information & communication technology plan 2015 - 2019
TRANSCRIPT
Information &
Communication
Technology Plan
2015 - 2019
F O R E W O R DWe are pleased and excited to present the rst Information&
Communication Technology (ICT) strategy for Culture, Arts & Traditional
Affairs (CATA). The strategy outlines strategic ICT solutions that the
department should pursue to help advance its core mission, enable
innovation, and provide efcient and effective administrative and public
services. In addition, the strategy will help ensure that investments made
by the department in ICT are made in a coordinated, coherent and cost-
effective.
Traditionally, the department has not utilised the full potential of ICTs that can enable effective
delivery of the CATA mandate and services. It is noteworthy that ICTs are currently playing an ever-
increasing role as strategic enablers of services rendered by various organizations, both public
and private.
This strategy is the result of a broad, collaborative endeavour that involved members of every
section of our department. Colleagues from middle to senior management from both Core and
Support functions participated in the crafting of this strategy. We would therefore like to thank
everyone that participated.
Of specic interest to us is the potential that ICTs have in helping advance the strategic vision of the
Fifth Administration, in particular how the department implements the Villages, Townships and
Small Dorpies (VTSD) Strategy, Reconciliation, Healing and Renewal (RHR), Rebranding,
Repositioning and Renewal (RRR) within the context of Saamwerk-Saamtrek philosophy and the
Setsokotsane Approach to Service Delivery.
We believe that this ICT Strategic Plan 2015-19 complements and advances the Ten Point Plan
articulated in the departmental Strategic Plan 2015-19 that has been tabled in the provincial
legislature. The ICT solutions proposed in this document will go a long way towards accelerating
the achievement of the bold Ten Point Plan that the department has set for itself during this period.
Honourable Tebogo ModiseExecuting Authority: Culture, Arts and Traditional Affairs
O F F I C I A L S I G N - O F FIt is hereby certied that the ICT Plan:
1. Was developed by the management of the department under the guidance of the
Honourable MEC;
2. That this ICT Plan is aligned with the Departmental Strategic Plan and will meet the business
requirements of the Department; and
3. Has assessed the current environment, capabilities and performance of the department and
the GITO with future requirements providing a roadmap to implementation
Mr. M. Kolojane Acting Government
Information Technology Ofcer
Mr. M. TumaneGovernance Champion
Acting Director: Strategic Management
Ms. H. MollërChief Financial Ofcer
Approved by:Mr. O. Mosiane
Acting Head of Department
I N T R O D U C T I O NIn his maiden state of the Province address in 2014 Premier S.O.R
Mahumapelo announced the reconguration of various departments
which saw the formation of the new Department of Culture, Arts &
Traditional Affairs (CATA) which combined functions of Culture, Arts &
Recreation from the then department of Sport, Arts & Culture and
Traditional Affairs from the then department of Local Government &
Traditional Affairs. This new department therefore had to develop its
strategic plan that will give guidance on what and how their services will
be rendered on a medium to long term basis. Previously, the
department only had a strategic plan document that only focused on
the core business side of things.
Mr. Oageng MosianeAccounting Ofcer
Three years ago, the department of Public Service and Administration (DPSA) issued the
Corporate Governance of Information & Communications Technology Policy Framework
(CGICTPF) that all National and Provincial departments need to comply with. This framework
stresses the need for ICTs to play a central role in enabling the rendering of public services. One
of the key requirements towards realisation of this goal is for departments to develop ICT plans/
strategies that are informed by departmental strategies and that will seek to enable effective
execution of these strategies.
This ICT Strategic Plan focuses on supporting the CATA's business strategy with effective and
responsive IT solutions. Reecting the rapidly changing IT environment and evolving business
needs, the Plan is forward-looking and innovative. It is rmly grounded in practical projects that
will be implemented in the near and mid-term future. This ICT Strategic plan has a ve-year
planning horizon and will be reviewed and updated annually. This timeframe reects the need
for the CATA to keep current with the ever-changing ICT landscape and to respond rapidly to the
evolving imperatives of the department.
SECTION A: ICT STRATEGIC PLAN ................................ ................................ ................... 6
EXECUTIVE SUMMARY................................ ................................ ................................ ....... 6
1. INTRODUCTION ................................ ................................ ................................ ........... 7
2. ICT STATEMENT OF STRATEGIC INTENT ................................ ................................ .. 8
3. VISION................................ ................................ ................................ ........................... 8
4. MISSION ................................ ................................ ................................ ........................ 9
5. GOVERNANCE AND MANAGEMENT OF ICT ................................ .............................. 9
6. CURRENT ICT ASSESSMENT ................................ ................................ ................... 10
6.1. SWOT ANALYSIS ................................ ................................ ................................ . 10
6.2. EXISTING TECHNOLOGY INFRASTRUCTURE ................................ .................. 11
6.3. EXISTING INFORMATION SYSTEMS ................................ ................................ . 12
6.4. ICT STRATEGIC RISKS ................................ ................................ ....................... 13
7. ENTERPRISE ARCHITECTURE ................................ ................................ ................. 15
7.1. BUSINESS ARCHITECTURE ................................ ................................ ............... 15
7.1.1. Business Performance Model ................................ ................................ ........ 15
7.1.2. Organisational Structure Model ................................ ................................ ...... 17
7.1.3. Function and Services Catalogue ................................ ................................ .. 18
7.1.4. Business Information Model ................................ ................................ ........... 20
7.1.5. Application GAP Analysis ................................ ................................ ............... 21
8. MTSF ICT ROADMAP ................................ ................................ .............................. 35
9. RACI CHART ................................ ................................ ................................ ........... 36
SECTION B : ICT IMPLEMENTION PLAN ................................ ................................ ......... 38
1. INTRODUCTION ................................ ........................ ................................................. 38
2. STATEMENT OF STRATEGIC INTENT ................................ ................................ ...... 38
3. MTEF ICT IMPLEMENTATION ROAD MAP ................................ ................................ 38
SECTION C: ICT OPERATIONAL PLAN ................................ ................................ ........... 40
1. INTRODUCTION ................................ ................................ ................................ ......... 40
2. CURRENT YEAR PROJECT IMPLEMENTATION ................................ ....................... 40
SECTION D: APPENDICES ................................ ................................ ............................... 42
ICT PLANNINGTABLE OF CONTENTS
SECTION A: ICT STRATEGIC PLANEXECUTIVE SUMMARY:
Part A of the document delineates and locates the strategic intent of the ICT plan within the context of the broader departmental strategic plan. First, the broad objectives of the plan are outlined, followed by a juxtaposition of the vision and mission statements of the department with those of the ICT plan. Key departmental achievements registered in terms of the implementation of the Corporate Governance of Information & Communications Technology Policy Framework (CGICTPF) are then highlighted, including the three critical governance and management structures : ICT Strategic Committee; ICT Steering Committee and ICT Operational Committee.
The departmental ICT micro-organisational is then given, followed by a SWOT analysis of the ICT services. An analysis of the existing departmental IT infrastructure is then provided in terms of both the desktop and software environments. Information systems deployed within the department are thereafter presented and analysed in detail. Key ICT risks identied by the Auditor General jn the latest audit are presented, on the basis of which the departmental business architecture is analysed in the next section. The interim departmental organizational structure that follows provides a basis for an elaboration of departmental catalogue of functions and services. In the following chapter, a GAP analysis of the departmental information model is undertaken. On the basis of the different analyses, strategic level performance indicators are crafted, and an ICT Roadmap for the Medium Term Strategic Framework up to 2019/20 is developed. A discussion of the RACI chart then concludes Section A.
Section B captures the ICT Implementation Plan over the MTEF period up to 2017/18, while Section C captures the Operational Plan for the 2015/16 nancial year, with planned quarterly targets for the identied ICT performance indicators.
2. ICT STATEMENT OF STRATEGIC INTENT:
This ICT Strategic Plan for the CATA:
Ÿ Will be used as the basis for future ICT planning and investment, providing a sound basis for
investment decisions across the department;
Ÿ Outline a high level implementation plan and next steps;
Ÿ Outline where efciencies can be made and costs reduced through improved use of
technology, resulting in further reduction of paper, power and even travel costs; and
Ÿ Will be treated as a living document that may change depending on new business imperatives
or opportunities resulting from the rapid maturing or introduction of new technology.
The ICT Strategic Plan has two main objectives:
Ÿ To bring people, processes and technology together; and
Ÿ To empower ofcials in order for them to become more efcient and effective within the
department.
These objectives are intended to increase the department's productivity and deliver better
outcomes for its customers and stakeholders.
This ICT Strategic Plan encapsulates the entire business model of the CATA and span the three
supporting architectures of people, processes and technology. This implies that, driven by the
business strategy, the ICT Strategic Plan will provide strategic direction in terms of:
Ÿ ICT Governance – the allocation of authority and responsibility for the ICT activities within the
organisational structure;
Ÿ ICT Process Landscape – denition of the complete scope of ICT processes and activities to
be conducted; and
Ÿ ICT Architecture – denition of the data, application and technology architectures
3. VISION:
The vision for the department is:
“A thriving arts, culture and traditional affairs sector contributing to sustainable
economic development in a socially cohesive Bokone Bophirima”;
In this regard the ICT vision is:
“ICTs enabling arts, culture and traditional affairs in the quest for sustainable economic
development and social cohesion”.
4. MISSION:
Our departmental mission is expressed in a simple commitment to our clients and stakeholders:
“To enhance job creation by preserving, protecting and developing arts, culture, heritage
and the institution of traditional leadership to reposition, renew and rebrand Bokone
Bophirima through VTSD strategy.”
The mission of ICT at the CATA is therefore to:
“Empower the department through provision of ICT solutions that enable effective
rendering of CATA services”
5. GOVERNANCE AND MANAGEMENT OF ICT:
5.1. ICT GOVERNANCE STRUCTURES AND FRAMEWORKS:
The ICT Governance and Management Framework of the CATA adopts the principles and
management practices as set out in the best practice frameworks such as COBIT 5 and
ISO 38500 to support, implement and sustain effective governance as well as
management of ICT operations within the department.
To implement the corporate governance and governance of ICT the department is implementing
the CGICT policy framework adopted by Cabinet in 2012. The CGICT policy framework is
implemented in 3 phases, each with a key set of deliverables.
The department has already implemented the following key deliverables of establishing a
Governance framework for ICT's:
1. Developed a IT Governance policy framework and charter for the department;
2. Designation of a Governance Champion;
3. Establishment of the following ICT governance and management committees:
a. ICT Strategic Committee;
b. ICT Steering Committee; and
c. ICT Operational Committee.
4. Appointment of the Acting Government Information Technology ofcer (GITO) to manage
the day to day operations of ICT;
5. Developed the following key enabling policies, plans and frameworks:
a. IT and Information Security Policies;
b. IT Risk register included into the Departments Risk Register;
c. IT Audit Plan;
d. Project Portfolio Management Framework;
e. ICT Project Portfolio management framework; and
f. IT Governance and Management framework.
5.2. ICT Organisational Structure:
Current departmental ICT structure is only catering for support on ICT hardware, software
and networks. The dictates of good ICT governance however demand an ICT structure
that caters for other services to ensure that ICTs do add value to the departmental
mandate. Below is the current ICT structure:
5. GOVERNANCE AND MANAGEMENT OF ICT:
6. CURRENT ICT ASSESSMENT
6.1. SWOT ANALYSIS:
The following table outlines the Strengths, Weaknesses, Opportunities and Threats for
the CATA' ICT services:
Strengths Weaknesses
§ Positive s teps tow ards effective
corporate governance of ICT - approval
of I CT Governance framework and
supporting documents;
§ Majority of departmental ofces
connected to the provincial network and
computerised;
§ Good working relation with Central IT;
§ Designated Governance Champion
playing an active role in creating
conducive environment for IT
Governance;
§ Current ICT organogram only geared
towards ICT Support services and not to
meet CGICTPF requirements;
§ ICT Governance committees not yet
functional;
§ Limited understanding of ICT
Governance at departmental senior
management level;
6.2. EXISTING TECHNOLOGY INFRASTRUCTURE
6.2.1. Desktop Environment:
a. Hardware
Based on the ICT technical audit that was conducted recently, the department has
around 230 computer equipment, desktops account for around 75% and laptops
for around 25%. Majority of these departmental computers are still running on
Pentium 4 boards followed by dual-core boards that are using Windows XP sp2 or
3 operating system that has unfortunately reached end-of-life as far as Microsoft
support is concerned. There is therefore a pressing need to replace these obsolete
computers.
The departmental IT Equipment Procurement policy was reviewed recently and there were
modications that were introduced that will impact on the procurement of IT equipment going
forward. Ofcials whose job description reects that they are not ofce bound are to be procured
notebooks for effective execution of their duties while they are not in the ofce.
b. Software
The desktop environment is characterised by the use of Microsoft products. The
following list summarises the software utilised
- Operating Systems: Windows XP, Windows 7, Windows 8 and 8.1; and
- Productivity Suite: MS Ofce 2007, 2010.
There are a number of specialised software packages being used, the list includes the following:
- Org Plus: for designing of departmental organogram; and
- Equate: for job evaluations.
6.2.2. Network Environment:
CATA has 33 ofces spread across the Province, this number includes Head Ofce, Provincial
Libraries and Archives complex, 4 x district ofces, 4 district library ofces, 21 service point
ofces, 10 sub-district ofces and 4 Recreational facilities.
Among these ofces 25 of them are connected to the network infrastructure and are having
access to network resources i.e. internet and emails. These ofces are connected through
various modes of connectivity like router, bre, UTP, and radio.
Opportunities Threats
§ Adoption of DPSA’s CGICTPF by the
department paving a way for good
corporate ICT governance;
§ Support from Provincial Government IT
Ofcers Council (PGITOc);
§ Non-availability of the nancial and other
resources to implement this plan is
perhaps one of the biggest threats
6.2.3. Deciencies:
Since we are in the digital age, it becomes very important that the rest of CATA ofces that are not
automated to be connected to internet through various available means so that they do not
continue to miss out on the benets that are brought about by ICTs.
6.3. EXISTING INFORMATION SYSTEMS
This table provides a brief overview of the business systems currently deployed within the
Department.
Legend:
N: National – integrated system utilised by several provinces
P: Provincial – integrated system utilised by several departments in the province
D: Departmental – non-integrated system utilised by one or more departments
SYSTEM
NAME
PURPOSE & MAJOR
FUNCTIONALITY
CURRENT
STATUS
N/P/D Type Owner
1. Walker Financial
Management System:
IN USE
P Transversal FEED
2. Persal Personnel and Salary
Administration System
IN USE
N Transversal DPSA
3. BAS (Basic Accounting System)
Financial
Management System:
IN USE N Transversal NT
4. Novell Groupwise
Provincial E -Mail
System
IN USE P Transversal OOP
5. Remedy System
Data Security System IN USE P Transversal OOP
6. SITA Library Management System (SLIMS)
Web-based Library
Management System
IN USE
N SPECIALISED SITA
Deciencies:
Besides SLIMS and transversal systems the department does not have other department
specic systems that assist in enabling execution of departmental mandate. ICT unit in the
department is only functioning to render support services and not to come up with solutions that
enable the department business. There is therefore the need to alter the status-quo.
6.4. ICT STRATEGIC RISKS
The following is the top strategic ICT risk that the department is dealing with:
Ÿ Inadequate implementation of the corporate governance and governance of IT
framework – This is due to a lack of awareness by senior management on the strategic
importance of IT and leads to a loss in benets associated with the use of ICT. The following
are some of the reasons why the department is lagging behind in terms of the framework
giving rise to this risk:
w A formal Government Information Technology Ofcer (GITO) function reporting directly to
Head of Department not existing in the current departmental setup as envisioned by the
framework;
w Inadequate ICT micro-organisational structure to meet the demands of CGICTPF;
w ICT governance committees not yet functional as detailed in the CGICTPF services
charter.
7. ENTERPRISE ARCHITECTURE
The development of an Enterprise Architecture vision for CATA is based on a number of guiding
principles:
w Utilising the different departmental strategic goals and objectives as guidance;
w Understanding the strategic governance framework and constraints that government
portrays as guidelines for the department;
w Understanding the provincial strategy as the key driver of the Enterprise Architecture vision;
w Understanding the information requirements of all stakeholders;
w Understanding the current state of technology within the department;
w Fullling the information requirements to effectively assist in achieving the goals and
objectives; and
w Understanding the enabling opportunities that modern IT offers.
7.1. BUSINESS ARCHITECTURE
7.1.1. Business Performance Model
Departmental strategy does not stand in isolation but is completely integrated with all
national, provincial and local government planning frameworks. The Department is
mandated to execute policy, plan and implement programmes, projects and normal
recurrent activities in specic areas of functional jurisdiction.
The development, transformation and promotion of sustainable library, information and archives services
Provide library, information and archives services that will contribute to: Nation building, good governance, human capital development, and sustainable economic growth and opportunities
Functional and socially cohesive recreation structure and activities
To initiate and support socially cohesive recreation structures and activities, through the creation of access and opportunity, with regard to participation in recreation
Transformed, functional, accountable and sustainable institution of traditional leadership
To provide support to the institutions of traditional leadership through workshops and grants so as to contribute to a transformed, functional, accountable and sustainable institution of traditional leadership
Goal Goal Statement
An effective, efcient, economical administrative services
To render effective, efcient, equitable corporate and management support service to internal and external stakeholders to ensure good, clean and value driven corporate governance through Human Resources, Finance, Communication and Strategic Management services
The promotion, development and transformation of all cultural activities in Bokone Bophirima, in order to contribute towards nation-building, good governance and sustainable economic growth and opportunities.
The promotion, development and transformation of all cultural activities in Bokone Bophirima, in order to contribute towards nation-building, good governance, social and human capital development and sustainable economic growth and opportunities.
The following strategic goals have been determined for the department:
The next section outlines the organisational structure for the CATA to achieve the above
stated goals.
7.1.2. Organisational Structure Model
7.1.3. Function and Services Catalogue
Programme 1: Management and administration
Sub-programme Strategic objective
Strategic management · Manage and translate policies into strategies with the
department of Culture, Arts & Traditional affairs (CATA)
Communication and
Marketing
· Provide effective communication and marketing services,
strengthen stakeholder relations, events management through
relevant tools and project a positive foot print of the CATA
Records Management · To render sound records management services in CATA
Policy and Research · Provision of quality research projects and facilitation of policy
development and review for CATA
Monitoring and
Evaluation
· Enhance departmental performance through the provision of
quality monitoring and evaluation reports
Information &
Communication
Technologies
· Provide Information technology services in CATA
Infrastructure &
Facilities Management
· Coordination of infrastructure planning and facilities
management
Special programmes · Coordination and facilitation of gender relations, empower
designated groups and coordinate Human Rights Priority
programmes.
Legal Services · Manage litigation on behalf of the department and liaise with
the State Attorney's ofce. Monitor and manage litigation
matters to identify trends and problem areas
· Drafting and management of contracts
· Drafting legislation and review, amend and repeal legislation.
· Provide legal opinions
Administration and
Support Services
· Ensure efcient, effective and integrated Human Capital
Management within the department
Financial Services · Institutionalize an effective Financial Management Improvement
Programme
Supply Chain
Management
· Raising the nancial management capability in terms of SCM to
a level 3
Enterprise Risk
Management
· Provide effective, efcient and transparent systems of Risk
Management within the CATA
Programme 2: Cultural Affairs
Sub-programme Strategic objective
Arts & Culture · To advance artistic disciplines into viable opportunities for
communities in Bokone Bophirima.
Museums and
Heritage Resources
services
· To accelerate the transformation of Bokone Bophirima’s heritage
landscape by providing various services to conserve, develop
and promote the heritage of Bokone Bophirima through the
afliated museum services and afliated heritage services.
Language services · To promote multilingualism, redress past linguistic imbalances
and promote the development of the previously marginalised
languages as well as sign language in Bokone Bophirima.
Programme 3: Library and Archive Services
Sub-programme Strategic objective
Library services · To support and enhance library services to all citizens of Bokone
Bophirima.
Archive service · To preserve and provide access of archival material.
· To ensure a proper records management service within
governmental bodies.
Records Services · To ensure effective management and safe keeping of
departmental records
Community Libraries ·
Programme 4: Recreation
Sub-programme Strategic objective
Recreation Provision of sustainable recreation programmes to promote
physically active lifestyle.
Programme 5: Traditional Affairs
Sub-programme Strategic objective
Traditional Leadership
Support
· To provide a strategic support to the institution of
traditional leaders.
Anthropological
Services and
Research
· To facilitate just and fair process of succession
Houses of Traditional
Leaders
· To promote socio-economic and cultural development within
traditional communities
7.1.4. Business Information Model
The following tables illustrates the information requirements based on the services outputs ofeach business unit
Business Unit Main Information Elements`
Corporate Management
Annual Financial Statements; Cash Flow; IYM’s; Supplier Payments; Transport Fleet Management; Expenditure Reports; Budget Information; Asset Management; HR Plan; Service Delivery Improvement P lan; Batho Pele P rinciples report; HR Policies; implementation of Service Charter Report; Department Service Delivery Model; Organisational Structure; Employee Service Benets report; Staff Recruitment & Termination; PMDS; EHW programmes; Workplace Skills Plan; Misconduct & Grievances; Monitoring & Ev aluation reports, Infrastructure & Facilities Management reports, Departmental Policies & Research reports, Records Management, Litigation cases, Legal opinions, Contracts; 5 year Strategic P lan; Annual Performance Plans; Monthly/Quarterly/Annual APP monit oring; IT plans; IT policies and frameworks, Service Level Contracts; Software Licenses; IT Audit ndings; Calendar of Events; Communication Strategy; Departmental Newsletter; Corporate Branding; Departmental Website Content; Infrastructure Reporting Model
Cultural Affairs
Tourist Visitors register and comments, Workshops, Tours, Finance register, Artefact Loaning register, Book club data sets, Translation records, Interpreting request records, Photographs and videos, Membership databanks, Library records, Publishing statistics
Library and Archive services
Statistical reports from Community Libraries, Statistical reports from repository, Disposal certicates, Assessments reports, Library Management system
Recreation Minutes, Attendance registers, Team Lists, Event/Training reports
Traditional Affairs Genealogical records of royal houses, Traditional council election
records, Traditional history records
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� N
on
e
� S
tatis
tics
An
aly
sis
soft
wa
re
� C
AT
A p
olic
ies
po
rta
l
� R
elia
ble
inte
rne
t co
nn
ectivi
ty in
all
de
part
me
nta
l of
ce
s
Info
rmatio
n
&
Co
mm
un
ica
tion
Te
chn
olo
gie
s
� P
rovi
sio
n o
f IC
T s
erv
ice
s in
CA
TA
�
Gro
upW
ise a
nd
Re
me
dy
for
ass
ign
ing
ca
lls
� D
ep
art
men
tal
IT N
etw
ork
�
Ce
ntr
alis
ed
p
rin
ting s
olu
tion
fo
r C
AT
A o
fce
s �
Au
tom
atio
n o
f d
ep
art
me
nta
l of
ce
s �
Re
pla
cem
ent
of
ob
so
lete
IT
e
qu
ipm
ent
� D
ata
ba
cku
p a
nd
re
co
very
so
lutio
n
� R
elia
ble
inte
rne
t co
nn
ectivi
ty in
all
de
part
me
nta
l of
ce
s
Infr
ast
ruct
ure
&
Fa
cilit
ies
Ma
na
ge
me
nt
� C
oord
ina
tion o
f in
fra
stru
ctu
re p
lann
ing
an
d
imp
lem
en
tatio
n p
roce
sses
� N
on
e
� N
on
e
� P
roje
ct
Ma
na
ge
me
nt
ap
plic
atio
n f
or
de
part
me
nta
l In
fra
str
uctu
re
Pro
ject
s;
� R
elia
ble
inte
rne
t co
nne
ctiv
ity
in a
ll d
ep
art
me
nta
l of
ce
s
Sp
eci
al
pro
gra
mm
es
� M
ain
stre
am
ing
of g
en
der,
P
eop
le li
vin
g w
ith
dis
ab
ilitie
s, y
ou
th,
the
e
lde
rly,
an
d m
ora
l re
ge
ne
ratio
n c
once
rns
into
C
AT
A p
rog
ram
me
s a
nd
pro
ject
s
� N
on
e
� N
on
e
� D
ash
bo
ard
on
sta
tus
of
CA
TA
on
eq
uity
pro
gre
ss
� R
elia
ble
inte
rne
t co
nn
ectivi
ty in
all
de
part
me
nta
l of
ce
s
Leg
al S
erv
ice
s
� M
an
ag
e li
tiga
tion
on
be
half
of
the d
ep
art
me
nt
an
d li
ais
e w
ith t
he
Sta
te
Att
orn
ey'
s of
ce. M
onito
r a
nd
ma
nag
e liti
gatio
n
ma
tte
rs t
o id
en
tify
tre
nd
s a
nd
pro
ble
m a
reas
� D
raft
ing
and
ma
nag
em
en
t of
contr
act
s
� D
raft
ing
leg
isla
tion
an
d
revi
ew
, a
me
nd
an
d r
ep
ea
l le
gis
latio
n.
� P
rovi
de
leg
al o
pin
ion
s
� N
on
e
�
No
ne
�
Web-b
ase
d
litig
atio
n m
on
itoring
a
nd
eva
lua
tion
sys
tem
Sys
tem
accessib
le f
rom
ou
tsid
e t
he o
fce
Dir
ec
tora
te:
Ad
min
istr
ati
ve
Su
pp
ort
Se
rvic
es
Su
b-
pro
gra
mm
e
Se
rvic
e c
ata
log
ue
Cu
rre
nt
ICT
so
luti
on
Cu
rre
nt
Infr
astr
uctu
re
Re
qu
ire
d IC
T s
olu
tio
n
Infr
astr
uctu
re
req
uir
em
en
ts
HR
D
� A
dm
inis
tra
tion a
nd
imp
lem
en
tatio
n o
f
tra
inin
g p
rog
ram
me
s/
cou
rse
s
� N
on
e
� N
on
e
� S
yste
m o
r d
ata
ba
se
tha
t w
ill c
ap
ture
info
rmatio
n r
ela
ted
to
tra
inin
g p
rog
ram
me
s,
da
tes,
co
sts, n
am
es
of
of
cia
ls,
co
urs
e.
� A
cce
ss to
th
e
sys
tem
ava
ilable
to
all
use
rs o
n t
he
ne
two
rk r
ath
er
tha
n
be
ing
adm
inis
tere
d
ma
nu
ally
� A
dm
inis
tra
tion
of
Bu
rsa
rie
s b
oth
ext
ern
al a
nd
inte
rnal
� N
on
e
� N
on
e
� D
ata
ba
se
or
sys
tem
to
ad
min
iste
r
bu
rsa
rie
s:
nam
es
of
bu
rsa
rs,
co
sts,
pro
gra
mm
e,
� A
cce
ss
to
the
sys
tem
a
vaila
ble
to
all
use
rs
on
th
e
ne
two
rk ra
ther
tha
n
be
ing
a
dm
inis
tere
d
co
ntr
act
ual
ob
liga
tion
ma
nu
ally
�
Imp
lem
enta
tion
of
Inte
rnsh
ips
an
d
learn
ers
hip
s
� N
on
e
� N
on
e
� D
ata
ba
se
of
lea
rne
rs
and
tra
ckin
g
of
mo
vem
en
t or
em
plo
yme
nt
to o
ther
se
cto
rs,
e
lds
of
stu
dy,
q
uali
ca
tion
s
et
cete
ra
� A
cce
ss
to
the
sys
tem
a
vaila
ble
to
all
use
rs
on
th
e
ne
two
rk r
ath
er
tha
n
be
ing
a
dm
inis
tere
d
ma
nu
ally
PM
DS
�
Ad
min
istr
atio
n o
f th
e
PM
DS
sys
tem
� N
on
e
� N
on
e
� S
yste
m o
r d
ata
ba
se
to c
aptu
re P
MD
S
pro
ce
sse
s su
ch a
s
asse
ssm
ent n
al
sco
res,
su
bm
issio
n
of
wo
rkp
lans,
pro
ba
tion
re
po
rts,
SM
S P
MD
S
info
rmatio
n
� A
cce
ss
to
the
sys
tem
ava
ilab
le t
o
all
use
rs
on
the
ne
two
rk r
ath
er
tha
n
be
ing
adm
inis
tere
d
ma
nua
lly
HR
M
� H
R r
eg
istr
y �
Re
gis
try
syst
em
to t
rack
le
s fo
r
ea
se o
f re
trie
val
� N
on
e
� C
ap
turing
of
le
nu
mb
ers
, sh
elv
es,
up
date
d i
nfo
rmatio
n
de
tails
an
d d
ate
s
� A
cce
ss
to
the
sys
tem
ava
ilable
to
a
ll
use
rs
on
the
ne
two
rk
rath
er
tha
n
bein
g
Dir
ec
tora
te:
Ch
ief
Fin
an
cia
l O
fc
er
ad
min
iste
red
ma
nu
ally
� L
ea
ve m
an
ag
em
ent
� P
ER
SA
L
� N
on
e
� E
lectr
onic
le
ave
ma
nag
em
ent
sys
tem
th
at
will
inte
rfa
ce
with
PE
RS
AL
� R
elia
ble
in
tern
et
co
nn
ectivi
ty
in
all
de
pa
rtm
enta
l
of
ce
s
Su
b-
pro
gra
mm
e
Se
rvic
e c
ata
log
ue
Cu
rre
nt
ICT
so
luti
on
Cu
rre
nt
Infr
astr
uctu
re
Re
qu
ire
d IC
T s
olu
tio
n
Infr
astr
uctu
re
req
uir
em
en
ts
Ch
ief
Fin
an
cia
l
Of
ce
� E
lect
ronic
Fin
an
ce
reg
istr
y fo
r d
ocu
me
nts
(vo
uch
ers
an
d c
laim
s)
� M
an
ua
l re
gis
try
of
docu
men
ts
with
no
back
up
� F
illin
g r
oo
m a
nd
cab
ine
ts-
No
stro
ng
ro
om
s
� E
lectr
onic
lin
g
reg
istr
y
� B
ig s
ca
nn
ing
ma
ch
ine t
o s
ca
n
do
cu
me
nts
fo
r lin
g
an
d b
ack
up-
linke
d
to p
aym
ent
sys
tem
s
�
Ele
ctro
nic
SC
M/
ten
der
do
cum
en
ts fo
r cl
ien
ts
� M
an
ua
l
com
ple
tion
of
do
cum
en
ts
by
clie
nts
a
nd
bu
yin
g
of
� N
on
e
� E
lectr
onic
co
mp
ilatio
n o
f
do
cu
me
nts
by
users
on
line a
nd
bu
yin
g
on
line
� N
etw
ork
so
lutio
n t
o
assis
t w
ith
clie
nts
outs
ide
th
e p
rovi
nce
to o
bta
in o
r b
uy,
co
mp
lete
an
d s
ubm
it
do
cum
en
ts
on
line
�
Ele
ctro
nic
sys
tem
to
mo
nito
r o
r tr
act
Au
dit
qu
erie
s a
nd
PO
E
� M
an
ua
l
reg
iste
ring
of
qu
erie
s a
nd
PO
E
� N
on
e
� IT
So
lutio
n t
o r
eg
iste
r �
Ele
ctr
onic
IT
So
lutio
n t
o a
ssis
t
with
tra
ckin
g o
f a
ud
it
qu
erie
s a
nd
PO
E
�
Ele
ctro
nic
sys
tem
fo
r
n
an
ce a
nd
SC
M r
epo
rts
for
pu
rpo
se o
f
pe
rform
ance
info
rmatio
n
� M
an
ua
l re
po
rts
with
no
back
up
� N
on
e
� E
lectr
onic
reg
iste
r �
Ele
ctr
onic
sys
tem
fo
r
lli
ng
re
port
s lin
ke
d
to s
trate
gic
pla
nn
ing
for
PO
E
�
Lin
kin
g P
roQ
uote
syst
em
with
wa
lke
r
syst
em
� T
he
tw
o
syst
em
s a
re
op
era
ting
ind
ep
en
den
tly
the
reb
y ca
usi
ng
mis
com
mu
nic
ati
on
� In
de
pe
nd
en
t
Pro
Qu
ote
an
d
Walk
er
Sys
tem
� In
teg
rate
d s
yste
m
� In
teg
rate
d s
yste
m
Dir
ec
tora
te:
Lib
rari
es
, A
rch
ive
s &
Re
co
rds
Se
rvic
es
Su
b-P
rog
ram
me
Se
rvic
e c
ata
log
ue
Cu
rre
nt
ICT
so
luti
on
C
urr
en
t
infr
astr
uctu
re
Re
qu
ire
d I
CT
so
luti
on
In
fra
str
uctu
re
Re
qu
ire
me
nts
Co
mm
un
ity
libra
rie
s
Ma
pp
ing
of
com
mun
ity
libra
rie
s N
on
e
-
- G
IS m
ap
pin
g o
f co
mm
un
ity
libra
rie
s
- IT
eq
uip
me
nt
Sta
tistic
al
info
rmatio
n
on
libra
ry u
sag
e
No
ne
(o
nly
ma
nu
al
he
ad c
ou
nt)
-
- S
olu
tion
fo
r sta
tistic
s in
co
mm
un
ity
libra
rie
s
- E
qu
ipm
ent
ava
ilable
to
e
na
ble
sta
tistica
l in
form
atio
n
Ce
ntr
aliz
ed
Pro
fess
ion
al
Su
pp
ort
Lib
rary
m
an
ag
em
ent
syst
em
-
Sita
Lib
rary
In
form
atio
n
Ma
na
ge
me
nt
Sys
tem
(S
LIM
S)
-
- L
ibra
rie
s
con
necting
to
th
e
Inte
rnet
con
nectivi
ty
via
AD
SL
an
d V
SA
T
-
- N
etw
ork
to
e
na
ble
inte
rne
t co
nn
ectivi
ty
Fre
e i
nte
rnet
in c
om
mun
ity
libra
rie
s -
Pu
blic
In
tern
et
Acc
ess
(co
ntr
act
e
nd
ing
Ma
y 2
01
5)
- T
eam
vie
we
r -
Cle
an
sla
te
- C
isco
Me
raki Z
1
Clo
ud
M
an
ag
em
en
t S
yste
m
-
- P
rovi
de
ne
two
rk
co
nn
ectio
n f
or
co
mm
un
ity
libra
rie
s:
Pu
blic
In
tern
et
Acce
ss
- C
isco
Me
raki Z
1
Clo
ud
M
an
ag
em
en
t S
yste
m
- C
lea
nsla
te
- N
etw
ork
to
e
na
ble
inte
rne
t co
nn
ectivi
ty
Info
rmatio
n
resou
rce
s fo
r co
mm
un
ity li
bra
rie
s
-
-
- E
-bo
oks
su
bscrip
tion
se
rvic
es f
or
co
mm
un
ity
libra
rie
s
- N
etw
ork
to
e
na
ble
inte
rne
t co
nn
ectivi
ty
-
-
- E
-co
nte
nt
for
co
mm
un
ity
-
libra
rie
s IC
T in
fra
stru
cture
-
-
-
Ca
blin
g o
f lib
rarie
s -
An
d a
dd
itio
na
l p
oin
ts
-
-
-
- P
rocure
me
nt
of
com
pu
ter
eq
uip
me
nt
for
co
mm
un
ity
libra
rie
s
- IT
infr
astr
uct
ure
Se
rvic
es
for
pe
op
le
with
vi
sua
l dis
ab
ility
-
JAW
S s
oft
wa
re
- T
alk
ing t
ypin
g
tea
che
r
N
one
-
Mza
nzi
On
line
Lib
rarie
s
-
-
- R
ecom
me
nd
ne
ce
ssary
a
pp
lica
tion
s a
nd
soft
wa
re f
rom
th
e
se
rvic
e p
rovi
de
r
- IT
eq
uip
me
nt
Co
nd
itio
na
l Gra
nt
Ma
na
ge
me
nt
of
pro
ject
s N
on
e
-
- E
lectr
onic
pro
ject
m
an
ag
em
ent
soft
wa
re
Re
cord
s
Ad
min
istr
atio
n
Ele
ctro
nic
re
cord
s N
on
e
-
- D
igiti
zatio
n o
f re
co
rds
- S
ca
nn
ers
and
oth
er
dig
itizi
ng
e
qu
ipm
ent
Re
cord
s m
an
ag
em
en
t sy
ste
m
No
ne
-
-
Ele
ctr
onic
re
co
rds
ma
nag
em
ent
sys
tem
-
- IT
infr
astr
uct
ure
to
en
ab
le t
he
sys
tem
Arc
hiv
es
Ad
min
istr
atio
n
N
on
e
-
- A
rch
ive
s
ma
nag
em
ent
an
d r
etr
ieva
l sys
tem
(E
CM
) -
- S
ca
nn
ers
and
oth
er
dig
itizi
ng
e
qu
ipm
ent
-
- D
igiti
zatio
n o
f a
rch
iva
l ma
teria
l -
Sca
nn
ers
and
oth
er
dig
itizi
ng
e
qu
ipm
ent
Su
b-
libra
rie
s
Su
pp
ort
en
able
inte
rne
t
Dir
ec
tora
te:
Art
s,
Cu
ltu
re &
He
rita
ge
Su
b-p
rog
ram
me
Se
rvic
e c
ata
log
ue
Cu
rre
nt
ICT
so
luti
on
C
urr
en
t
Infr
astr
uctu
re
Re
qu
ire
d IC
T s
olu
tio
n
Infr
astr
uctu
re
req
uir
em
en
ts
Mu
seu
ms
&
He
rita
ge
� T
o a
cce
lera
te th
e
tra
nsf
orm
atio
n o
f B
oko
ne B
oph
irim
a’s
h
erita
ge
lan
dsc
ape
by
pro
vid
ing
va
rio
us
serv
ice
s to
co
nse
rve
, d
eve
lop
an
d p
rom
ote
th
e
he
rita
ge
of
Boko
ne
Bo
ph
irim
a t
hro
ug
h
the
af
liate
d
mu
seu
m s
erv
ice
s a
nd
af
liate
d
he
rita
ge
inst
itutio
ns
� N
on
e
� N
on
e
� C
entr
alis
ed
Sys
tem
or
da
tab
ase
of
all
Mu
se
um
s a
nd
he
rita
ge
site
s in
th
e N
ort
h W
est
P
rovi
nce
�
Website
of
Mu
se
um
s a
nd
he
rita
ge t
o
sh
ow
ca
se
all
the
m
use
um
s a
nd h
erita
ge
site
s in
th
e N
ort
h W
est
� R
elia
ble
inte
rne
t co
nn
ectiv
ity in
all
de
part
me
nta
l of
ce
s
8. MTSF ICT ROADMAP
� Strategic level performance indicators for the ICT enablement objectives.
� Description of the target state of ICT enablement of the business over the MTSF
No Projects Medium - Term Targets
2015/16 2016/17 2017/18 2018/19 2019/20
1
Data backup and restoring solution.
2 Public internet Access project.
3 Centralised printing solution.
4 GIS for mapping community libraries.
5 Digitization of electronic records.
6 Digitization of archival material.
7 Centralised System or database of all Museums and heritage sites in the North West Province.
8 Website of Museums and heritage to showcase all the museums and heritage sites in the North West.
9 System or database that will capture information related to Finances of traditional Councils linked to head ofce for monitoring.
10 E-books subscription services for community libraries.
11 Beromiter (System that can monitor progress on outstanding POEs, which can time and score risk owners as to their speed in responding.
12 Linking of ProQuote and Walker system
13 Electronic tender management system
14 Electronic leave management system that links with PERSAL system
15 Electronic PMDS system
16 System hosting shared les of different departmental units
17 Electronic submissions management system
18 Task tracking and alerting system
19 Replacement of obsolete IT equipment
20 ICT Disaster Recovery Plan
21 E-content in community libraries for learners
9. RACI CHART
Accountability, roles and responsibility
The table below provides a high level CGICT RACI chart. The specic responsibilities of the committees are captured in the charters below:
Com
plia
nce t
o p
rescr
iptiv
e
landscape
Cre
ate
enablin
g e
nvironm
ent
for
CG
ICT
and G
ICT
alig
nm
ent and
imple
menta
tion o
f busin
ess
and IC
T s
trate
gie
s
Confo
rmance a
nd
perf
orm
ance m
easure
ment
ICT
serv
ice d
eliv
ery
Executive Authority
A
Head of Department
A
A
Senior Management
R
R
Chief Financial Ofcer
R
Governance Champion
R
GITO
R
R
A
ICT Manager
R
ICT Strategic Committee
R
A
ICT Steering Committee
A
A
R –
Responsibility
A –
Accountability
C –
Consulting
I –
Information
SECTION B: ICT IMPLEMENTION PLAN
1. INTRODUCTION
The ICT implementation plan outlines the prioritised ICT initiatives that are targeted to be
implemented in the medium-term i.e. 2015/16 to 2017/18 nancial years. Due to nancial
and resources constraints, not all of the identied projects in the ICT strategy are prioritized
and others will be factored in as time goes on and resources become available.
2. STATEMENT OF STRATEGIC INTENT
The ICT strategy outlines the broad departmental ICT objectives. It is the aim and intent of
the ICT implementation plan to bring the outlined broad ICT objectives into life over the
MTEF.
3. MTEF ICT IMPLEMENTATION ROAD MAP
The following section focuses on the key ICT initiatives for each of the department’s
business units as well as the identied transversal initiatives for implementation over the
MTEF.
Financial Years
No Initiatives 2015-16 2016-17 2017-18
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
A Departmental initiatives
1 Data backup and restoring Solution
2 Replacement of obsolete ICT equipment
3 Automation of and network maintenance of departmental ofces
4 Implementation of ICT-DRP
5 Public internet Access project
7 e-content in community libraries for
learners
8 GIS for mapping community libraries
9 Ebooks subscription services for community libraries
10 Centralised printing solution
11 Digitization of electronic records
12 Digitization on archival material
13 Centralised System or database of all
Museums and heritage sites in the North West Province
14 System or database that will capture information related to Finances of traditional Councils linked to head ofce for monitoring
15 Beromiter (System that can monitor progress on outstanding POEs, which can time and score risk owners as to their speed in responding.
16 Linking of ProQuote and Walker system
17 Electronic tender management system
18 Electronic leave management system that links with Persal system
19 Electronic PMDS system
20 System hosting shared les of different departmental units
21 Electronic submissions management system
22 Task tracking and alerting system
23 Linking of ProQuote and Walker system
SECTION C: ICT OPERATIONAL PLAN
1. INTRODUCTION
The ICT Operational Plan focuses on the projects that are prioritised for the current scal
year of 2015/16. Given the nancial and other resources constraints, not all the projects that
were highlighted in the ICT implementation plan will be prioritised to be completed in this
nancial year. The ICT operational plan outlines the practical realisation of the ICT Strategy
outputs with clear emphasis on the timeframes.
2. CURRENT YEAR PROJECT IMPLEMENTATION
N
o
Projects Performanc
e
Indicators
Milestone
s
Budget Resource
s
Quarterly
Targets
Q
1
Q
2
Q
3
Q
4
1
Data backup
and restoring
Solution
200 client
computers
All 200
clients
data
backed-up
R82,000 ICT staff,
data
backup
applicatio
n licenses
Department
al
Computers
with the
latest
antivirus
installed
Up-to-date
antivirus
toolkit
N/A ICT staff,
Antivirus
toolkit
software
2 Replacement
of obsolete IT
equipment
Obsolete IT
equipment
replaced
ICT staff,
IT
equipment
3 Automation
and network
maintenance
of
departmental
ofces
50 50 50 50
50 50 50 50
0 0 10 5
0 0 5 0
4 Centralised printing solution
Department
assuming
centralised
printing
approach
Motivation
to
centralise
printing
approved
ICT Staff
5 Implementation of ICT-DRP
Setting-up
of the
Secondary
site
ICT Staff,
IT
equipment
6 E-books subscription services for community libraries
R500,000
7 Public internet Access project
R7,500,00
0
8 e-content in community libraries for learners
R500,000
0 0 0 0
0 0 0 2
0 0 0 0
0 0 6 0
0 5 4 4
SECTION D: APPENDICES
1. Appendix 1– References
2. Appendix 2– Glossary
APPENDIX 1 : REFERENCES
1. CATA Strategic Plan for the Fiscal Years 2015-2019, March 2015
2. CATA Annual Performance Plan 2015-16, April 2015
3. CATA Infrastructure Programme Management Plan 2014/15– 2016/17, March 2015
4. Estimates of Provincial Revenue and Expenditure 2014-2015, Department of
Finance, Economy and Enterprise, March 2014.
5. Medium Term Strategic Framework 2014-2019, Presidency-Department of Planning,
Monitoring and Evaluation,
6. National Development Plan 2030.
APPENDIX 2 : GLOSSARY
CGICTPF Corporate Governance of ICT Policy Framework
Corporate Governance
“...The set of responsibilities and practices exercised by the board and executive management with the goal of providing strategic direction, ensuring that objectives are achieved, ascertaining that risks are managed appropriately and verifying that the enterprise’s resources are used responsibly.” (IT Governance Institute: ICATA A [CGEIT] Glossary: 5 as amended) Procedures and processes according to which an organisation is directed and controlled. (Glossary of Statistical Terms – Organisation of Economic and Co-operation Development www.oecd.org)
Corporate Governance of ICT
The system by which the current and future use of ICT is directed and controlled. Corporate governance of ICT involves evaluating and directing the use of ICT to support the organisation, and monitoring this use to achieve plans. It includes the strategy and policies for using ICT within an organisation. (ISO/IEC 38500: 2008: 3)
CATA Department of Culture, Arts & Traditional affairs Department Department of Culture, Arts & Traditional affairs DPSA Department of Public Service and Administration
Executive Authority
Means the member of the Executive Council (MEC) responsible for the department;
Executive Management
The Executive Management of the Department and could include the Head of Department, Executive Management of the Department. This normally constitutes the Executive Committee of the Department and should include the GITO.
GICT Governance of ICT
GITO Government Information Technology Ofcer (Cabinet Memorandum 38(a) of 2000)
GITOC Government Information Technology Ofcer’s Council (Cabinet Memorandum 38(a) of 2000)
Governance Champion
The Senior Manager in the department who is responsible to drive Corporate Governance of and Governance of ICT.
Governance of ICT The effective and efcient management of IT resources to facilitate the achievement of company strategic objectives. (King III Code: 2009: 52) Is the responsibility of executives and the board of directors, and
consists of the leadership, organisational structures and processes that ensure that the enterprise’s IT sustains and extends the organisation’s strategy and objectives (ITGI 2005) The system by which the current and future use of IT is directed and controlled.
Governance Principles
The vehicle to translate the desired behaviour into practical guidance for day-to-day management (COBIT 5 Framework Exposure Draft: 29)
HoD Head of Department or Organisational Component as per the PSA
ICT Information and Communications Technology, also referred to as IT
IT Information Technology , also referred to as ICT
MTEF Medium Term Expenditure Framework
MTSF Medium Term Strategic Framework
ISBN: 978-0-621-44110-9 • PR355/2015