed into the departments network. One of the highly recommendedpractices is to make access decisions on the premise of blocking everything, andonly allowing what is needed to conduct business.User awareness technology is also expected to continue getting stronger asusers are the champions of ensuring systems safety and/or high risk resourcesto minimise possible attacks to the department systems.2008 ICT in Government Report 25-119 27. 2.1.7b. Common Security Policies used by the departmentAnti-virus 92Pass w ord75Router and sw itch security69 Remote access58 Wireless communication 57Acceptable use 53Risk assessment 42Audit39 VPN 37 Acceptable Encryption33Dial in access29Information sensitivity27Automatically Forw arded e-mail24 ASP19 Extranet14Analog line13Internal lab security12 ASP standards 9 Figure 9: e-Security PoliciesPolicies governing the e-security systems put in place are just as important asthe security methods themselves. The research reflects that the most commonlyused policy in the departments is Anti-virus policy, which has been reported by92% of the respondents. The Anti-virus policy establishes requirements thatmust be met by all computers connected to the departments network to ensureeffective detection and prevention. There is less commonality in other respects.Security Software used by the departments includes:Antivirus Norton, Trend, Macafee, Nod32Firewalls SITA, Norton, Linux operating system (Open Source)Antispam Symantec Norton, Trend, Guava2008 ICT in Government Report26-119 28. 2.1.8.Future ICT InvestmentsAccording to ForgeAheads 2008 ICTs in Government Research, a large part ofthe R3 billions ICT budget will be spent on acquiring new personal computers,laptops, printers, bandwidth extension, VoIP and website development within thenext 24 months.Personal Computers72 Printers62Internet /Bandwidth extension 59Voice over IP (VoIP) 52Website 49 Portal Technology 44 Total Departmental Upgrade 43Data Warehousing42System Integration42 Call Centre 35 Database system31 Integration software27Satellite Technology20Radio/Microwave link20Leased lines20 Financial systems19 ERP systems 15eCommerce portal 15CRM 11 Figure 10: Departments Future Investment Index2.1.8a. Acquisition of New HardwareHardware acquisition is expected to be an ongoing investment in the publicsector because of expected obsolescence. Some of the provincial departmentsare considering leasing as compared to purchasing hardware and they arebasing their thoughts on calculations that include reduced ownership risk,payment predictability and flexibility.2008 ICT in Government Report 27-119 29. 2.1.8b. Bandwidth ExtensionThe future Investment graph also indicates that departments are facing an ever-increasing number of users demanding more and more information, which needsgreater bandwidth. Hence, three in five departments are considering extendingtheir bandwidth.2.1.8c. Voice over Internet ProtocolMore than half of the provincial departments are expected to take advantage ofthe proposed upgrade to the GCCN (to NGN status) to enable voice calls to bemade over the Internet. This trend is attributed to the expected reduction highcost of telephone services available through the voice networks.2.1.8d. Data WarehousingData is becoming critical to government departments as it is gathered into acentral repository from which it is analysed to produce reports that are used bymanagement to support the decision-making processes. Warehousing makessense when management wants to restructure data or do periodic reviews oranalyse the data in a particular way.2.1.8e. System IntegrationMore functions and processes in government departments are outsourced andinteroperability is encouraged. Legacy IT systems are fragmented but systemsintegration extends their usable life. Furthermore, the need for data integrationhas expanded far beyond data warehousing to encompass all types of analyticaland operational initiatives. Hence, provincial government is beginning to ride thewave of data integration solutions.2008 ICT in Government Report 28-119 30. 2.1.9. ICT ProjectsIn the 2008 ForgeAhead ICT in Government Research, the provincialdepartments have reported the existence of over 265 ICT projects. 4335 12 43 3 Delayed Aborted/Failed Not yet startedCompleted Postponed In ProgressSuccessful Figure 11: Status of ICT Projects in Provincial GovernmentThe findings clearly indicate that most of the 265 ICT projects reported forFinancial Year 2006 to 2008 are a clear indication that strides are being taken toimplement ICTs to enhance service delivery. However, the research reveals thatthe majority of these ICT projects are being undertaken in isolation, within theprovinces where the concept of shared services is not being fully explored.2.1.9a.Current ICT Projects in the departments2.1.9a (i) Network Connectivity, Upgrade and RenewalThe departments are increasing their investment in ICT infrastructure by meansof providing and improving ICT connectivity and this is largely seen in theschools, health institutions, libraries and agriculture districts.A number of provincial departments have confirmed that they are upgradingtheir infrastructure network to address the instability of the current network thathas been plaguing the system. Investing in providing and improving connectivity2008 ICT in Government Report29-119 31. is motivated by the need to address the instabilities of the current network andproductive assets that can be used for other economic endeavours.2.1.9a (ii) DRP/Disaster Centre (Business Continuity)The risk of unforeseen events causing financial/service delivery failure hasdriven both public and private organisations to develop both disaster recoveryand business continuity plans. The findings reveal that most of the provincialdepartments are implementing Disaster Centres.2.1.9a (iii) Enterprise Content ManagementThird on the list of current ICT projects is Enterprise Content Management(ECM), reported by a number of departments. The departments are driven todeploy ECM solution by the following needs: To ensure compliance with industry standards and regulations To manage the secure creation, archival and deletion of records (including e-mail) To maximise the value of integrated enterprise content Increased operating efficiency Optimal customer experience2.1.9a (iv) Master System PlanThe Master System Plan (MSP) essentially defines the road map to be followedby a department in ensuring effective usage of ICT technologies to improveservice delivery and achieve other governmental objectives. The number ofprovincial departments developing MSPs has increased. The MSPs advocate theconsolidation of systems to ensure seamless operation between systems,ensuring easy storage and retrieval of information.In addition, MSPs are aimed at facilitating a government-wide standardised andintegrated IT architecture framework, as well upgrading and replicating solutionsacross different departments.The MSP covers the following areas:2008 ICT in Government Report 30-119 32. Business processes analysis Production of an inventory of government information systems Analysis of skills gaps Reverse engineering or application metadata extraction2.1.9a (v) Website developmentThe departments are developing their website as this is a critical componentwhere contact is made with stakeholders. This activity is largely outsourced dueto quality (professionalism) requirements in order not only to maximise thedepartments presence, but also to comply with set website informationprovision best practice.2.1.9 (vi)GISGeographical Information Systems (GIS) has become an important tool fordecision-making in government departments in order to improve servicedelivery. The large numbers of Local Government and Housing departments thatare investing in GIS confirms this trend.2.1.9a (vii) Other common provincial government ICT projects Intranet development PBS (Public Broadcast Services) BCP Data warehousing Portal VPN2008 ICT in Government Report31-119 33. 2.1.9b.Completed ICT projectsThe 35% completed ICT projects that the departments have reported includesthe following: MSP implementation Network upgrade Server upgrade Website development Call Centre Mail Servers.2.1.9c.Delayed and Failed ICT ProjectsAccording to the findings, about 3% of the ICT projects in provincial governmentfail due to: Budget constraints Initiator of the project leaving the department User requirements not being met2008 ICT in Government Report 32-119 34. 3. Provincial Departments Overview3.1. HealthThere is an obvious need to bring ICT connectivity to the South African healthsector. This task needs to occur alongside the provision of basic healthinformation infrastructure, which is the responsibility of the government.However, extensive provision of ICT is beyond the financial resources of thegovernment alone. Partnership with donors and the private sector will thereforebe a critical success factor.3.1.1. ICT Projects3.1.1a. Completed ICT projectsOverall 24 ICT projects were successfully implemented in the last two yearswithin the various Health departments in the countrys nine provinces. Theseprojects include: Net Wizard Roll-Out MEMIS Call Centre Kiosks VPN ARV/ART Clinics Networking Remedy Action Request System Upgrading of Data Lines Pharmaceutical Management Information System MSP DRP URS (PHIS) Server Consolidation Telemedicine ART (PAAB) Rollout Upgrade to XP and PC Upgrade AV Upgrade2008 ICT in Government Report 33-119 35. System Upgrade (HIS) DB (Oracle) Upgrade LAN Upgrade (GITOC) DR George Makhuri (LAN) Natal Spruit LAN PTA Academic Hospital Re-location System Upgrade (clinic system) Folateng Implementation at Pretoria West, and Helen Joseph3.1.1b. Current ICT ProjectsThe health departments reported nine current ICT projects and these are: Hardware replacement ARV Rollout system (4 years project) EMS Infrastructure installation - Telecommunication Patient and Billing System installation Website development EPR Infrastructure upgrade Hospital Information System3.1.2. ICT Budget in Health ClusterThe research findings show that more than R427 million ICT budget will be spenton provincial departments e-Health to ensure that it improves the peopleshealth status through optimal use of ICT.3.1.3. Future ICT InvestmentTo ensure e-Health in the provincial government, the departments will use theirICT budgets to acquire: New PC/Laptops and Printers (reported by 5 departments) Data Warehousing (4 departments) Call Centre (4 departments) System Integration (3 departments)2008 ICT in Government Report 34-119 36. 3.1.4.General ICT Trends in HealthAll of the Provincial Health Departments that responded to the study aresupporting more than 1 000 PC users and the technology is generally accessedvia GCCN (7), Cellular Network (6), and ISDN (5).Four departments reported using Dial-up, Leased Lines, Wireless Broadband andVPN. Four of the seven Health Departments have reviewed their IT systems andsoftware in 2006, while three departments have been reviewing their systems inthe current financial year. Most of the reviews are done internally.3.1.5.Plans/Policies/Other Technologies Procurem ent 7 Skills developm ent plan 7 DRP7ICT Strategy7 3G 6 SMS Technologies 6Cell Phones 5 eGov Plan4 MSP4 Intranet 4 PDA3VoIP2 Figure 12: Policies in the Health sector departmentsThe above graph indicates that the majority of the departments in the Healthcluster have the following policies, strategies and/or plans:Procurement & Human ResourceDisaster Recovery PlanICT strategyUsage of 3G, SMS and cell phone technologies2008 ICT in Government Report 35-119 37. 3.2. Social DevelopmentA common challenge facing Social Development departments is accessibility bypeople for assistance. This is made more difficult by the current filing systemwhere files are easily duplicated, lost and misplaced. Meanwhile, the sameapplicant has to be humiliated by starting the application process all over again.This clearly shows that there is need for an integrated case management and asingle point of access to all files.ICTs in Social Development need to ensure: Effective accountability and monitoring of service delivery within thedepartments Increased productivity and improved turnaround time Single point of entry for all services provided by the departments Paper reduction, which is in line with the e-government policy Easy access and availability of management information Single version of the truth Quality of information Improved planning cooperation and informed business decisions2008 ICT in Government Report36-119 38. 3.3. ICT Projects3.3.1.Completed ICT ProjectsThe Social departments have reported the following 13 successful ICT projectswithin the past 34 months. Infrastructure Connectivity Implementing IT Plan Implementing Backup System Implementing Disaster Recovery Plan Complete Inventory Implementing Web-enabled Systems BCP Intranet Digital Access Points CPR MIS GIS Enterprise Content Management3.3.1b. Current ICT ProjectsThe current ICT projects within the Social Development cluster include: Rural Connectivity MSP Change to Active Directory Website and Intranet Development Banapele3.3.2.ICT BudgetThe Social Development cluster has 4% of the ICT budget allocation, totallingR87 million as reported by five provincial departments.2008 ICT in Government Report 37-119 39. 3.3.3.ICT Future InvestmentThe Social Development cluster is gearing to make major investments in thefollowing areas: VoIP (6 departments) Acquisition of new PC/Laptops and Printers (5 departments) Data Warehousing (5 departments) Database System (4 departments) System Integration (3 departments) Call Centre (3 departments)3.3.4.Policies/Plans/Other Technologies Procurement6 Skills development plan5 DRP5 ICT Strategy 6 3G 6 SMS Technologies 2Cell Phones 5 eGov Plan 3 MSP 3Intranet4 PDA VoIP 2 Figure 13: Policies in the Social Development sectorThe above graph indicates that the majority of the departments in the SocialDevelopment cluster have the following policies, strategies and/or plans:Procurement, Human Resource and ICT related policies are in place in this clusterDisaster Recovery Plan is in placeUsage of PDA, SMS and cell phone technologies within the departments is minimal2008 ICT in Government Report38-119 40. 3.4. EducationAdvances in ICTs globally are rapidly expanding learning opportunities andaccess to educational resources beyond those immediately or traditionallyavailable. It is therefore critical that the South African education and trainingsystem takes advantage of these technological changes. The question regardingthe programme for improving the quality of education is not whether ICTs shouldbe introduced in teaching and learning but how successfully ICT is to beintroduced in education.The e-Education Policy goal states that every South African learner in thegeneral and further education and training bands will be ICT capable (that is, beable to use ICTs confidently and creatively to help develop the skills andknowledge they need to achieve personal goals and to be full participants in theglobal community) by 2013. It is therefore obvious that South African educationdare not fail the nation.Some of the challenges in South African education are: Lack of Basic Physical Resources Curriculum Transformation Poor Education Management Information Systems Language of Teaching and Learning Poorly-trained Educators3.4.1. ICT Projects3.4.1a.Completed ICT Projects Cyberlabs for poor communities e-School demo project Open Source ICT LAB ICT roll-out school Set up district office Resource Centre Server Upgrade Hardware in schools School Computerisation - Phase 1 School Computerisation - Phase 22008 ICT in Government Report 39-119 41. 3.4.1b.Current Projects ICASA connecting 540 schools CSIR 25 Digital Doorway Systems Upgrade Network Infrastructure ECM Project GIS3.4.1c Delayed ICT Project Development of SISP GIS e-Learning project Hardware to schools ICT training to officials & educators School Computerisation - Phase 3ICT projects reported by the provincial Education departments indicate that e-Education is being implemented across the countrys provincial departments, butthe rate is minimal when compared to the challenges facing the sector.3.4.2.ICT BudgetAccording to ForgeAheads findings, provincial Education departments ICTbudgets amount to 8% of the total budget (R148, 250, 000), placing theEducation departments in fifth position. Given the mentioned challenges it isclear that extensive provision of ICT is beyond the financial resources of thegovernment alone. Partnerships with donors and the private sector will thereforebe a critical success factor.3.4.3.ICT Future InvestmentIn the next 12 to 24 months, a major chunk of ICT investment in the Educationsector in will go to: Acquisition of new PC/Laptops and Printers (6 departments) Website Development (5 departments) Data Warehousing (4 departments) Database System (4 departments) Call Centre (3 departments) Bandwidth Extension (3 departments)2008 ICT in Government Report 40-119 42. 3.5. TreasuryAbout five treasury departments across the country have reported approximately25 ICT Projects that include both completed and incomplete projects.3.5.1.ICT Projects3.5.1a. Completed ICT Projects BAS Implementation Electronic Registry Hardcat Register MSP Network and Server Upgrade Novel Network Upgrade Server Consolidation Training Centres Upgrade Zenwork Implementation3.5.1b. Current Projects EDSM Intenda Implementation Inventory System MSP Network Infrastructure Installation PBS implementation Radio Link Website3.5.2.ICT BudgetTreasurys ICT budget amounts R247 million as reported by seven departments,which gives this cluster of departments 14% of the total budget.2008 ICT in Government Report41-119 43. 3.5.3.ICT Future InvestmentMajor investment areas for provincial Treasury departments are: VoIP (4 departments) Acquisition of New PC/Laptops and Printers (4 departments) Website Development (3 departments) Data Warehousing (3 departments) Bandwidth Extension (3 departments)2008 ICT in Government Report42-119 44. 3.6. Office of the Premier3.6.1. ICT Project in the Premiers OfficeOf the 19 ICT projects reported by seven Offices of the Premier, 32% weresuccessfully implemented and they include: Storage Area Network (SAN) Campus Network Server Room Upgrade Backup Solution Procured PC CATS Installation3.6.1a.Current ICT projects include: Provincial VPN ICT Hub (Supplying farmers with information) ICT Audit MSP development BCP/DRP Network upgrade SISP Provincial WAN ECM2008 ICT in Government Report43-119 45. 3.6.2.ICT BudgetThe provincial OTPs ICT budget is R127 million, which is 7% of the total ICTbudget in the provincial government.3.6.3.ICT Future InvestmentMajor investment areas for provincial OTP departments are: Bandwidth Extension (6 departments) Portal Technology (6 department) VoIP (5 departments) Acquisition of New PC/Laptops and Printers (5 departments) System Integration (5 departments) Call Centre (3 departments) Website Development (4 departments)2008 ICT in Government Report 44-119 46. 3.7. Public Works, Roads & Transport3.7.1.ICT ProjectsOut of 21 ICT projects reported by the Public Works, Roads and Transportcluster in the previous two years, only four were identified as successful. ProjectsStatus Rental Admin Solution Completed Asset RegisterCompleted Server ConsolidationCompleted MSP Completed Up-grade of Wan Delayed PortalIn Progress Data WarehousingIn Progress GIS In Progress Novell ProjectIn Progress Reviewing the Master Systems Plan In Progress Rollout of Knowledge Management Framework In Progress Disaster Recovery Cold Site (with GSSC) In Progress Rollout of Information Management System (Warehousing)In Progress Rollout of Information Technology International Library In Progress Roll-out of Right Fax In Progress Roll-out of Computer KioskIn Progress LAN Upgrade In Progress ECM Not Yet Started Fleet ManagementNot Yet Started Master Systems Plan Not Yet Started WAN Upgrade Not Yet StartedTable 4: Status of ICT projects in the Public Works, Roads and Transport sector3.7.2.ICT BudgetThe Public Works, Roads and Transport ICT budget is R120 million3.7.3.ICT Future InvestmentProvincial Public Works, Roads and Transport departments will invest in: Acquisition of New PC/Laptops and Printers (8 departments) Website Development (7 departments) Bandwidth Extension (4 departments) Software Integration (4 departments) VoIP (4 departments) Database System (4 departments) Call Centre (3 departments) System Integration (3 departments)2008 ICT in Government Report45-119 47. 3.8. Local Government and Housing3.8.1. ICT ProjectsTwenty-nine percent of the reported ICT projects within the Local Governmentand Housing departments are completed. ProjectsStatus Enhance Housing Demand Database Completed Active Director Completed Mails Servers Completed EDSMCompleted ExchangeCompleted ERMS (Enterprise Risk Management System)Completed Database Management SystemCompleted InfrastructureCompleted GIS Project Completed Master System PlanCompleted Website Development Completed Strategic Alignment ManagementCompleted Survey System Delayed ExisIn Progress eKaya In Progress Occupancy DatabaseIn Progress Torps In Progress Retro In Progress Debit In Progress HR Management SystemIn Progress Rental Tribunal In Progress GIS In Progress Office Automation In Progress Disaster CentresIn Progress Maintaining and Up-grading of GIS/MIS for the DepartmentIn Progress Introducing ICT in Local Government In Progress Active DirectoryIn Progress Enterprise Content Management In Progress HER In Progress Municipal Information SystemIn Progress Township Housing Purchase SystemIn Progress Performance Management System Not Yet Started Recruiting System Not Yet Started Reporting SystemNot Yet Started Training Management DatabaseNot Yet Started Contracts Management Database Not Yet Started Customer Support Centre (Call centre) Postponed Housing Claims Tracking SystemPostponed Procurement SystemPostponed Assets and Helpdesk SystemPostponed Library System (PALS) PostponedTable 4: Status of ICT projects in the Local Government and Housing sector2008 ICT in Government Report46-119 48. 3.8.2. ICT BudgetThecombined/reported ICTbudgetfor Local Government and Housingdepartments across the provinces is R75 million.3.8.3. ICT Future InvestmentMajor investment areasforprovincial Local Government and Housingdepartments are: Acquisition of New PC/Laptops and Printers (6 departments) Website Development (4 departments) Bandwidth Extension (6 departments) Software Integration (5 departments) Portal Technology (8 departments VoIP (7 departments) Financial System (4 departments) Database System (4 departments) System Integration (6 departments)3.9. Agriculture3.9.1. ICT ProjectsThe Agriculture departments reported an ICT budget of R56 million and areexpected to complete eight current ICT projects. ProjectsStatus IP NetworkCompleted LAN installation at Satellite Offices Completed MSP Project Completed Security System Completed Wireless ApplicationCompleted Connectivity to All Sites In Progress Data WarehousingIn Progress Disaster Recovery Plan and Backup PlanIn Progress Infrastructure UpgradeIn Progress Portal and Intranet implementationIn Progress Radio NetworksIn Progress Soil Conservation SoftwareIn Progress Website Development In Progress Hardware and Software InstallationNot Yet Started Infrastructure and Servers UpgradeNot Yet Started MSP Not Yet Started Network Upgrade Not Yet StartedTable 5: Status of ICT projects in the Agriculture sector2008 ICT in Government Report 47-119 49. 3.9.2. ICT Future InvestmentMajor investment areas for provincial Agriculture departments are: Acquisition of New PC/Laptops and Printers (6 departments) System Integration (6 departments) Website Development (4 departments) Bandwidth Extension (4 departments) Database System (3 departments)3.10.Economic Affairs3.10.1.ICT ProjectsWith an ICT budget of R48 million, the departments of Economic Affairs areaiming to complete five current ICT projects. They have reported ninesuccessfully completed ICT projects. Project Status BPR (Business Process Re-engineeringCompleted MSP Completed Video ConferencingCompleted Server Roll-out Completed Assert Register Completed Consumer System Completed Liquor System Completed Business Funding System Completed Network Infrastructure DevelopmentCompleted LAN Upgrade In progress Bandwidth Upgrade In progress VoIPIn progress PBS In progress Website Development In progressTable 5: Status of ICT projects in the Economic Affairs department2008 ICT in Government Report 48-119 50. 3.11. Sport, Recreation, Art, Culture & Tourism3.11.1. ICT ProjectsThe combined ICT budget for Sport, Recreation, Arts, Culture and Tourismamounts to R41.3 million and 19 ICT projects across the provinces have beenreported in the 2008 survey. Projects Status MSPCompleted Networking of LibrariesCompleted Website DevelopmentCompleted Email Server Completed Website DevelopmentCompleted MISDelayed Networking of Offices (5 Districts)In Progress Infrastructure Cabling In Progress Intranet In Progress WAN Connection In Progress Infrastructure In Progress MSPIn Progress Infrastructure Upgrade In Progress Records Management Not Yet Started Web Portal Development Not Yet Started Database DesignNot Yet Started Voice Over IPNot Yet Started MSP RedesigningPostponed EDMS AbortedTable 6: Status of ICT projects in the Sport, Recreation, Art, Culture and Tourism sector3.12. Shared Services CentresA shared service is often defined as the consolidation of administrative supportfunctions, like Human Resources (HR), Finance, IT and Procurement fromseveral agencies into a single, stand-alone entity as efficiently and effectively aspossible. "This definition is becoming the reality, since most of the sharedservices solutions implemented locally (e.g. GSSC and C-eInnovation) focus oncommon areas such as financials, IT and HR".2008 ICT in Government Report49-119 51. 3.12.1. Some of the Checklist for Shared Service Centre Do departments/municipalities face budget constraints and need to divertfunds from back-office to citizen-focused activities? Does the sector face critical staffing shortages? Scarcity of specialised skills? Are skills duplicated unnecessarily in multiple departments orgeographies? Do departments have above-average processing costs for transaction-processing capabilities? Are the departments facing increasing demands for services? Does the organisation suffer from inconsistent delivery of satisfactoryservice levels?3.12.2. Research FindingsForgeAheads ICT research into the status of provincial departments reveals thefollowing trends: The mechanism to solve budgetary issues remains critical in themajority of provincial departments Attracting and retaining staff with scarce skills remains critical forsustainable business competitiveness for provincial departments Provincial Government departments have recorded more than 60%of IT qualified practitioners. However, those skills are duplicated,hence skills such as Project Management, Business Analysis,System Analysis and Technical skills that include Networking,security and Web Development remain critical ICT projects reported by the departments indicated duplications ofimplementation There is minimal inclination towards significant investment to makenecessary enhancements to the system and processes associatedwith support services2008 ICT in Government Report 50-119 52. 3.12.3.Gauteng Shared Services (GSSC)GSSC was established because the Gauteng Provincial Government wasstruggling with service delivery. One of main reasons for the GSSC introductionwas the fact that provincial administration was experiencing soaring costs, and adisproportionate expenditure ratio of line versus support functions.Business processes and technologies have historically been dispersed across theprovince with complex and disparate IT systems that were outdated andfunctionally inadequate due to limited integration. Other reasons for theintroduction of shared services include skills shortage and duplication of effort asa result of too many people involved in similar activities.3.12.4.ICT BudgetGSSC comprises of 20% of the total ICT budget of the provincial government atan estimated figure of R425,000,000.00 for the 2008 financial year.3.12.5.InfrastructureGSSC supports more than 1 000 PC users and laptops are in the range of 500 to700. All are connected to Internet and email. GSSC accesses technologiesthrough multi-channels that include Dial-up, Leased Lines, Wireless Broadband,VPN, Cellular Networks and GCCN.3.12.6.Future InvestmentGSSCs major ICT investment for FY2008/9 includes: Satellite Technology Radio Link Bandwidth Extension Website Integration Software Portal Technology VoIP Leased Lines ERP Systems Financial System2008 ICT in Government Report51-119 53. Data Warehouse Call Centre e-Commerce CRM Database System System Integration PC, Laptops and Printers acquisition3.12.7. ICT SkillsOne of the motivations for the Shared Service concept is the need to reduceskills shortage within the government. However, GSSC is still faced with skillsshortages that include: Technical skills across the board Infrastructure Application Project management Business analysis System analysis3.12.8. Centre for e-InnovationThe centre has six functional clusters, namely: Economic, Governance andAdministration; Education, Culture and Sport; Health/Social Services andHousing; Planning and Development; Policy and Strategy; Transversal.3.12.8a.CEI - Economic/Governance and AdministrationThis component renders information technology management services to thedepartments in the Economic, Governance and Administration cluster. Thisincludes: contributing to the development of provincial e-Government and ICTpolicy and strategy promoting effective management of information and technology as astrategic resource. managing the DGITO council(s)2008 ICT in Government Report52-119 54. managing relevant enterprise information and architectures for eachdepartment in alignment with provincial strategies and architectures developing and maintaining departmental Mail Service Providers implementing e-Government and ICT strategies planning and managing the implementation of solutions, systems andinfrastructure in the department(s) ensuring proper certification of planned ICT solutions managing departmental contracts and service level agreements3.1.8b. CEI - Education/Culture and Sport: OverviewThis component provides information technology management services to thedepartments in the Education, Sports and Culture cluster. This includes: contributing to the development of provincial e-Government and ICTpolicy and strategy promoting effective management of information and technology as astrategic resource. managing the DGITO council(s) managing relevant enterprise information and architectures for eachdepartment in alignment with provincial strategies and architectures developing and maintaining departmental Mail Service Providers implementing e-Government and ICT strategies planning and managing the implementation of solutions, systems andinfrastructure in the department(s) ensuring proper certification of planned ICT solutions managing departmental contracts and service level agreements.3.12.8c.CEI - Health/Social Services and Housing: OverviewThis component renders information technology management services to thedepartments in the Health and Social Services cluster. This includes: providing inputs to the development of provincial e-Government andInformation and Communication Technology (ICT) policy and strategy promoting effective management of information and technology as astrategic resource. managing the DGITO council(s)2008 ICT in Government Report53-119 55. managing relevant enterprise information and architectures for eachdepartment in alignment with provincial strategies and architectures developing and maintaining departmental Mail Service Providers implementing e-Government and ICT strategies planning and managing the implementation of solutions, systems andinfrastructure in the department(s) ensuring proper certification of planned ICT solutions managing departmental contracts and service level agreements.3.12.8d.CEI - Planning and Development: OverviewThis Chief Directorate promotes the optimal development of human resources inthe Department of the Premier. It does this by: integrating and promoting human resource development activities at astrategic level promoting the development and presentation of management trainingprogrammes promoting the development and presentation of capacity buildingprogrammes promoting the development and presentation of technology trainingprogrammes Rendering support services.3.12.8e.CEI - Policy and Strategy: OverviewThis directorate provides strategic direction to the Provincial Top Managementand Cabinet with regard to e-Government and ICT. Its functions are to: develop appropriate e-Government policy, strategy and frameworks develop appropriate ICT policy, strategy and frameworks (includingarchitecture) develop norms and standards for systems and data develop policy guidelines with regard to the selection of vendors Carry out research and development for e-Government to make the bestuse of advanced technologies Govern provincial ICT macro-processes. Monitor compliance to certification requirements.2008 ICT in Government Report 54-119 56. 3.12.8f.CEI - Transversal GITO: OverviewThe Transversal Government Information Technology Officer (GITO) Directoratemanages infrastructure and application operations across departments. Itsfunctions are to: provide inputs to the development of provincial e-Government and ICTpolicy and strategy promote effective management of information and technology as astrategic resource. manage the implementation of solutions, systems and infrastructure thatare shared or used across departments manage infrastructure, hardware, software and services that are sharedor used across departments implement e-Government and ICT strategies that are shared or appliedacross departments manage ICT security across departments manage contracts, business agreements and service level agreementsthat are shared or used across departments. ensure proper certification of planned ICT solutions3.12.9. ICT BudgetThe e-Innovation ICT budget is R178 million (which is 10% of the total budget).According to the e-Innovation Business Plan, the breakdown for FY2008 was asfollows: Employee Compensation R50 643 000 Goods and ServicesR98 320 000 Capital Equipment R2 240 0002008 ICT in Government Report55-119 57. 3.12.10. InfrastructureSimilar to GSSC, e-Innovation supports more than 1 000 PC users, while laptopsusers are estimated to be 90. The Internet access rate is 80% and there is an e-mail access rate of 100%. Technology is accessed via: ADSL Leased Line Satellite Communication Cellular Networks GCCN3.12.12. Future InvestmentThe centres major ICT investment for FY2008/9 includes: Bandwidth Extension Portal Technology VoIP Leased Lines Call Centre e-Commerce Portal System Integration PC and Laptops Acquisition3.12.13. ICT SkillsRequired skills in the e-Innovation are: Project management Business analysis2008 ICT in Government Report56-119 58. 3.13. Provincial Departments ICT BudgetsThe Budget Graph below provides for expenditure totalling R1.9 billion in2008/9, representing a nominal increase of 15.3% from 2006/07. The availableICT budget is one of the important factors determining how the provincialgovernment prioritises ICT as an enabler of service delivery to the public.PROVINCE FY2006/7 (Rand) FY2008/9 (Rand)FY2008/9 (Rand) Eastern Cape252,840,071.00 263,764,072.00 279,308,138.00 Free State118,946,889.00 120,464,187.00 133,979,541.00 Gauteng 522,910,000.00 624,532,000.00 669,180,000.00 KwaZulu-Natal 254,286,846.00 301,210,400.00 334,485,977.00 Limpopo 220,219,302.00 218,670,019.00 236,985,206.00 Mpumalanga59,200,000.00 67,900,000.0071,288,000.00 North West128,179,030.00 144,821,000.00 160,547,359.00 Northern Cape 43,886,000.00 51,348,000.0056,074,111.00 Western Cape151,000,000.00 178,000,000.00 197,000,000.00 TotalR 1,751,468,138.00 R 1,970,709,678.00R 2,138,848,332.00Table 4: Provincial ICT budget3.13.1. ICT Provincial Budget Projections R 8.00BillionsR 7 Billions R 7.00 R 6.00 R 5.00 R 4.00 R 3.00 R 2.00 R 1.00 R 0.00 FY2006/7FY2007/8 FY2008/9FY 20010/11Exponential Budget growth for the provincial government2008 ICT in Government Report 57-119 59. The government has the big challenge of improving both ICT infrastructure andrelated skills within the country, in preparation for the 2010 World Cup soccertournament. With the days getting closer, the enthusiasm of the government toinvest huge sums of money towards improving the ICT infrastructure will alsoget stronger and stronger.The above chart reflects, in monetary terms, governments eagerness to investin ICT. The government, through its provincial departments, is expected torapidly increase its expenditure by R5.1 billion in improving ICT infrastructure inthe next three fiscal years.ForegAhead predicts that by 2010 provincial government will be spendingaround R7 billion, in implementing and upgrading the existing ICT infrastructure.Gauteng 32 % KwaZulu-Natal 15Eastern Cape13Limpopo11Western Cape 9 North West7Free State 6 Mpumalanga4 Northern Cape 3Figure 12: Budget split by provincesThe lions share (nearly a third) of the provincial government ICT budget isallocated to Gauteng province. KwaZulu-Natal, Limpopo, Eastern Cape andWestern Cape provinces are all in the top five bracket of the ICT budget.2008 ICT in Government Report 58-119 60. 2% 1% 0.3% 0.20%3% GSSC3%20% Health4% Finance 4% e-Inno vatio n Educatio n7% OTP P ublic Wo rks, Ro ads, Transpo rt Ho using/Lo cal Go vernment So cial Develo pment7%17% A griculture Eco no mic A ffairs Spo rt, A rts & Culture 8% Legislature To urism, Enviro nment Co mmunity & Safety 10%14%Figure 13: Budget split by departments clustersAmong the provincial departments, Gauteng Shared Services Centre (GSSC) hasthe lions share of the ICT budget (20%), followed by the Health cluster with17% of the budget allocation. It is also not surprising that Finance/Treasury,Centre for e-Innovation and Education also spend a lot of money on ICTS asshown by the budget allocation.2008 ICT in Government Report59-119 61. 4.Municipalities - Background4.1. Understanding the Local Government ContextThe Local Government sector forms part of the Governance and Administrationcluster at national government level. Its primary actions are for the improvementof the following: Good Governance Capacity of the State Macro-organisation of the State Transversal Systems.7The cluster involves several government departments, however DPLG, DPSA orSAMDI lead most deliverables.The South African State President reported the following when reflecting on LocalGovernment in his State of the Nation Address in February 2007: The organisation and capacity of the state remain high on the agenda The content of training of public servants and the role of the SAManagement Development Institute (SAMDI) have emerged as criticalareas of intervention There have been mixed levels of compliance of public service and financemanagement legislation which cannot be allowed to continue Programmes to improve the capacity of local government systemscontinue apace, however in many of these municipalities, many vacanciesremain or have emerged in senior management and the professions. Implementation of the Five Year Local Government Strategic Agendacontinues, which includes hands-on assistance to municipalities bynational and provincial structures, the deployment of skilled personnelincluding professional volunteers from the public, and strengtheningWard Committees7South African government Plan of Action 2007; http://www.info.gov.za/aboutgovt/poa/report/govadmin.htm2008 ICT in Government Report60-119 62. The programme to align planning instruments across the spheres ofgovernment (that is, the National Spatial Development Perspective,ProvincialGrowthandDevelopment Strategies and IntegratedDevelopment Plans) is continuingThe president committed this cluster to the attainment of the following objectivesin 2008: Strengthen monitoring and evaluation capacity across all the spheres,including training of managers responsible for the implementation of thissystem Complete, within the next 18 months, legislation on a single publicservice and relevant norms and standards, remuneration policy andmatters pertaining to medical aid and pensions Intensifyoutreach and awareness onissues of national spatialdevelopment, while increasing the number of municipalities involved inthe harmonisation of planning instruments across the three spheres Conduct capacity assessments and implement interventions in provincialdepartments responsible for local government, as well as the offices ofthe premiers, while continuing to improve the capacity of nationaldepartments Whileintensifying the public sectorand nationalanti-corruptioncampaign, complete by the end of the year the process further toimprove the effectiveness of our anti-corruption strategies for all spheresof government Roll out the Batho Pele campaign at local government level, intensifyoutreach activities including izimbizo and set up more multi-purposecommunity centres beyond the 90 currently operational Further capacitate and provide more support to the institution oftraditional leadership8The President noted that improving governance also means having a soundstatistical database about social dynamics and he announced that two majorsurveys would be undertaken in this regard.92008 ICT in Government Report 61-119 63. Several actions in the Governance and Administration cluster are of particularrelevance to Digital Inclusion programmes. For example, as part of macro-organisation of the state, the e-Government service delivery projects are led byDPLG with involvement from DPSAand provincial departments of localgovernment. In this cluster, local government is identified as a key potentialtarget audience. In relation to the capacity of the state, there is a strongemphasis on local government. The DPLG spearheads most of the actions listedbelow: Implementation of the National Local Government Skills Audit (DPLG) ImplementationofLocalGovernment PerformanceManagementFramework(DPLG leadswith involvement fromProvinces andMunicipalities) Development of a structured programme for capacity building andtraining in the Local Government sphere (DPLG leads with SALGAinvolvement) Ongoing deployment of technical capacity to Local Government (alldepartments lead with involvement from, DPLG, DPSA) Report on Implementation of IGR Framework Act submitted to Parliament(DPLG leads involving all three spheres of government)SAMDI is responsible for the capacity building programmes which target middlemanagers, supply chain capacity for the public service, and governance capacity.Another possible target audience which received specific mention in theProgramme of Action for this cluster is Community Development Workers. Undermacro organisation of the state the action to deepen and broaden theconceptualisation and implementation of the Community Development WorkersProgramme is the joint lead responsibility for the DPSA, DPLG, Presidency andProvinces.Local government is a key pillar in government service delivery that has beentargeted as a weak link in the government framework that requires additionalcapacity building. The local government sphere has been identified as being in 5.1. Mbeki, T. 9 February 2007, State of the Nation Address of the President of South Africa, Thabo Mbeki:8Joint Sitting of Parliament, http://www.info.gov.za/speeches/2007/07020911001001.htm 5.2. 9 Mbeki, T. 9 February 2007, State of the Nation Address of the President of South Africa, Thabo Mbeki:Joint Sitting of Parliament, http://www.info.gov.za/speeches/2007/07020911001001.htm2008 ICT in Government Report 62-119 64. need of additional capacity to accelerate service delivery at local communitylevel. This target is a substantial, well defined and well organised sector ofsociety.4.2. Local Government Scale, Structure & SegmentationWith a mandate to operate under clear government policies to be sensitive tocommunity views and be able to respond to local problems, local government isthe arm of government closest to the people. Local government is responsible forbasic service delivery to the community. Service delivery is implemented th