This document provides a national overview of ICT use in provincial and local governments in South Africa in 2008. It describes the key stakeholders and policy environment. It finds that most provincial governments had basic ICT infrastructure like internet connectivity, email, and financial systems. Mobile technology like cell phones was widely used. Skills shortages remained a challenge and security policies needed improvement. Future ICT investment plans included expanding bandwidth, implementing voice over IP, and integrating systems. [END SUMMARY]
This document outlines Bihar's 2011 Information and Communication Technology (ICT) Policy. The policy governs the state's vision to implement and oversee IT enablement through guidelines. It covers ICT policies for industry, education, governance, and citizens. It also discusses improving business and social infrastructure to support ICT, including airline connectivity, road connectivity, power supply, communication links, real estate, and retail/entertainment hubs. The overall goal is to promote ICT development and usage across key sectors in Bihar.
Endpoint security is one of the oldest areas of information security, with the first commercial products having become available in the late 1980s. The market for endpoint security products remained relatively small until the introduction of the Mosaic browser and the commercialization of the World Wide Web in the mid-1990s. Once enterprise organizations connected internal networks to the public Internet, endpoint security software evolved from a niche product to an information security requirement. This situation remains today: As this report indicates, endpoint security software is regularly installed on around 90% of Windows PCs and is gaining popularity on other PC platforms and mobile devices.
Les ministres français et allemand de l'Economie, Bruno Le Maire et Peter Altmaier, ont présenté jeudi un document de 40 pages sur le futur cloud européen.
Montana Videoconferencing Strategic Plan Final Report June 12 ...Videoguy
The Montana Videoconferencing Strategic Plan provides recommendations for the future of videoconferencing services in Montana. It recommends continuing to support current METNET services while establishing H.323 as the future standard and accelerating the transition to IP-based SummitNet II. It also suggests aggressively pursuing partnerships with other providers through a trial program with the Courts and evaluating long-term outsourcing options. Additionally, it proposes revising the METNET chargeback model and implementing stronger supplier management and marketing initiatives to increase utilization.
This document provides an overview of child safety and security in K-12 schools in India. It is divided into four parts.
Part One examines the current state of safety in schools through data on reported crimes against children, student perceptions of safety, and unique safety challenges in schools. It finds that schools are generally considered safer for children than other environments like streets or even homes.
Part Two provides key policy recommendations to improve safety based on input from child experts. Part Three discusses the legal framework around school safety. It outlines the rights of children and the obligations and standards of care required of schools.
Part Four presents a toolkit for schools to implement safety, including essential policies, documentation, a student safety policy template,
Georgia Enterprise Technology Strategic Plan 2020State of Georgia
The Georgia Enterprise IT Strategic Plan 2020 is intended
to assist state government’s technology and business
leaders in making informed technology decisions for their
agencies. It establishes focus areas and goals for the state’s
IT enterprise over the next six years.
The plan does not replace the business-oriented plans
of individual state agencies. As a secondary planning
document, it assists agencies in aligning their use of
technology with the direction established for the state’s
IT enterprise. Technologies highlighted in the plan can
be used by all state agencies regardless of their mission
or complexity.
This document provides a summary of the informal sector involved in waste recycling in Egypt. It describes the various actors in the informal recycling economy, including traditional waste collectors, roamers, peddlers, and middlemen. It also outlines the formal actors in Egypt's solid waste system, including local governments, ministries, private companies, donors, and residents. The document then analyzes the institutional framework of informal waste workers, including their business aspects, livelihoods, challenges, and efforts of non-profit groups. It also assesses Egypt's legal framework related to solid waste management and integration of informal workers. In conclusion, the document presents an overview of Egypt's informal waste recycling sector and efforts to integrate these workers formally.
This document outlines Bihar's 2011 Information and Communication Technology (ICT) Policy. The policy governs the state's vision to implement and oversee IT enablement through guidelines. It covers ICT policies for industry, education, governance, and citizens. It also discusses improving business and social infrastructure to support ICT, including airline connectivity, road connectivity, power supply, communication links, real estate, and retail/entertainment hubs. The overall goal is to promote ICT development and usage across key sectors in Bihar.
Endpoint security is one of the oldest areas of information security, with the first commercial products having become available in the late 1980s. The market for endpoint security products remained relatively small until the introduction of the Mosaic browser and the commercialization of the World Wide Web in the mid-1990s. Once enterprise organizations connected internal networks to the public Internet, endpoint security software evolved from a niche product to an information security requirement. This situation remains today: As this report indicates, endpoint security software is regularly installed on around 90% of Windows PCs and is gaining popularity on other PC platforms and mobile devices.
Les ministres français et allemand de l'Economie, Bruno Le Maire et Peter Altmaier, ont présenté jeudi un document de 40 pages sur le futur cloud européen.
Montana Videoconferencing Strategic Plan Final Report June 12 ...Videoguy
The Montana Videoconferencing Strategic Plan provides recommendations for the future of videoconferencing services in Montana. It recommends continuing to support current METNET services while establishing H.323 as the future standard and accelerating the transition to IP-based SummitNet II. It also suggests aggressively pursuing partnerships with other providers through a trial program with the Courts and evaluating long-term outsourcing options. Additionally, it proposes revising the METNET chargeback model and implementing stronger supplier management and marketing initiatives to increase utilization.
This document provides an overview of child safety and security in K-12 schools in India. It is divided into four parts.
Part One examines the current state of safety in schools through data on reported crimes against children, student perceptions of safety, and unique safety challenges in schools. It finds that schools are generally considered safer for children than other environments like streets or even homes.
Part Two provides key policy recommendations to improve safety based on input from child experts. Part Three discusses the legal framework around school safety. It outlines the rights of children and the obligations and standards of care required of schools.
Part Four presents a toolkit for schools to implement safety, including essential policies, documentation, a student safety policy template,
Georgia Enterprise Technology Strategic Plan 2020State of Georgia
The Georgia Enterprise IT Strategic Plan 2020 is intended
to assist state government’s technology and business
leaders in making informed technology decisions for their
agencies. It establishes focus areas and goals for the state’s
IT enterprise over the next six years.
The plan does not replace the business-oriented plans
of individual state agencies. As a secondary planning
document, it assists agencies in aligning their use of
technology with the direction established for the state’s
IT enterprise. Technologies highlighted in the plan can
be used by all state agencies regardless of their mission
or complexity.
This document provides a summary of the informal sector involved in waste recycling in Egypt. It describes the various actors in the informal recycling economy, including traditional waste collectors, roamers, peddlers, and middlemen. It also outlines the formal actors in Egypt's solid waste system, including local governments, ministries, private companies, donors, and residents. The document then analyzes the institutional framework of informal waste workers, including their business aspects, livelihoods, challenges, and efforts of non-profit groups. It also assesses Egypt's legal framework related to solid waste management and integration of informal workers. In conclusion, the document presents an overview of Egypt's informal waste recycling sector and efforts to integrate these workers formally.
The document describes indicators and methodology to measure the role of livestock in livelihoods and gender dynamics. It outlines 6 indicators related to: 1) livestock ownership and importance as an asset; 2) access to technologies and services; 3) livestock production and productivity; 4) labor use in livestock systems; 5) contribution of livestock to income; and 6) role of livestock in food security. For each indicator, it provides the rationale and describes the data needed and calculations. The focus is on collecting sex-disaggregated data on livestock ownership, use of inputs/services, and roles/work to understand gender dynamics within livestock systems.
This document provides an operational manual for the Leveraging ICT for Growth, Employment and Governance Project funded by the World Bank in Bangladesh. It outlines the project background, objectives, components and administrative arrangements. The project aims to support the growth of Bangladesh's IT/ITES industry and development of e-governance foundations. It will do so through activities like job training programs, industry promotion, developing national enterprise architecture and information security governance. The document provides details on implementation structures, procurement guidelines, financial management and monitoring and evaluation of the project.
ICT integration in education : training handout (maths and science)KarnatakaOER
The aim of this document is to provide an overview for high school teachers for introducing
students to Basic Digital Literacy as well as for integration in subject teaching learning for maths and science. This
material is also intended to be used by teachers for their professional developmen
African science, technology and innovation review 2013Dr Lendy Spires
The generation, diffusion and application of technology in the public and private sectors to meet economic and social aspirations and challenges, have been one of the drivers of Africa’s success in the last decade. The visible face of the contribution of technology to Africa’s socio-economic success story include the rapid diffusion of mobile communication technologies that have opened up new business opportunities, created jobs, especially for the youth and women and connected more people to modern communication systems, as well as the rapid uptake of anti-retroviral drugs that are extending and improving the quality of the lives of mil-lions of HIV/AIDs infected people.
There is hope that Africa can leapfrog several stages of development by capitalizing on the abundant technologies to improve the lives of its citizens. For this to happen, policy makers and industrialists would require some basic, but critical, data that can inform and support policy making and business decisions in the STI area. This Review is but one of the efforts to institute processes for broad-based STI data collection and analysis of emerging national and regional trends, presented in a way that reflects the needs of STI policy makers.
This first Africa STI Review has four main objectives:
• Provide sound data or evidence to enable member States to make informed policy decisions in the areas of science and technology;
• Serve as a powerful and useful resource for researchers, analysts, civil society and media wishing to understand the levels of technological and industrial development on the continent;
• Help member States track and monitor their performance over a period of time in a wide range of STI-related issues; and
• Inspire member States, academia, industrialists and not-for-profit organizations and their institutions and experts to design tools needed to collect, sort, analyse and visualize STI data at the national and regional levels.
It is further anticipated that this review will inspire various interest groups at the national level to collect data that can inform policy making and policy learning. It is as important to document and demonstrate that data is missing as it is to present data that exists. It is also critical to ensure that available data is correct, of high quality and up to date. Future reviews of this series, and that of the AU-NEPAD African Science, Technology and Innovation Indicator (ASTII) initiative, must strive to stimulate improved collection and analysis of relevant data beyond research and development (R&D) and innovation to include the impact of STI on development. The increasing importance of innovation Over the last two centuries, the pace of technological development has grown exponentially, leading to formalization and professionalization of R&D activities. Innovation is now a key determinant of the competitiveness of firms and economies.
This document discusses harnessing the Internet of Things (IoT) for global development. It defines the IoT and how it is emerging through connectivity of physical objects via sensors and networks. The IoT can benefit several development sectors such as healthcare, water/sanitation, agriculture, climate resilience, and energy access. However, challenges to deploying the IoT in developing countries include technical issues, lack of policies and standards, security/privacy concerns, and limited infrastructure. The document provides recommendations to support the IoT, including expanding connectivity and coordinating stakeholders.
Disrupting Websites is just the beginning. Using DijiToks Platform is the best way to use all types of content and subject matter information into a guided experience to a Decision.
This document provides a report from the Vision 2020 National Technical Working Group on Agriculture & Food Security. It presents an assessment of Nigeria's agricultural sector, outlines a vision and strategic plan to transform the sector by 2020, and proposes an implementation roadmap and monitoring framework. The report finds that while agriculture currently contributes 42% of GDP, productivity has remained low due to issues like low mechanization, outdated land policies, and underinvestment. It sets a vision for a modern, technology-driven agricultural sector that ensures food security and foreign exchange. Goals, strategies and initiatives are established around increasing production, promoting agribusiness, and developing enabling infrastructure and institutions to realize this vision by 2020.
My Capstone project from my MBA class in 2008.
This was done before Google acquired admob. One our recommendations was invest more in mobile ads platform. :)
California enterprise architecture_framework_2_0ppalacz
The document provides an overview of the California Enterprise Architecture Framework Version 2.0 (CEAF 2.0). It defines enterprise architecture and outlines its benefits, including better alignment of IT with business goals, improved service delivery, and reduced costs. CEAF 2.0 is a framework that guides the development of enterprise architectures within and across state agencies using components like architecture domains, principles, and reference architectures. It recommends state agencies establish architecture teams to provide services such as assisting with strategies, portfolio rationalization, and standards establishment. The framework's target architecture vision and reference architectures provide best practices for shared solutions across the state.
This report summarizes the findings of an evaluation of the Impact of Project XPDITTE, an Intel Teach Pre Service teacher training program conducted by Learning Links Foundation.
Key findings include:
1) The training helped improve the ICT skills and preparedness of both teacher educators and student teachers to integrate technology into education.
2) Both teacher educators and student teachers reported increasing their use of ICT after the training, with teacher educators using a variety of technologies and student teachers delivering more technology-aided lessons.
3) The training had positive impacts at the institutional level, with more colleges dedicating time and resources to ICT integration after participating in the program.
Analysis of national and international eu regulationKarlos Svoboda
This document provides an analysis of existing ethical regulations concerning the integration of artificial entities into human society or the human body. It discusses regulations related to robots, autonomous software agents, and bionics at both the international and European level. The document is divided into a general part that discusses fundamental challenges and principles, and a specific part that analyzes special aspects regarding responsibility for robots, data protection, and existing opinions on bionics. Overall, the report aims to present the current status of regulations while identifying topics that would benefit from further discussion and potential new regulations.
Information Technology Disaster Recovery Guide - ABC Bank (redacted)Stephen White
This document provides a disaster recovery guide for ABC Bank. It outlines ABC Bank's current IT infrastructure, which includes servers and applications located across multiple sites. It then details the objectives, risks, preparation, and procedures for recovering ABC Bank's IT systems and services in the event of a disaster that impacts the primary data center. The plan defines the disaster recovery team and processes for activating the plan, assessing damage, restoring backups, and recovering critical systems and applications from the disaster recovery site.
This document provides a summary of the status of renewable energy development in China as of October 2009. It covers various renewable technologies including wind, solar, biomass, biogas, liquid biofuels, and small hydropower. For each technology, it discusses resources, development goals and status, policies and regulations, investment trends, R&D activities, and barriers to development. Overall, it finds that while China has made progress in developing renewables, further policy and market enhancements will be needed to meet its ambitious 2010 renewable energy targets.
Towards a Knowledge Economy in ThailandJimena Luna
This document discusses strategies for Thailand to transition towards a knowledge economy. It finds that while Thailand has experienced strong economic growth in recent decades, productivity growth has been modest. The report examines international models of knowledge economies and makes recommendations for Thailand. Key recommendations include:
- Increasing investment in education to improve skills and expand tertiary education.
- Strengthening university and industry partnerships to facilitate technology transfer and commercialization of research.
- Raising public and private spending on research and development to promote innovation.
- Developing strong linkages between universities, public research institutions, and private industry.
The report analyzes education trends in Thailand and compares its performance on indicators like scientific publications and university-
This document provides an overview of implementing results-based management (RBM) in United Nations organizations. It identifies critical success factors for effective implementation, including having a clear conceptual framework, aligning programs and resources with long-term objectives, effective performance monitoring systems, and internalizing RBM. While approaches differ between organizations, harmonization is important. RBM requires long-term commitment and changing organizational culture.
This document presents the results of a study analyzing the global photovoltaic power potential by country. The study uses high resolution solar resource and other geospatial data to estimate the theoretical, practical, and economic potential for solar PV development in each country. The theoretical potential represents the total solar energy available without constraints, while the practical potential accounts for physical and environmental exclusions. The economic potential limits the analysis to locations where PV is cost competitive based on levelized cost of energy calculations. Key findings show significant PV potential globally, with the practical potential able to supply multiple times current global electricity demand.
The document provides an overview of Greece's debt crisis from its entry into the EU in the 1980s until the present day. It describes Greece's struggles with macroeconomic imbalances and high inflation in the early period. It then discusses Greece joining the Eurozone in 2000 and experiencing a spending boom funded by debt, as well as political scandals that weakened the economy. The crisis began in 2010 when Greece could no longer repay its debt and had to accept bailout loans from the EU and IMF, the conditions of which caused economic hardship and unrest. Options for Greece's future path are also considered.
ICT for Local Government - ensuring profitability while enhancing service del...Allison Hornery
This document discusses how information and communication technology (ICT) can help ensure profitability while enhancing citizen services for governments. The key drivers are identified as better performance, reduced costs, improved efficiency, faster responses, and better customer service. ICT can help through the use of data to improve efficiency, understanding business processes, analyzing transaction process problems, and performing investment analysis. An investment logic mapping process is outlined to link drivers and objectives to changes, enablers, benefits, and key performance indicators to measure outcomes. Potential ICT partners and sources of financial support are provided.
The document provides information on various attractions to see in District 1 of Ho Chi Minh City, Vietnam. Some of the highlights mentioned include City Hall, the Opera House, Notre Dame Cathedral, the Central Post Office designed by Gustave Eiffel, the Botanical Gardens, the Reunification Palace, the History Museum, Ben Thanh Market, Dong Khoi Street, the Fine Arts Museum, Pham Ngu Lao area, Jade Emperor Pagoda, mosques, Hindu temples, churches, parks, and the Bitexco Financial Tower. Local insights are provided for some locations.
ICT for Local Government - better service deliveryAllison Hornery
This document discusses how local governments can use information and communication technologies (ICT) to improve service delivery to citizens. It provides examples of ICT applications that have enabled more efficient and effective services, engagement with stakeholders, and transparency and accountability. The document advocates choosing the right services to transform with ICT, understanding the benefits and limitations of different delivery channels, piloting emerging technologies, collaborating with other organizations, and establishing benchmarks to measure success.
The document describes indicators and methodology to measure the role of livestock in livelihoods and gender dynamics. It outlines 6 indicators related to: 1) livestock ownership and importance as an asset; 2) access to technologies and services; 3) livestock production and productivity; 4) labor use in livestock systems; 5) contribution of livestock to income; and 6) role of livestock in food security. For each indicator, it provides the rationale and describes the data needed and calculations. The focus is on collecting sex-disaggregated data on livestock ownership, use of inputs/services, and roles/work to understand gender dynamics within livestock systems.
This document provides an operational manual for the Leveraging ICT for Growth, Employment and Governance Project funded by the World Bank in Bangladesh. It outlines the project background, objectives, components and administrative arrangements. The project aims to support the growth of Bangladesh's IT/ITES industry and development of e-governance foundations. It will do so through activities like job training programs, industry promotion, developing national enterprise architecture and information security governance. The document provides details on implementation structures, procurement guidelines, financial management and monitoring and evaluation of the project.
ICT integration in education : training handout (maths and science)KarnatakaOER
The aim of this document is to provide an overview for high school teachers for introducing
students to Basic Digital Literacy as well as for integration in subject teaching learning for maths and science. This
material is also intended to be used by teachers for their professional developmen
African science, technology and innovation review 2013Dr Lendy Spires
The generation, diffusion and application of technology in the public and private sectors to meet economic and social aspirations and challenges, have been one of the drivers of Africa’s success in the last decade. The visible face of the contribution of technology to Africa’s socio-economic success story include the rapid diffusion of mobile communication technologies that have opened up new business opportunities, created jobs, especially for the youth and women and connected more people to modern communication systems, as well as the rapid uptake of anti-retroviral drugs that are extending and improving the quality of the lives of mil-lions of HIV/AIDs infected people.
There is hope that Africa can leapfrog several stages of development by capitalizing on the abundant technologies to improve the lives of its citizens. For this to happen, policy makers and industrialists would require some basic, but critical, data that can inform and support policy making and business decisions in the STI area. This Review is but one of the efforts to institute processes for broad-based STI data collection and analysis of emerging national and regional trends, presented in a way that reflects the needs of STI policy makers.
This first Africa STI Review has four main objectives:
• Provide sound data or evidence to enable member States to make informed policy decisions in the areas of science and technology;
• Serve as a powerful and useful resource for researchers, analysts, civil society and media wishing to understand the levels of technological and industrial development on the continent;
• Help member States track and monitor their performance over a period of time in a wide range of STI-related issues; and
• Inspire member States, academia, industrialists and not-for-profit organizations and their institutions and experts to design tools needed to collect, sort, analyse and visualize STI data at the national and regional levels.
It is further anticipated that this review will inspire various interest groups at the national level to collect data that can inform policy making and policy learning. It is as important to document and demonstrate that data is missing as it is to present data that exists. It is also critical to ensure that available data is correct, of high quality and up to date. Future reviews of this series, and that of the AU-NEPAD African Science, Technology and Innovation Indicator (ASTII) initiative, must strive to stimulate improved collection and analysis of relevant data beyond research and development (R&D) and innovation to include the impact of STI on development. The increasing importance of innovation Over the last two centuries, the pace of technological development has grown exponentially, leading to formalization and professionalization of R&D activities. Innovation is now a key determinant of the competitiveness of firms and economies.
This document discusses harnessing the Internet of Things (IoT) for global development. It defines the IoT and how it is emerging through connectivity of physical objects via sensors and networks. The IoT can benefit several development sectors such as healthcare, water/sanitation, agriculture, climate resilience, and energy access. However, challenges to deploying the IoT in developing countries include technical issues, lack of policies and standards, security/privacy concerns, and limited infrastructure. The document provides recommendations to support the IoT, including expanding connectivity and coordinating stakeholders.
Disrupting Websites is just the beginning. Using DijiToks Platform is the best way to use all types of content and subject matter information into a guided experience to a Decision.
This document provides a report from the Vision 2020 National Technical Working Group on Agriculture & Food Security. It presents an assessment of Nigeria's agricultural sector, outlines a vision and strategic plan to transform the sector by 2020, and proposes an implementation roadmap and monitoring framework. The report finds that while agriculture currently contributes 42% of GDP, productivity has remained low due to issues like low mechanization, outdated land policies, and underinvestment. It sets a vision for a modern, technology-driven agricultural sector that ensures food security and foreign exchange. Goals, strategies and initiatives are established around increasing production, promoting agribusiness, and developing enabling infrastructure and institutions to realize this vision by 2020.
My Capstone project from my MBA class in 2008.
This was done before Google acquired admob. One our recommendations was invest more in mobile ads platform. :)
California enterprise architecture_framework_2_0ppalacz
The document provides an overview of the California Enterprise Architecture Framework Version 2.0 (CEAF 2.0). It defines enterprise architecture and outlines its benefits, including better alignment of IT with business goals, improved service delivery, and reduced costs. CEAF 2.0 is a framework that guides the development of enterprise architectures within and across state agencies using components like architecture domains, principles, and reference architectures. It recommends state agencies establish architecture teams to provide services such as assisting with strategies, portfolio rationalization, and standards establishment. The framework's target architecture vision and reference architectures provide best practices for shared solutions across the state.
This report summarizes the findings of an evaluation of the Impact of Project XPDITTE, an Intel Teach Pre Service teacher training program conducted by Learning Links Foundation.
Key findings include:
1) The training helped improve the ICT skills and preparedness of both teacher educators and student teachers to integrate technology into education.
2) Both teacher educators and student teachers reported increasing their use of ICT after the training, with teacher educators using a variety of technologies and student teachers delivering more technology-aided lessons.
3) The training had positive impacts at the institutional level, with more colleges dedicating time and resources to ICT integration after participating in the program.
Analysis of national and international eu regulationKarlos Svoboda
This document provides an analysis of existing ethical regulations concerning the integration of artificial entities into human society or the human body. It discusses regulations related to robots, autonomous software agents, and bionics at both the international and European level. The document is divided into a general part that discusses fundamental challenges and principles, and a specific part that analyzes special aspects regarding responsibility for robots, data protection, and existing opinions on bionics. Overall, the report aims to present the current status of regulations while identifying topics that would benefit from further discussion and potential new regulations.
Information Technology Disaster Recovery Guide - ABC Bank (redacted)Stephen White
This document provides a disaster recovery guide for ABC Bank. It outlines ABC Bank's current IT infrastructure, which includes servers and applications located across multiple sites. It then details the objectives, risks, preparation, and procedures for recovering ABC Bank's IT systems and services in the event of a disaster that impacts the primary data center. The plan defines the disaster recovery team and processes for activating the plan, assessing damage, restoring backups, and recovering critical systems and applications from the disaster recovery site.
This document provides a summary of the status of renewable energy development in China as of October 2009. It covers various renewable technologies including wind, solar, biomass, biogas, liquid biofuels, and small hydropower. For each technology, it discusses resources, development goals and status, policies and regulations, investment trends, R&D activities, and barriers to development. Overall, it finds that while China has made progress in developing renewables, further policy and market enhancements will be needed to meet its ambitious 2010 renewable energy targets.
Towards a Knowledge Economy in ThailandJimena Luna
This document discusses strategies for Thailand to transition towards a knowledge economy. It finds that while Thailand has experienced strong economic growth in recent decades, productivity growth has been modest. The report examines international models of knowledge economies and makes recommendations for Thailand. Key recommendations include:
- Increasing investment in education to improve skills and expand tertiary education.
- Strengthening university and industry partnerships to facilitate technology transfer and commercialization of research.
- Raising public and private spending on research and development to promote innovation.
- Developing strong linkages between universities, public research institutions, and private industry.
The report analyzes education trends in Thailand and compares its performance on indicators like scientific publications and university-
This document provides an overview of implementing results-based management (RBM) in United Nations organizations. It identifies critical success factors for effective implementation, including having a clear conceptual framework, aligning programs and resources with long-term objectives, effective performance monitoring systems, and internalizing RBM. While approaches differ between organizations, harmonization is important. RBM requires long-term commitment and changing organizational culture.
This document presents the results of a study analyzing the global photovoltaic power potential by country. The study uses high resolution solar resource and other geospatial data to estimate the theoretical, practical, and economic potential for solar PV development in each country. The theoretical potential represents the total solar energy available without constraints, while the practical potential accounts for physical and environmental exclusions. The economic potential limits the analysis to locations where PV is cost competitive based on levelized cost of energy calculations. Key findings show significant PV potential globally, with the practical potential able to supply multiple times current global electricity demand.
The document provides an overview of Greece's debt crisis from its entry into the EU in the 1980s until the present day. It describes Greece's struggles with macroeconomic imbalances and high inflation in the early period. It then discusses Greece joining the Eurozone in 2000 and experiencing a spending boom funded by debt, as well as political scandals that weakened the economy. The crisis began in 2010 when Greece could no longer repay its debt and had to accept bailout loans from the EU and IMF, the conditions of which caused economic hardship and unrest. Options for Greece's future path are also considered.
ICT for Local Government - ensuring profitability while enhancing service del...Allison Hornery
This document discusses how information and communication technology (ICT) can help ensure profitability while enhancing citizen services for governments. The key drivers are identified as better performance, reduced costs, improved efficiency, faster responses, and better customer service. ICT can help through the use of data to improve efficiency, understanding business processes, analyzing transaction process problems, and performing investment analysis. An investment logic mapping process is outlined to link drivers and objectives to changes, enablers, benefits, and key performance indicators to measure outcomes. Potential ICT partners and sources of financial support are provided.
The document provides information on various attractions to see in District 1 of Ho Chi Minh City, Vietnam. Some of the highlights mentioned include City Hall, the Opera House, Notre Dame Cathedral, the Central Post Office designed by Gustave Eiffel, the Botanical Gardens, the Reunification Palace, the History Museum, Ben Thanh Market, Dong Khoi Street, the Fine Arts Museum, Pham Ngu Lao area, Jade Emperor Pagoda, mosques, Hindu temples, churches, parks, and the Bitexco Financial Tower. Local insights are provided for some locations.
ICT for Local Government - better service deliveryAllison Hornery
This document discusses how local governments can use information and communication technologies (ICT) to improve service delivery to citizens. It provides examples of ICT applications that have enabled more efficient and effective services, engagement with stakeholders, and transparency and accountability. The document advocates choosing the right services to transform with ICT, understanding the benefits and limitations of different delivery channels, piloting emerging technologies, collaborating with other organizations, and establishing benchmarks to measure success.
e-government summit - may 2013 - Riyadh - Saudi Arabia - opening note by aqel...aqel aqel
in May 2013, I was honored to be the opening note speaker at e-Government summit conference hold in Riyadh – Saudi Arabia. I would like to share my short presentation with all professional communities.
Managing human resources at data centers 1.0aqel aqel
This presentation discusses set of topics related to human resources (HR) who are working in data-centers. A common HR life cycle approach was followed that starts by hiring, developing and/or managing, and ending by transitioning datacenter worker to a new stage that might include rotating to another job within the organization.
HR Planning is based on business requirements, nature of technology implemented and available budgets. Some best practices for hiring and managing human resources were discussed including organizing, motivation and risks optimization. The paper includes lots of globally accredited best practices and controls that facilitate operations excellence.
The US healthcare system faces several challenges, including lack of coverage (45 million uninsured), inefficient spending, unsustainable costs that threaten the economy, and lack of innovation. Rising costs are driven by an illogical system where the sum of parts does not equal the whole. Reform is needed to control costs and improve coverage and outcomes through rules, programs, and financial structures at federal, state, and private levels.
The 5 generic digital governance models namely 1.Broadcasting 2.Comparative Analysis 3.Critical Flow 4.E-Advocacy 5.Interactive Service Model are described in this presentation.
Toward an organizational E-readiness Modelaqel aqel
Many leaders and executives are wondering what preparations their firms should have in order to be ready to transform into digital era? Organisational e-readiness is a complimentary part of global, regional and national readiness to digital era. This book argues the importance of e-readiness assessment in a structured and quantitative way that contain relevant and valid criteria to assess readiness within organization from various and balanced perspectives. The proposed organizational e-readiness model consists of five interrelated categories; these are strategy, business process, technology, changeability, and ICT security.
The document discusses the importance of business continuity and disaster recovery planning. It outlines key concepts like business continuity, disaster recovery, recovery point objective (RPO), and recovery time objective (RTO). Statistics are provided showing that 40-60% of businesses that close due to a disaster never reopen, and the average cost of downtime is $366,363 per year. The new global standard, ISO 22301, is also summarized, outlining its key clauses related to leadership, planning, support, operation, and improvement of business continuity management systems.
El Terror de Ayotzinapa Revista proceso-1982-pdfR Lanueva R Rnr
La Unión Europea ha acordado un embargo petrolero contra Rusia en respuesta a la invasión de Ucrania. El embargo prohibirá las importaciones marítimas de petróleo ruso a la UE y pondrá fin a las entregas a través de oleoductos dentro de seis meses. Esta medida forma parte de un sexto paquete de sanciones de la UE destinadas a aumentar la presión económica sobre Moscú y privar al Kremlin de fondos para financiar su guerra.
COBIT 5 IT Governance Model: an Introductionaqel aqel
This lecture provides quick and direct insight about Information technologies governance using COBIT 5 framework. COBIT 5 in its fifth edition released by information systems audit and control association (www.isaca.org) in 2012 to supersede the version 4.1 / 2007. It also included ISACA’s VAL-IT model that aimed to manage the financial perspective of IT as well as RISK-IT framework.
The lecture was part of ISACA- Riyadh chapter activities in April 2015 under the sponsorship of Al-Fisal University.
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1. Private and Confidential
ICT IN PROVINCIAL AND LOCAL
GOVERNMENT
NATIONAL OVERVIEW
2008
COPYRIGHT: 2008/9 ICT in Government - ForgeAhead
2. 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. 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
3.4.3. ICT Future Investment .................................................................... 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
3.5.3. ICT Future Investment .................................................................... 42
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
3.6.3. ICT Future Investment .................................................................... 44
3.7. PUBLIC WORKS, ROADS & TRANSPORT ............................................................ 45
3.7.1. ICT Projects ................................................................................... 45
3.7.2. ICT Budget .................................................................................... 45
3.7.3. ICT Future Investment .................................................................... 45
3.8. LOCAL GOVERNMENT AND HOUSING ............................................................... 46
3.8.1. ICT Projects ................................................................................... 46
3.8.2. ICT Budget .................................................................................... 47
3.8.3. ICT Future Investment .................................................................... 47
3.9.1. ICT Projects ................................................................................... 47
3.9.2. ICT Future Investment .................................................................... 48
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
2-119
4. 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
3-119
5. 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
4-119
6. 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
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 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
2008 ICT in Government Report 6-119
8. 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.
2008 ICT in Government Report 7-119
9. 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.
2008 ICT in Government Report 8-119
10. 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.
2008 ICT in Government Report 9-119
11. 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.
2008 ICT in Government Report 10-119
12. 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
2008 ICT in Government Report 11-119
13. 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.
2008 ICT in Government Report 12-119
14. 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.
2008 ICT in Government Report 13-119
15. 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
2008 ICT in Government Report 14-119
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) 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.
2008 ICT in Government Report 15-119
17. 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.
2008 ICT in Government Report 16-119
18. 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%)
2008 ICT in Government Report 17-119
19. 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
2008 ICT in Government Report 18-119
20. 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
2008 ICT in Government Report 19-119
21. 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
2008 ICT in Government Report 20-119
22. 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.
2008 ICT in Government Report 21-119
23. 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.
2008 ICT in Government Report 22-119
24. 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.
2008 ICT in Government Report 23-119
25. 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
2008 ICT in Government Report 24-119
26. 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.
2008 ICT in Government Report 25-119
27. 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
2008 ICT in Government Report 26-119
28. 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.
2008 ICT in Government Report 27-119
29. 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.
2008 ICT in Government Report 28-119
30. 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
2008 ICT in Government Report 29-119
31. 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:
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 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
2008 ICT in Government Report 31-119
33. 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
2008 ICT in Government Report 32-119
34. 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
2008 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 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)
2008 ICT in Government Report 34-119
36. 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
2008 ICT in Government Report 35-119
37. 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
2008 ICT in Government Report 36-119
38. 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.
2008 ICT in Government Report 37-119
39. 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)
• Data Warehousing (5 departments)
• Database System (4 departments)
• System Integration (3 departments)
• Call Centre (3 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
2008 ICT in Government Report 38-119
40. 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
• School Computerisation - Phase 2
2008 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
• GIS
3.4.1c Delayed ICT Project
• Development of SISP
• GIS
• e-Learning project
• Hardware to schools
• ICT training to officials & educators
• School Computerisation - Phase 3
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.
3.4.3. ICT Future Investment
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)
• 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. 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.
2008 ICT in Government Report 41-119
43. 3.5.3. ICT Future Investment
Major 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 Report 42-119
44. 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
2008 ICT in Government Report 43-119
45. 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.
3.6.3. ICT Future Investment
Major 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 & 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
3.7.3. ICT Future Investment
Provincial 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 Report 45-119
47. 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
2008 ICT in Government Report 46-119
48. 3.8.2. ICT Budget
The combined/reported ICT budget for Local Government and Housing
departments across the provinces is R75 million.
3.8.3. ICT Future Investment
Major investment areas for provincial Local Government and Housing
departments 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. 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
2008 ICT in Government Report 47-119
49. 3.9.2. ICT Future Investment
Major 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 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
2008 ICT in Government Report 48-119
50. 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
Website Development Completed
Email Server Completed
Website Development 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".
2008 ICT in Government Report 49-119