Ict provincial-and-local-government

Private and Confidential

ICT IN PROVINCIAL AND LOCAL
GOVERNMENT

NATIONAL OVERVIEW

2008

COPYRIGHT: 2008/9 ICT in Government - ForgeAhead

TABLE OF CONTENTS

1. 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 ........................................................................... 10
2. 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 ..................................................... 32
3. 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...................................................... 35

1-119

3.2. SOCIAL DEVELOPMENT ............................................................................... 36
3.3. ICT PROJECTS ........................................................................................ 37
3.3.1. Completed ICT Projects ................................................................... 37
3.3.1b. Current ICT Projects ..................................................................... 37
3.3.2. ICT Budget .................................................................................... 37
3.3.3. ICT Future Investment .................................................................... 38
3.3.4. Policies/Plans/Other Technologies...................................................... 38
3.4. EDUCATION............................................................................................ 39
3.4.1. ICT Projects........................................................................................ 39
3.4.1a. Completed ICT Projects ................................................................. 39
3.4.1b. Current Projects ........................................................................... 40
3.4.1c Delayed ICT Project ...................................................................... 40
3.4.2. ICT Budget .................................................................................... 40
3.5. TREASURY ............................................................................................. 41
3.5.1. ICT Projects ................................................................................... 41
3.5.1a. Completed ICT Projects ................................................................. 41
3.5.1b. Current Projects ........................................................................... 41
3.5.2. ICT Budget .................................................................................... 41
3.6. OFFICE OF THE PREMIER ............................................................................. 43
3.6.1. ICT Project in the Premiers’ Office ..................................................... 43
3.6.1a. Current ICT projects include: ......................................................... 43
3.6.2. ICT Budget .................................................................................... 44
3.7. PUBLIC WORKS, ROADS & TRANSPORT ............................................................ 45
3.7.1. ICT Projects ................................................................................... 45
3.7.2. ICT Budget .................................................................................... 45
3.8. LOCAL GOVERNMENT AND HOUSING ............................................................... 46
3.8.1. ICT Projects ................................................................................... 46
3.8.2. ICT Budget .................................................................................... 47
3.9.1. ICT Projects ................................................................................... 47
3.10. ECONOMIC AFFAIRS .................................................................................. 48
3.10.1. ICT Projects ................................................................................... 48
3.11. SPORT, RECREATION, ART, CULTURE & TOURISM ................................................ 49
3.11.1. ICT Projects ................................................................................... 49
3.12. SHARED SERVICES CENTRES ........................................................................ 49
3.12.1. Some of the Checklist for Shared Service Centre ................................. 50
3.12.2. Research Findings ........................................................................... 50
3.12.3. Gauteng Shared Services (GSSC) ...................................................... 51
3.12.4. ICT Budget .................................................................................... 51
3.12.5. Infrastructure ................................................................................. 51
3.12.6. Future Investment .......................................................................... 51
3.12.7. ICT Skills ....................................................................................... 52
3.12.8. Centre for e-Innovation ................................................................... 52
3.12.8a. CEI - Economic/Governance and Administration ............................... 52
3.1.8b. CEI - Education/Culture and Sport: Overview ................................... 53
3.12.8c. CEI - Health/Social Services and Housing: Overview ......................... 53
3.12.8d. CEI - Planning and Development: Overview ..................................... 54
3.12.8e. CEI - Policy and Strategy: Overview ............................................... 54
3.12.8f. CEI - Transversal GITO: Overview .................................................. 55
3.12.9. ICT Budget .................................................................................... 55
3.12.10. Infrastructure .............................................................................. 56
3.12.12. Future Investment ....................................................................... 56

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3.12.13. ICT Skills .................................................................................... 56
3.13. PROVINCIAL DEPARTMENTS’ ICT BUDGETS ....................................................... 57
3.13.1. ICT Provincial Budget Projections ...................................................... 57
4. 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....................................................................... 64
5. 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........................................ 84
6. SUMMARY OF THE TRENDS ..................................................................... 85
6.1. PROVINCIAL GOVERNMENT .......................................................................... 85
6.2. LOCAL GOVERNMENT ................................................................................. 87
7. KEY TRENDS ......................................................................................................................................... 89

8. CHALLENGES FACING THE GOVERNMENT ......................................................................... 90

9. RECOMMENDATIONS ...................................................................................................................... 91
9.1. Budgetary and Resources Constraints ............................................. 91
9.2. Facing Insufficient Levers for Scale ................................................. 91
9.3. Failure to Attract and Retain Skills .................................................. 92
9.4. Putting ICTs on the Local Government Agenda ................................. 92
9.5. Establishment of a National Local Government ICT Forum .................. 93
9.6. Other Recommendations ............................................................... 93
10. MUNICIPALITIES INDEX (TSM) ............................................................................................... 94

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10.1. TSM TECHNICALITIES ............................................................................. 107
11. THE WAY FORWARD ...................................................................................................................... 108

12. 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) .................................... 119

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1. Introduction

1.1. Background

ForgeAhead’s ongoing Information and Communications Technologies (ICTs) in
Government research programme is the product of an increasingly stronger
collaboration and interaction between ForgeAhead and the three South African
spheres of government, namely National Government, Provincial Government
and Local Government (Municipalities).

The last decade has placed growing emphasis on the demand for service delivery
and all government spheres are striving for service delivery excellence. The
value of Information and Communications Technologies (ICTs) as a key
contributor to meeting these demands has been realised and its potential for
enhancing and fast tracking service delivery is unquestionable.

This ICT report concentrates only on two spheres - Provincial Government and
Local Government. ForgeAhead’s ICT in Provincial Government research was
conceptualised in 2001, while the ICT research into local government was
introduced in 2004. This study has grown extensively in credibility and content
value year on year, and the ICT in Government research as whole is today
considered to be a reliable source of information on ICT trends and it provides
ICT information to both the public and private sectors.

The aim of ForgeAhead’s ICTs in Provincial and Local Government Research is to
provide a succinct understanding of the status and use of ICTs in provincial
departments, metropolitan, district and local municipalities. It also highlights the
role of ICTs in enhancing service delivery.

2008 ICT in Government Report 5-119

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 analysis1

A further aim of the ICTs in Provincial & Local Government Research is to
provide cutting edge information that is intended to facilitate better coordination
between Provincial and Local Government structures as well as other relevant
stakeholders.

1.2. Stakeholders

1.2.1. Department of Provincial & Local Government
As a national department, the function of the DPLG is to develop national policies
and legislation pertaining to Provincial and Local Government. The DPLG also
monitors 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 Act

Another function of the DPLG is to support provinces and local government in
fulfilling their constitutional and legal obligations.

1
For Separate Report on Competitor analyses contact ForgeAhead


1.2.2. South African Local Government Association

This Association focuses on developing proper strategies that Local Governments
to address their challenges. Its ICT mandate is to assess the current strategies
for 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 development
as well as capacity building for municipalities. Through the DBSA Development
Fund, grants and loans are allocated to Local Government for infrastructure
development depending on certain qualifying criteria.

A major current initiative is the LGNet project that aims to connect Local
Governments to a central Resource Centre (LGRC) that will provide municipal
staff with access to information and promote an environment of knowledge
sharing.

1.2.4. State Information Technology Agency (SITA)

SITA is mandated to provide support services on ICTs, and procure ICT
applications, systems, products and services for all levels of Government.
Currently, this agency is undergoing various structural changes and is looking to
extend its services from National and Provincial Government to include Local
Government. Within the Local Government sphere, SITA currently provides
networks and support. In their presentation in 2006, SITA pledged to become
more interactive and work more closely with Local Governments.


1.2.5. GITOC (PGITO)

The Government Information Technology Officers Council (GITOC) is involved
with the investigation, formulation and development of IT security policy
framework, e-government policy and strategy as well as IT procurement
guidelines. GITOC is also involved in the effort to monitor IT projects in
government to eliminate duplication. For example, the Inventory of
Government-wide Information Systems (IGIS) report was completed in 2001
and regulations like MIOS seek to enforce inter-operability across architectures,
software solutions and security issues. The provincial GITOs (PGITO) are
represented at GITOC.

1.2.6. Private Sector

Private Sector’s expertise is critical in complex IT Public Private Partnerships
(PPPs) in South Africa, particularly in both Provincial and Local Government
spheres. PPPs enable the use of more extensive emerging technology to provide
better ICT services, which in turn improves government’s service delivery.


1.3. Research Approach

The information was gathered using structured ForgeAhead questionnaires that
were sent via e-mail and fax. Some questionnaires were sent back electronically
while other questionnaires were collected through both face-to-face and
telephonic methods. All data was then edited, coded, captured and analysed at
ForgeAhead.

Collectively, the sample/respondents consisted of CIOs, IT Managers,
Deputy/Assistant/Acting Managers, Knowledge/Project Managers, Deputy
Directors, Chief Education Specialists, Network Engineers, Assistant Directors, IT
Directors, System Analysts, Principal Data Technologists, Senior Administration
Officers and a Senior Corporate Services Manager.

The fieldwork was conducted between February and September 2008.


1.4. Response Level

1.4.1. Provincial Government

Province Universe Frequency %
Eastern Cape 12 11 92%
Free State 10 10 100%
Gauteng 12 10 83%
KwaZulu-Natal 14 12 86%
Limpopo 10 10 100%
Mpumalanga 10 10 100%
North West 11 11 100%
Northern Cape 11 7 64%
Western Cape 12 12 100%
Total 102 97 91%

Table 1: Sample for Provincial Governments

The data gathered in this report was collected from 102 departments across 9
provincial government departments. The response rate for Provincial
Government was 91% with a notable increase of 19% compared to the previous
year’s response rate (2005/6 study).

1.4.2. Local Government

PROVINCE UNIVERSE 2006/7 % PROVINCE
EASTERN CAPE 46 36 78%
FREE STATE 25 21 84%
GAUTENG 14 14 100%
KwaZulu-Natal 60 48 80%
LIMPOPO 30 28 93%
MPUMALANGA 21 17 81%
NORTHERN CAPE 32 23 72%
NORTH WEST 25 21 84%
WESTERN CAPE 30 27 90%
TOTAL 283 235 83%

Table 2: Sample for Local Governments

The survey covered the local governments in the 9 provinces of South Africa and
235 municipalities were covered, resulting in a response rate of 83%, which is
an increase of 12% from the 2005/6 rate.


2. Provincial Government Overview

2.1. Policy and Regulatory Environment

Governance is the process of decision-making and implementation, ensuring
transparency, responsibility, accountability and fiduciary compliance. It should
be actively pursued at all government levels to minimise mismanagement and
corruption and thereby enhance effective service delivery. To enable good
governance in government, there should be appropriate policies in place that are
aimed at creating a legislative framework for effective use of provincial
resources. For the purposes of this section, e-governance is interpreted as the
application of governance within the context of ICTs and ICT usage by
government.

In carrying out the ICT usage survey in provincial government, ForgeAhead
seeks to establish whether the departments have put in place various policies,
strategies and plans that are part of the governance model. Specifically, these
indicators 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/Strategy


94

75 76
69 69
64
60 58

43

19
Government

DRP
ICT Strategy

Development
Open Source

Security
ICT Steering

Procurement
Systems Plan

BEE Policy
Committee

Policy
ICT Skills
Software
Policy

Master

Policy

Policy
Plan

Plan
e-

+5% +6% +8% +8% +33 +30

Figure 1: Positive Responses to Existence of Relevant Plans and Policies

The above graph shows the positive responses to the existence of the relevant
plans and policies from the respondents in various provincial government
departments, as a percentage of the total respondents.

In the previous ForgeAhead report we pointed out a very low score, which
included the Security area, which would indicate an unacceptable risk of
provincial departments’ systems, creating an opportunity for the departments to
fall victim to viruses or other forms of electronic attack. However, according to
the 2008 survey, Security Policy is among significant areas of improvement that
also include ICT Skills Development plan, Disaster Recovery Plan and ICT
Strategy.

Open Source Software (OSS) and e-Government are at the bottom of the list in
terms of ICT policies and strategies. Although these are becoming increasingly
recognised in e-Governance, OSS and e-Government are on the radar of only 43
percent and 19 percent of departments respectively.


2.2. ICT Infrastructure

This section reflects the ICT infrastructure utilised by the various provincial
government departments. Access to infrastructure and services is a critical factor
in delivering services relevant to combating poverty, raising standards of living
and creating the conditions for economic activity. The ICT infrastructure that is
used by the provincial government includes hardware; software; Internet and e-
mail access; and network infrastructure.

2.2.1. Forms of Connectivity

Access to Internet and e-Mail is aimed at making employees work more
efficiently. Despite the recognised potential benefits to the departments, access
to these technologies is still restricted to certain individuals.

%
SITA Netw ork/GCCN 87 1 88

Wireless Broadband 30 29 59

VPN (Virtual Private Netw ork) 12 47 59

Cellular netw orks 53 2 55

Lease Line (Diginet) 47 1 48

Dial-up 39 39

ISDN 34 1 35

ADSL 33 1 34

Satellite communications 15 17 32

Access currently To be aquired

Figure 2: Responses on access technologies

In response to various Provincial Departments’ requirements, the Government
Common Co-Network (GCCN) was established to connect the departments’ sites.
These connections enable officials to access financial and non-financial systems
such as Basic Accounting System (BAS), Logistic Information System (LOGIS),
Personnel and Salary system (PERSAL), the Internet and email.


In spite of the fact that 87% of the provincial departments are using the
Government Common Core Network (GCCN), SITA is working towards
implementing a Next Generation Network (NGN) that will replace the current
GCCN. The reason to change GCCS is motivated by the ‘ever increasing users’
2
demands for more advance services.

In close cooperation with SITA, Eastern Cape Provincial staff undertook a study
tour to the USA to look for the most suitable solution for the provincial ICT
Infrastructure called Provincial Common Core Network (PCCN) to address the
instability of the Government Common Core Network that has been plaguing the
system3. Next Generation Network is expected to improve citizens' experience
through initiatives such as:

• e-Education through the Further Education Training (FET) colleges Virtual
Private Network Project
• Telemedicine through the e-Health projects with access to clinics, etc
• Connectivity to Multi-Purpose Community centres (Thusong Centres)
• Creating a stable communications platform for all departments to utilise in
the execution of their citizen-centric operations, strengthening
collaboration between various tiers of government.

The need for information kiosks aimed at giving local residents information on
government services and economic empowerment options is driving the
provincial government department to invest in wireless broadband. 37% of
provincial departments have reported accessing technology via wireless
broadband 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 the
role of Sentech in wireless broadband for government services, prioritising
health, education, and the provision of connectivity for the Post Office. According
to the Government's Programme of Action 2008 the government will increase
access to ICT infrastructure by rolling out Sentech Wireless Broadband and

2
23 May 2007 Keynote address by MDPSA
3
Policy Speech of vote 1; Office of the Premier of the Eastern Cape; 14 March 2007


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) as this form of connectivity is perceived to be offering data
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/Laptops Percentage connected to internet & Email

Less than 50 33
Betw een 10 - 20% 7
3
4
Betw een 51 - 100 14
Betw een 21 - 30% 9
1
10
Betw een 101 - 200 23 9
Betw een 31 - 40%
20
Betw een 201 - 300 8
9 Betw een 41 - 50%
3
5 15
Betw een 301 - 400 4 Betw een 51 - 70% 11
4 12
Betw een 401 - 500 6 Betw een 71 - 80%
13
14 17
Betw een 501 - 1000 Betw een 81 - 99% 24
3
43 100% 24
More than 1000 8 46

PC Laptop Intenert Emails

Figure 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.


2.2.3. Software in the Departments
The 2006/7 ForgeAhead study focused on the usage of Open Source Software
– as the South African Government has approved a free and open source
strategy (FOSS) and the government is expected to migrate its current
software to free and open source software. The cabinet approved the FOSS
strategy as it is expected, among other things, that it will lower administration
costs and enhance local IT skills. In future, government departments are to
incorporate FOSS in their planning.

The results reveal that as many as 51% of the provincial departments are
largely using Linux open source software), while a further 20% will acquire
OSS.

2.1.3a. Financial System
The table below shows the software that the departments are using for Financial
System:
Financial

ACCPAC
PERSAL

PASTEL
System

FINEST

Walker
LOGIS

MATE
TEAM
BAS

FMS
SAP

Eastern Cape 9 5 6
Free State 8 6 1 2
Gauteng 7 2 6
KZN 11 4 1 1
Limpopo 8 3 7
Mpumalanga 10 1 1
North West 2 2 10 3
Northern Cape 7 2 1 1
Western Cape 12
Total 72 19 7 17 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 departments

As expected, the majority of the provincial departments are using BAS, Pearsal
and Logis, which are GCCN financial components. The Gauteng department
largely uses SAP financial system as they have a bigger ICT budget, which can
afford such technology. North West province is still discussing with SITA on
possible migration to GCCN. Currently the departments are using the Walker
Financial System.


2.1.3b. Server Operating System
The majority of the provincial departments (71% of respondents) are using
Windows 2003. Novell/Netware is used by 31% of the departments and a further
20% of the departments have reported using the Linux Operating System.

2.1.3c. Server Operating System
The provincial departments are using Access for database (reported by 71% of
respondents). A further 36% of the departments have indicated that they use
SQL in querying and retrieving information from databases.

2.1.3d. e-Mail Client
The E-mail client applications used to send, receive and view e-mail by the
departments include:
• Outlook (reported by 49% of respondents)
• Groupwise (45%)
• Exchange (11%)


2.1.4. Mobile Technology

There is strong evidence that mobile technologies could be instrumental in
addressing government’s slow response rates to citizens’ requests, poor access
to services, particularly in under-serviced rural areas and limited ability of
citizens to provide feedback on services, as well as raising other issues of
concern. The survey therefore investigated the services/application used
internally within the provincial government departments.

3G Wireless
84
Technology

Cell Phones 78

Intranet 73

SMS Technologies 42

PDA 37

VoIP 26

Figure 4: Other technologies utilised by the departments

2.1.4a. Cell Phone
The research suggests that departments have in the past used an SP for the
supply of mobile telephones on a contract basis to officials only. The trend now
is expanding to incorporate larger part of government staffs. The super-fast next
generation of cellular networks, known as 3G (third generation), make it
possible to get full Internet access via mobile devices such as cell phones, PDAs
and Notebook Computers.

The continued growth of cell phones and SMS usage by members of the public
provides an opportunity for government to use SMS technology as a medium to
interact with the public. Currently, the findings reveal a high number of
provincial departments using mobile technology.

However, one is compelled to ask whether these technologies are being utilised
by the departments to serve the citizens. Estimates indicate that the number of


cell phone users is approximately 20 million, which is about 45% of the
population. In order to send and receive information in a fast and cost effective
way SMS is far ahead of e-mail in terms of usage by the public. South Africa
experiences high levels of inequalities, owing to its historical background. The
socio–economic fabric is such that most previously disadvantaged people are
unable to access government services. Government relies mostly on its
departments and offices to render services to the public, which is a barrier in
that interaction with government can only be physical.

Citizens generally initiate interaction with government, and are only able to
receive what is available through pre-determined processes. For citizens in areas
that are remote and lack basic infrastructure, access to government services is
severely limited. Citizens have to incur the costs of travelling long distances to
reach service points in local towns.

The uptake of the mobile phone SMS facility will not only provide easy access to
government services but will also reduce fraud as a result of criminal activities
and corruption, improve citizens’ interaction with government and thus
improving 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 the
relevant government department to enquire until they receive an SMS notifying
them that their application has been processed and their ID book is ready for
collection. If the applicant needs to know at any point in time the status of their
application, they can just query via the cell phone and receive an instant SMS
with the status response.4

4
E-Mzanzi Information Society ; 2nd Issue June 2007


2.1.4b. Case Studies
There are case studies of success locally, on the use of Mobile SMS.

2.1.4b (i) GPG

Motorists were receiving short cell phone and multimedia messages with maps
from the call centre on temporary closure of roads due to Gautrain construction.5
For the City of Johannesburg traffic fine system, motorists around Johannesburg
are now be able to find out if they have outstanding traffic fines, summonses or
warrants of arrest through an SMS. All they need to do is send their ID numbers
via an SMS to 36997 from any network. Motorists will then receive a notification
with their contact details recorded on a data system.

2.1.4b (ii) Municipality Structures Act

The key elements of the PMS model are:
• Customer: Evaluation of performance
• Corporate: Performance management
• Staff: Individual performance management

A “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 The
Provincial M&E Electronic System/Stratmaster that was developed internally
using Open Source Software (OSS) will be rolled out across Provincial
Departments as well as extending to Local Government and Municipalities, using
e-mail and SMS notifications.

2.1.4b (iii) e-Imbizo

SITA has finalised a customer-relations portal for government, which will be
known as the e-Imbizo. This portal will also allow people to send an SMS to the
Department of Public Service and Administration (DPSA) about challenges of
service delivery in all government departments or spheres.

The Department of Education (DOE) Matric results delivery via SMS system gives
Matric students the option of accessing their results using a cell phone rather
than the traditional newspapers method. Students could query their results via

5
Gauteng Online; published date 12/12/2006
6
IMFO Conference 2006


SMS by sending their student numbers and ID numbers to the advertised
numbers.

The use of cell phone technologies by government departments through SMS,
3G, VoIP is expected to rise. Twenty-six percent of the departments are
currently using VoIP, while a further 56% is gearing to invest on VoIP
technology.


2.1.5. Skills and Services

Both the government and the private sector have recognised the invaluable role
that information and communication technology (ICT) plays in responding to
national socio-economic imperatives. The importance of ICT skills to the
economic, social and political trajectory in a globalised context cannot therefore
be over-emphasised. The potential of, and limitations to, intermediate-level ICT
skills in so far as they contribute to South Africa’s human resource capacity is
considered essential to the current form and future trajectory of the country’s
development.

The research findings indicate that the majority of the provincial government’s
ICT practitioners have ICT-related qualifications, as only 40% of staff in the IT
departments was reported to be IT non-qualified.

51 51
49
47 47

31

22

Internet
Applications
Technical
analysis

Infrastructure
management

System
Business

Usage
analysis

Skills
Project

Figure 5: Provincial Government Skills Audit

The above skills graph indicates that the government is in the process of
improving how it conducts its functions and activities in order to reduce overall
costs, provide more efficient use of resources, and better support citizens. This
is indicated by the fact that Project Management, Business Analysis and System
Analysis head the most required skills list.


Many organisations have a Business Analyst, whose role is sometimes referred
to as, or combined with that of a System Analyst. Whatever their title, these
professionals serve as bridges between the development staff and project
stakeholders. 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 that
analysts help to scope the system, identify potential areas of automation and
improve the underlying business process. Business analysts' work with
developers to translate those requirements into something that they understand,
and then translate developers' subsequent questions into something the
stakeholders 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 usage

The research findings however, indicate that the majority of the departments
(87%) allocate less than 10% of their budget to Skills Development.


2.1.6. Outsourcing in the Provincial Government

For a department to function efficiently and to offer quality service to the public
a number of processes and systems should be in place. Some of these processes
and systems are beyond the capabilities of the respective departments, hence
the high incidence of the outsource model the provincial government.

51 51
44 43
40

32
26
Development

Development

Applications

System Integration
intranet hosting
Hardware/software
Network admin

Website and
Software

Skills

support

Figure 6: Provincial Government Outsourced Services

The most outsourced areas within the Provincial Departments are Software
Development and Skills Development. These two components are outsourced
due to lack of relevant ICT skills internally, desire for quality and at the need to
cut costs by outsourcing non-core areas.

Lack of skills 51

Lack of resources 48

Quality purpose 42

Financial more
37
feasible

Figure 7: Reasons for outsourcing in the provincial government


2.1.7. Information and e-Security
2.1.7a. Security Technologies/Methods
Information security is a significant concern for any organisation dependent on
computer systems for effective operation, be it public or private. The network
boundaries have become difficult to pin point, let alone to defend. Authorised
users have become even more dangerous than those that need to breach the
security systems to get inside the network.

Controlling access 86

Keep systems patched 65

User aw areness 63

Monitoring 55

Layered security 51

Role specific security (deciding upon
43
access and privilege)

Response team 40

Figure 8: e-Security Technologies

The research indicates that the majority of the provincial departments
countrywide have invested on controlling access (86%), by determining what is
allowed into the department’s network. However, the research reveals that the
departments still saw all the security measures as discrete elements. For
provincial departments to be fully protected they should adopt a ‘holistic
approach’ to e-security.

It is arguable that the provincial departments will continue to use controlling
access security technology, as it is the departments’ responsibility to determine
what is allowed into the department’s network. One of the highly recommended
practices is to make access decisions on the premise of blocking everything, and
only allowing what is needed to conduct business.

User awareness technology is also expected to continue getting stronger as
users are the champions of ensuring systems safety and/or high risk resources
to minimise possible attacks to the department systems.


2.1.7b. Common Security Policies used by the department

Anti-virus 92

Pass w ord 75

Router and sw itch security 69

Remote access 58

Wireless communication 57

Acceptable use 53

Risk assessment 42

Audit 39

VPN 37

Acceptable Encryption 33

Dial in access 29

Information sensitivity 27

Automatically Forw arded e-mail 24

ASP 19

Extranet 14

Analog line 13

Internal lab security 12

ASP standards 9

Figure 9: e-Security Policies

Policies governing the e-security systems put in place are just as important as
the security methods themselves. The research reflects that the most commonly
used policy in the departments is Anti-virus policy, which has been reported by
92% of the respondents. The Anti-virus policy establishes requirements that
must be met by all computers connected to the department’s network to ensure
effective detection and prevention. There is less commonality in other respects.

Security Software used by the departments includes:
• Antivirus – Norton, Trend, Macafee, Nod32
• Firewalls – SITA, Norton, Linux operating system (Open Source)
• Antispam – Symantec Norton, Trend, Guava


2.1.8. Future ICT Investments

According to ForgeAhead’s 2008 ICTs in Government Research, a large part of
the R3 billions ICT budget will be spent on acquiring new personal computers,
laptops, printers, bandwidth extension, VoIP and website development within the
next 24 months.

Personal Computers 72

Printers 62

Internet /Bandwidth extension 59

Voice over IP (VoIP) 52

Website 49

Portal Technology 44

Total Departmental Upgrade 43

Data Warehousing 42

System Integration 42

Call Centre 35

Database system 31

Integration software 27

Satellite Technology 20

Radio/Microwave link 20

Leased lines 20

Financial systems 19

ERP systems 15

eCommerce portal 15

CRM 11

Figure 10: Departments’ Future Investment Index

2.1.8a. Acquisition of New Hardware

Hardware acquisition is expected to be an ongoing investment in the public
sector because of expected obsolescence. Some of the provincial departments
are considering ‘leasing’ as compared to purchasing hardware and they are
basing their thoughts on calculations that include reduced ownership risk,
payment predictability and flexibility.


2.1.8b. Bandwidth Extension

The future Investment graph also indicates that departments are facing an ever-
increasing number of users demanding more and more information, which needs
greater bandwidth. Hence, three in five departments are considering extending
their bandwidth.

2.1.8c. Voice over Internet Protocol
More than half of the provincial departments are expected to take advantage of
the proposed upgrade to the GCCN (to NGN status) to enable voice calls to be
made over the Internet. This trend is attributed to the expected reduction high
cost of telephone services available through the voice networks.

2.1.8d. Data Warehousing
Data is becoming critical to government departments as it is gathered into a
central repository from which it is analysed to produce reports that are used by
management to support the decision-making processes. Warehousing makes
sense when management wants to restructure data or do periodic reviews or
analyse the data in a particular way.

2.1.8e. System Integration
More functions and processes in government departments are outsourced and
interoperability is encouraged. Legacy IT systems are fragmented but systems
integration extends their usable life. Furthermore, the need for data integration
has expanded far beyond data warehousing to encompass all types of analytical
and operational initiatives. Hence, provincial government is beginning to ride the
wave of data integration solutions.


2.1.9. ICT Projects

In the 2008 ForgeAhead ICT in Government Research, the provincial
departments have reported the existence of over 265 ICT projects.

43

35

12

4 3 3

Delayed

Aborted/Failed
Not yet started
Completed

Postponed
In Progress

Successful

Figure 11: Status of ICT Projects in Provincial Government

The findings clearly indicate that most of the 265 ICT projects reported for
Financial Year 2006 to 2008 are a clear indication that strides are being taken to
implement ICTs to enhance service delivery. However, the research reveals that
the majority of these ICT projects are being undertaken in isolation, within the
provinces where the concept of shared services is not being fully explored.

2.1.9a. Current ICT Projects in the departments

2.1.9a (i) Network Connectivity, Upgrade and Renewal

The departments are increasing their investment in ICT infrastructure by means
of providing and improving ICT connectivity and this is largely seen in the
schools, health institutions, libraries and agriculture districts.

A number of provincial departments have confirmed that they are upgrading
their infrastructure network to address the instability of the current network that
has been plaguing the system. Investing in providing and improving connectivity


is motivated by the need to address the instabilities of the current network and
productive 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 has
driven both public and private organisations to develop both disaster recovery
and business continuity plans. The findings reveal that most of the provincial
departments are implementing Disaster Centres.

2.1.9a (iii) Enterprise Content Management

Third on the list of current ICT projects is Enterprise Content Management
(ECM), reported by a number of departments. The departments are driven to
deploy 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 experience

2.1.9a (iv) Master System Plan

The Master System Plan (MSP) essentially defines the road map to be followed
by a department in ensuring effective usage of ICT technologies to improve
service delivery and achieve other governmental objectives. The number of
provincial departments developing MSPs has increased. The MSPs advocate the
consolidation 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 and
integrated IT architecture framework, as well upgrading and replicating solutions
across different departments.

The MSP covers the following areas:


• Business processes analysis
• Production of an inventory of government information systems
• Analysis of skills gaps
• Reverse engineering or application metadata extraction

2.1.9a (v) Website development
The departments are developing their website as this is a critical component
where contact is made with stakeholders. This activity is largely outsourced due
to quality (professionalism) requirements in order not only to maximise the
department’s presence, but also to comply with set website information
provision best practice.

2.1.9 (vi) GIS
Geographical Information Systems (GIS) has become an important tool for
decision-making in government departments in order to improve service
delivery. The large numbers of Local Government and Housing departments that
are 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
• VPN


2.1.9b. Completed ICT projects

The 35% completed ICT projects that the departments have reported includes
the following:
• MSP implementation
• Network upgrade
• Server upgrade
• Website development
• Call Centre
• Mail Servers.

2.1.9c. Delayed and Failed ICT Projects

According to the findings, about 3% of the ICT projects in provincial government
fail due to:
• Budget constraints
• Initiator of the project leaving the department
• User requirements not being met


3. Provincial Departments Overview

3.1. Health

There is an obvious need to bring ICT connectivity to the South African health
sector. This task needs to occur alongside the provision of basic health
information infrastructure, which is the responsibility of the government.
However, extensive provision of ICT is beyond the financial resources of the
government alone. Partnership with donors and the private sector will therefore
be a critical success factor.

3.1.1. ICT Projects

3.1.1a. Completed ICT projects
Overall 24 ICT projects were successfully implemented in the last two years
within the various Health departments in the country’s nine provinces. These
projects 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 Upgrade


• 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 Joseph

3.1.1b. Current ICT Projects
The 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 System

3.1.2. ICT Budget in Health Cluster
The research findings show that more than R427 million ICT budget will be spent
on provincial departments’ e-Health to ensure that it improves the people’s
health status through optimal use of ICT.

3.1.3. Future ICT Investment
To ensure e-Health in the provincial government, the departments will use their
ICT budgets to acquire:

• New PC/Laptops and Printers (reported by 5 departments)
• Data Warehousing (4 departments)
• Call Centre (4 departments)
• System Integration (3 departments)


3.1.4. General ICT Trends in Health

All of the Provincial Health Departments that responded to the study are
supporting more than 1 000 PC users and the technology is generally accessed
via GCCN (7), Cellular Network (6), and ISDN (5).

Four departments reported using Dial-up, Leased Lines, Wireless Broadband and
VPN. Four of the seven Health Departments have reviewed their IT systems and
software in 2006, while three departments have been reviewing their systems in
the 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

DRP 7

ICT Strategy 7

3G 6

SMS Technologies 6

Cell Phones 5

eGov Plan 4

MSP 4

Intranet 4

PDA 3

VoIP 2

Figure 12: Policies in the Health sector departments

The above graph indicates that the majority of the departments in the Health
cluster have the following policies, strategies and/or plans:

• Procurement & Human Resource
• Disaster Recovery Plan
• ICT strategy
• Usage of 3G, SMS and cell phone technologies


3.2. Social Development

A common challenge facing Social Development departments is accessibility by
people for assistance. This is made more difficult by the current filing system
where files are easily duplicated, lost and misplaced. Meanwhile, the same
applicant 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 a
single point of access to all files.

ICTs in Social Development need to ensure:

• Effective accountability and monitoring of service delivery within the
departments
• 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 decisions


3.3. ICT Projects

3.3.1. Completed ICT Projects

The Social departments have reported the following 13 successful ICT projects
within 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 Management

3.3.1b. Current ICT Projects

The current ICT projects within the Social Development cluster include:

• Rural Connectivity
• MSP
• Change to Active Directory
• Website and Intranet Development
• Banapele

3.3.2. ICT Budget
The Social Development cluster has 4% of the ICT budget allocation, totalling
R87 million as reported by five provincial departments.


3.3.3. ICT Future Investment
The Social Development cluster is gearing to make major investments in the
following areas:
• VoIP (6 departments)
• Acquisition of new PC/Laptops and Printers (5 departments)
• Database System (4 departments)

3.3.4. Policies/Plans/Other Technologies
Procurement 6
Skills development plan 5
DRP 5
ICT Strategy 6
3G 6
SMS Technologies 2
Cell Phones 5
eGov Plan 3
MSP 3
Intranet 4
PDA
VoIP 2

Figure 13: Policies in the Social Development sector

The above graph indicates that the majority of the departments in the Social
Development cluster have the following policies, strategies and/or plans:

• Procurement, Human Resource and ICT related policies are in place in this
cluster
• Disaster Recovery Plan is in place
• Usage of PDA, SMS and cell phone technologies within the departments is
minimal


3.4. Education
Advances in ICTs globally are rapidly expanding learning opportunities and
access to educational resources beyond those immediately or traditionally
available. It is therefore critical that the South African education and training
system takes advantage of these technological changes. The question regarding
the programme for improving the quality of education is not whether ICTs should
be introduced in teaching and learning but how successfully ICT is to be
introduced in education.

The e-Education Policy goal states that “every South African learner in the
general and further education and training bands will be ICT capable (that is, be
able to use ICTs confidently and creatively to help develop the skills and
knowledge they need to achieve personal goals and to be full participants in the
global community) by 2013”. It is therefore obvious that South African education
dare 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 Educators

3.4.1. ICT Projects
3.4.1a. 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


3.4.1b. Current Projects
• ICASA connecting 540 schools
• CSIR 25 Digital Doorway Systems
• Upgrade Network Infrastructure
• ECM Project
• GIS

3.4.1c Delayed ICT Project
• Development of SISP
• GIS
• e-Learning project
• Hardware to schools
• ICT training to officials & educators

ICT projects reported by the provincial Education departments indicate that e-
Education is being implemented across the country’s provincial departments, but
the rate is minimal when compared to the challenges facing the sector.

3.4.2. ICT Budget
According to ForgeAhead’s findings, provincial Education departments’ ICT
budgets amount to 8% of the total budget (R148, 250, 000), placing the
Education departments in fifth position. Given the mentioned challenges it is
clear that extensive provision of ICT is beyond the financial resources of the
government alone. Partnerships with donors and the private sector will therefore
be a critical success factor.

In the next 12 to 24 months, a major chunk of ICT investment in the Education
sector in will go to:

• Acquisition of new PC/Laptops and Printers (6 departments)
• Website Development (5 departments)
• Bandwidth Extension (3 departments)


3.5. Treasury

About five treasury departments across the country have reported approximately
25 ICT Projects that include both completed and incomplete projects.

3.5.1. ICT Projects
3.5.1a. Completed ICT Projects
• BAS Implementation
• Electronic Registry
• Hardcat Register
• MSP
• Network and Server Upgrade
• Novel Network Upgrade
• Server Consolidation
• Training Centres Upgrade
• Zenwork Implementation

3.5.1b. Current Projects
• EDSM
• Intenda Implementation
• Inventory System
• MSP
• Network Infrastructure Installation
• PBS implementation
• Radio Link
• Website

3.5.2. ICT Budget
Treasury’s ICT budget amounts R247 million as reported by seven departments,
which gives this cluster of departments 14% of the total budget.



Major investment areas for provincial Treasury departments are:

• Acquisition of New PC/Laptops and Printers (4 departments)


3.6. Office of the Premier

3.6.1. ICT Project in the Premiers’ Office

Of the 19 ICT projects reported by seven Offices of the Premier, 32% were
successfully implemented and they include:
• Storage Area Network (SAN)
• Campus Network
• Server Room Upgrade
• Backup Solution
• Procured PC
• CATS Installation

3.6.1a. Current ICT projects include:

• Provincial VPN
• ICT Hub (Supplying farmers with information)
• ICT Audit
• MSP development
• BCP/DRP
• Network upgrade
• SISP
• Provincial WAN
• ECM


3.6.2. ICT Budget
The provincial OTPs ICT budget is R127 million, which is 7% of the total ICT
budget in the provincial government.

Major investment areas for provincial OTP departments are:
• Portal Technology (6 department)


3.7. Public Works, Roads & Transport

3.7.1. ICT Projects
Out of 21 ICT projects reported by the Public Works, Roads and Transport
cluster in the previous two years, only four were identified as successful.

Projects Status
Rental Admin Solution Completed
Asset Register Completed
Server Consolidation Completed
MSP Completed
Up-grade of Wan Delayed
Portal In Progress
Data Warehousing In Progress
GIS In Progress
Novell Project In 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 Kiosk In Progress
LAN Upgrade In Progress
ECM Not Yet Started
Fleet Management Not Yet Started
Master Systems Plan Not Yet Started
WAN Upgrade Not Yet Started

Table 4: Status of ICT projects in the Public Works, Roads and Transport sector

3.7.2. ICT Budget
The Public Works, Roads and Transport ICT budget is R120 million

Provincial Public Works, Roads and Transport departments will invest in:
• Software Integration (4 departments)


3.8. Local Government and Housing

3.8.1. ICT Projects
Twenty-nine percent of the reported ICT projects within the Local Government
and Housing departments are completed.

Projects Status

Enhance Housing Demand Database Completed
Active Director Completed
Mails Servers Completed
EDSM Completed
Exchange Completed
ERMS (Enterprise Risk Management System) Completed
Database Management System Completed
Infrastructure Completed
GIS Project Completed
Master System Plan Completed
Website Development Completed
Strategic Alignment Management Completed
Survey System Delayed
Exis In Progress
eKaya In Progress
Occupancy Database In Progress
Torps In Progress
Retro In Progress
Debit In Progress
HR Management System In Progress
Rental Tribunal In Progress
GIS In Progress
Office Automation In Progress
Disaster Centres In Progress
Maintaining and Up-grading of GIS/MIS for the Department In Progress
Introducing ICT in Local Government In Progress
Active Directory In Progress
Enterprise Content Management In Progress
HER In Progress
Municipal Information System In Progress
Township Housing Purchase System In Progress
Performance Management System Not Yet Started
Recruiting System Not Yet Started
Reporting System Not Yet Started
Training Management Database Not Yet Started
Contracts Management Database Not Yet Started
Customer Support Centre (Call centre) Postponed
Housing Claims Tracking System Postponed
Procurement System Postponed
Assets and Helpdesk System Postponed
Library System (PALS) Postponed

Table 4: Status of ICT projects in the Local Government and Housing sector


3.8.2. ICT Budget
The combined/reported ICT budget for Local Government and Housing
departments across the provinces is R75 million.

Major investment areas for provincial Local Government and Housing
departments are:
• Software Integration (5 departments)
• Portal Technology (8 departments
• Financial System (4 departments)

3.9. Agriculture
3.9.1. ICT Projects
The Agriculture departments reported an ICT budget of R56 million and are
expected to complete eight current ICT projects.

Projects Status

IP Network Completed
LAN installation at Satellite Offices Completed
MSP Project Completed
Security System Completed
Wireless Application Completed
Connectivity to All Sites In Progress
Data Warehousing In Progress
Disaster Recovery Plan and Backup Plan In Progress
Infrastructure Upgrade In Progress
Portal and Intranet implementation In Progress
Radio Networks In Progress
Soil Conservation Software In Progress
Website Development In Progress
Hardware and Software Installation Not Yet Started
Infrastructure and Servers Upgrade Not Yet Started
MSP Not Yet Started
Network Upgrade Not Yet Started

Table 5: Status of ICT projects in the Agriculture sector



Major investment areas for provincial Agriculture departments are:

3.10. Economic Affairs

3.10.1. ICT Projects

With an ICT budget of R48 million, the departments of Economic Affairs are
aiming to complete five current ICT projects. They have reported nine
successfully completed ICT projects.

Project Status

BPR (Business Process Re-engineering Completed
MSP Completed
Video Conferencing Completed
Server Roll-out Completed
Assert Register Completed
Consumer System Completed
Liquor System Completed
Business Funding System Completed
Network Infrastructure Development Completed
LAN Upgrade In progress
Bandwidth Upgrade In progress
VoIP In progress
PBS In progress
Website Development In progress

Table 5: Status of ICT projects in the Economic Affairs department


3.11. Sport, Recreation, Art, Culture & Tourism

3.11.1. ICT Projects

The combined ICT budget for Sport, Recreation, Arts, Culture and Tourism
amounts to R41.3 million and 19 ICT projects across the provinces have been
reported in the 2008 survey.

Projects Status

MSP Completed
Networking of Libraries Completed
Email Server Completed
MIS Delayed
Networking of Offices (5 Districts) In Progress
Infrastructure Cabling In Progress
Intranet In Progress
WAN Connection In Progress
Infrastructure In Progress
MSP In Progress
Infrastructure Upgrade In Progress
Records Management Not Yet Started
Web Portal Development Not Yet Started
Database Design Not Yet Started
Voice Over IP Not Yet Started
MSP Redesigning Postponed
EDMS Aborted

Table 6: Status of ICT projects in the Sport, Recreation, Art, Culture and Tourism sector

3.12. Shared Services Centres

A shared service is often defined as the consolidation of administrative support
functions, like Human Resources (HR), Finance, IT and Procurement from
several agencies into a single, stand-alone entity as efficiently and effectively as
possible. "This definition is becoming the reality, since most of the shared
services solutions implemented locally (e.g. GSSC and C-eInnovation) focus on
common areas such as financials, IT and HR".


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