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RAMOTSHERE MOILOA LOCAL MUNICIPALITY

Master Systems Plan

As-Is and Requirements for Change Report


Master Systems Plan

As-Is & Requirements for Change Report

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Master Systems Plan


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Table of Contents

Description Page Number

1.1. Background .................................................................................................................................... 7

2.1. Aim ................................................................................................................................................. 7

2.2. Focus ............................................................................................................................................. 7

2.3. Deliverables ................................................................................................................................... 7

3.1 Inclusions ....................................................................................................................................... 8

3.2. Project Participants ...................................................................................................................... 10

4.1. Governance Defined .................................................................................................................... 11

4.2. Identified Governance .................................................................................................................. 11

4.3. Issues Identified Regarding Governance..................................................................................... 15

4.4. Conclusions Regarding Governance ........................................................................................... 15

5.1. Strategy Defined .......................................................................................................................... 16

5.2. Identified Strategy ........................................................................................................................ 16

5.3. Issues Identified Regarding Strategy ........................................................................................... 17

5.4. Conclusions regarding Strategy ................................................................................................... 18

6.1. Organisation Defined ................................................................................................................... 19

6.2. Identified Organisation Structure ................................................................................................. 19

6.3. Issues Identified Regarding Organisation .................................................................................... 21

6.4. Conclusions Regarding Organisation .......................................................................................... 21

7.1. Process Defined ........................................................................................................................... 22

7.2. Identified Process ........................................................................................................................ 22

7.3. Issues Identified Regarding Process ........................................................................................... 25

7.4. Conclusions regarding Process analysis ..................................................................................... 25

8.1. Application Defined ...................................................................................................................... 26

8.2. Identified Applications .................................................................................................................. 26

8.3. Life Cycle Status of Identified Applications .................................................................................. 27

8.3.1. Application Classification Matrix .................................................................................................. 27

8.4. Applications Scorecard ................................................................................................................ 28

8.5. Applications Planned ................................................................................................................... 30

8.7 Issues Identified Regarding Application Portfolio ........................................................................ 30

8.8 Conclusions Regarding Applications ........................................................................................... 30

9.1. Technology Defined ..................................................................................................................... 32

9.2. Identified Technology ................................................................................................................... 32

9.3. Issues Identified Regarding Technology...................................................................................... 40

9.4. Risk Register ................................................................................................................................ 41

9.5. Conclusions Regarding Technology ............................................................................................ 45

10.1. Information Defined ...................................................................................................................... 46


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10.2. Information Management ............................................................................................................. 46

10.3. Issues Identified Regarding Information ...................................................................................... 50

10.4. Conclusion Regarding Information .............................................................................................. 50

12.1. Organisational Structure .............................................................................................................. 52

12.2. Processes .................................................................................................................................... 58

12.3. Information System Description ................................................................................................... 60


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FIGURES

Description Page Number

Figure 1: ITNA Framework ........................................................................................................................... 8

Figure 2: National Governance .................................................................................................................. 11

Figure 3: Internal Governance ................................................................................................................... 12

Figure 4: Municipal Organisation Structure ................................................................................................ 19

Figure 5: ICT Service Providers and Suppliers .......................................................................................... 21

Figure 6: Main Business Processes ........................................................................................................... 22

Figure 7: Process Owners .......................................................................................................................... 24

Figure 8: Process Capability Maturity Model (P-CMM) .............................................................................. 24

Figure 9: Maturity Levels ............................................................................................................................ 25

Figure 10: Application Portfolio .................................................................................................................. 26

Figure 11: Application Life Cycle Status .................................................................................................... 27

Figure 12: Application Classification Matrix ............................................................................................... 27

Figure 13: Application Classification Matrix` .............................................................................................. 29

Figure 14: Technology ............................................................................................................................... 37

Figure 15: Technology Suppliers ............................................................................................................... 37

Figure 16: Technology Support .................................................................................................................. 38

Figure 17: PC Workstation Environment .................................................................................................... 39

Figure 18: Processors per type .................................................................................................................. 39

Figure 19: Municipal Manager Organisational Structure ........................................................................... 52

Figure 20: Community Services Organisational Structure ......................................................................... 53

Figure 21: Corporate Services Organisational Structure ........................................................................... 54

Figure 22: Budget & Treasury Organisational Structure ............................................................................ 55

Figure 23: Technical Services Organisational Structure ............................................................................ 56

Figure 24: Planning, Land & Economic Development ............................................................................... 57

Figure 25: Strategic Planning Processes ................................................................................................... 59

Figure 26: Service Delivery Processes ...................................................................................................... 60


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1. Introduction

1.1. Background

Ramotshere Moiloa Local Municipality identified a need to develop a Master Systems Plan (MSP) for the Municipality as required by the North West Provincial Growth and Development Strategy and Integrated Provincial Development Plans of Local Municipalities in North West Province.

2. Project Objectives

2.1. Aim

The aim of this project is to develop a service-orientated information plan that will assist the Municipality to improve the services it renders to its customers by using information and communication technology.

2.2. Focus

The main focus is on information systems and related ICT technologies in support of the business. These will be identified by means of an information needs analysis, defined in terms of data and functions involved, prioritized by means of strategic importance and the existing information systems and technology support. The top priority systems will then be scheduled according to interdependency and municipal priorities.

2.3. Deliverables

The final deliverables consist of the following:

A Project Charter and Plan

As-Is Report

Requirements For Change And To Be Report

Gap Analysis And Roadmap For Implementation Report

ICT Supplier Database


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3. Project Scope

3.1 Inclusions

ITNA methodology has been developed using recognised industry frameworks (e.g. TOGAF, Zachman, CObIT and C4IRS) and theoretical basis (Spewak, Pearce & Robinson, Ward & Griffiths, ScIAM and the CIO Council).

Multiple analysis tools and techniques are used to create a comprehension of the current situation, determine the requirements for change, define the conceptual future architecture and suggest a plan for implementation to satisfy requirements for change.

The methodology is systemic, business driven and principle based. All the gathered information, analysis objects and new definitions are documented.

The factors that are analysed and defined during the execution of the methodology are depicted in Figure 1.

Figure 1: ITNA Framework

Requirements Programmes

Governance

Strategy

Organisation

Process

Information

Application

Technology External Influences


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3.1.1. Current Situation Analysis

3.1.1.1. Governance

Governance is analysed to determine what internal principles, standards, policies and guidelines are in place and enforced. National governance that the Municipality is subjected to, will also be identified as part of the Regulatory Framework. The implications of the governance elements are identified as part of the governance analysis. All the organisations that are concerned with the compliance to governance and issues with governance are documented.

3.1.1.2. Strategy

The analysis of the strategic environment is firstly conducted in terms of a Strategy Hierarchy. The Municipality’s hierarchy of Vision, Mission, Goals and Objectives are obtained and used to determine the Municipality’s business drive. The strategy hierarchy is associated with relevant organisation entities concerned with the realisation of the respective strategy elements. Issues with the current strategy hierarchy are also identified.

The products and services offered by the Municipality, as a result of specific strategy elements, are identified as a second part of the strategy analysis and are associated with the specific organisation entities that offer the products and services.

3.1.1.3. Organisation

The Municipality’s current organisations hierarchy is obtained to relate the organisations concern with governance, processes, applications and technology. Issues with the current Organisation are identified as part of the organisation analysis.

The organisations hierarchy analysis also includes a stakeholder analysis where the partners, suppliers, customers and related government departments to the Municipality are identified together with the role that the identified stakeholders have in context of the client.

3.1.1.4. Process

The Municipality’s value chain is obtained in order to determine the high level process executed by the Municipality to realise the business objectives. The process hierarchy of directing, core and support processes is identified. Objectives realised by the processes, organisations concerned with process, the applications that enable the process and the information input to and information outputs from processes, as well as governance that control processes are identified and modelled. Issues with the current process are identified as part of the process analysis.

Process maturity is measured against the Process Capability Maturity Model (P-CMM). The issues identified with the process, the current process capability maturity and the extent to which processes exist to realise business objectives are used to formulate Process Requirements.

3.1.1.5. Information

Information of the Municipality is analysed in terms of an Information Framework and information maturity. A high-level information catalogue is formulated for the Municipality. The information framework is used as the starting point to formulate the information catalogue, in the context of identified processes. Identified information is classified as management or process information. Issues with current management and process information are identified as part of the information analysis.

3.1.1.6. Application

An Application Framework is used to analyse the Municipality’s Applications Portfolio. Application domains and sub-domains of the application framework are used to obtain an inventory of applications used by the Municipality. The version of applications used by specific organisations, together with the lifecycle status of the applications is identified. Issues experienced with applications are identified. The inventory of the applications includes the organisations concerned (use, own, support, distribute) with the applications, the technology that


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supports the applications and the processes enabled by the applications. Interfaces between applications, that enable processes of different organisation entities to achieve business objectives, are modelled.

Application issues, conclusions regarding the reach, range, lifecycle status of the application portfolio and the extent to which applications support processes are consolidated as Application Requirements.

3.1.1.7. Technology

A Technology Framework is used to analyse the Municipality’s Technology Infrastructure. Implemented Technology is analysed, together with the organisations that use the technology and issues that are experienced with the technology.

Technology domains and sub-domains are used to formulate an inventory of all technology used. The lifecycle status of technology and organisations concerned (own, support, distribute) with the technology are identified.

Technology issues, conclusions regarding the reach, range, lifecycle status of the technology and the extent to which the technology support applications are consolidated as Technology Requirements.

3.1.1.8. External Influences

Factors external to the Municipality that have or could impact the Municipality are identified and listed.

Political influences

District Municipality (DM) responsible for the supply of water & sewerage services currently being done by the Local Municipalities (LM) without a signed SLA between the DM and LM.

3.2. Project Participants

The following people from the Municipality participated in providing information for the current architecture analysis.

Business Focus Area Name

Municipal Manager

CFO: Budget and Treasury – Expenditure, Revenue, Assets

Corporate Services – HR & IT

Technical Services – PMU, Mechanical & Electrical, Water & Sanitation & Municipal Works

Community Services – Public Safety

Planning & Development – LED

Internal Audit

Mrs. G Mokoane

Mr. SMT Motlhamme

Mr. G Makaukau

Mr. T. Seleka

Mrs. B Seabi

Mrs. M Mathye

ITNA

Chief Architect

Lead Architect

Systems Architect

Project Manager

Mr. R de Bruyn

Mrs. M Shaw/ Mr. P Jacobs

Mr. I Graham Parker

Mr. D Lee


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4. Governance

4.1. Governance Defined

Governance is defined as the international, national, internal policies, standards, principles, guidelines and Service Level Agreements (SLA’s) that the Municipality is subjected to, or subscribes to in order to control its actions.

4.2. Identified Governance

The Municipality's governance is analysed in terms of a governance hierarchy and Governance Completeness Grid. The primary focus however is on the identification and analysis of governance that impacts on the ICT environment within the Municipality.

4.2.1. National Governance

The Municipal environment is governed in terms of a large number of National Acts, policies and procedures. The Figure below contains a breakdown of the primary Acts, policies and procedures that are directly applicable within the Municipal environment.

Figure 2: National Governance


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4.2.2. Internal Governance

The Figure below contains a breakdown of the identified governance per Department.

Figure 3: Internal Governance

MUNICIPAL MANAGER

Executive Secretary

Executive Manager: Office of the Municipal Manager

Unit Manager:

(PMS)

Unit Manager:

Communication

Unit Manager:

Legal Services

Unit Manager:

IDP

Director: Corporate

Services

Director:

Community Services

Director: Technical

Services

Chief Financial Officer:

Budget & Treasury Office Director: Municipal Planning

and Development

Chief Audit Executive

Manager - Audit

Senior Internal

Auditor Senior Internal

Auditor

Secretary

Unit Manager:

Risk

Manager - Audit

Internal Auditor Internal Auditor


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During the governance analysis it was found that the Municipality has a number of policies and procedures that govern the business areas of the Municipality. These policies and procedures apply to Budget and Treasury Office, Community Services, Technical Services, Corporate Services, Human Resources, Internal Audit, Municipal Planning and Development and IT Units

The Pastel Financial Management System (Sage Evolution, Municipal Billing) should be maintained by means of a monthly payable Service Level Agreement (SLA) with Sage, however the municipality did not provide the necessary information and or copies of the signed SLA’s to enable the team to confirm the existence of said SLA’s.

The Municipality should have SLA’s that cover the hardware component of business systems such as Pastel, VIP Payroll, Toshiba printers managed by Bakwena Systems, Microsoft Windows Servers, Biometric Devices, CCTV Cameras and user desktops and notebooks, however the municipality did not provide the necessary information and or copies of the signed SLA’s to enable the team to confirm the existence of said SLA’s.

4.2.3. Policies and Procedures

4.2.3.1 The following policies and procedures have not been developed or implemented within the municipality

Letting and Disposal of Assets Policy

Cemetery Policy

Fire Safety Policy

Library policy (required as library is administered by the local municipality, this will include book

fines, internet usage by visitors, etc.)

Credit Payment Policy (no approved document provide or posted on RMLM website to confirm

existence)

Customer Care Policy

Direct Payment Policy

Fuel Policy

Inventory and inventory purchases Policy

Purchases and Creditors Policy (no approved document provide or posted on RMLM website to

confirm existence)

Receipt, Deposit and Control over Cash Funds Policy

Disposal of Land Policy

Debt management Policy

Advice of change of Personal Details Policy

Upper limits Policy

Attending of Seminars and Conferences Policy

Bursary Policy to Members of the Public (no approved document provide or posted on RMLM

website to confirm existence)

Death Benefits Policy

Discrimination Policy

Disciplinary Policy (must be in line with the Systems Act as well as SALGA requirements) (Cannot

just refer to the act and to SALGA requirements there must be a policy as well.)

Employee and Payroll Policy

Employee Relations Policy


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External and Internal Loans Policy

Burial Policy

OHS Policy

Professional /Social membership Policy

Relocation and Transfer Expense Policy

ICT Security Policy (includes: E-mail Acceptable usage, Internet usage, Anti-virus security,

Password requirements (no approved document provide or posted on RMLM website to confirm

existence)

IT Disaster Recovery plan

IT Asset Management Policy (DRAFT version is available not yet approved)

Anti-Virus Security Policy

System development and maintenance policy

Patch management Policy

Firewall Router Security Policy

Incident management Policy

Change Management Policy

Backup Policy

Notebook and Desktop Policy

Helpdesk Policy

Waste management Policy (no approved document provide or posted on RMLM website to confirm

existence)

Municipal residential Accommodation Policy

Water Services Policy (This policy must be developed as the service is being rendered on behalf of

the District municipality and no signed SLA has been provided.)

Control over incoming and outgoing post

Rules of Order Policy

Public Participation Policy

4.2.3.2 No confirmation could be obtained if the following policies exist and/or are applicable to the municipality:

Free Basic Electricity Policy (this policy is separate from the indigent policy)

Labour Relations Policy

Mayors Bursary Fund Policy

Performance Management Policy (no approved document provide or posted on RMLM website to

confirm existence)

4.2.4. Business Unit Responsible for the supply and implementation of ICT Governance

The current policies are managed and maintained jointly by the IT resource and the Director of

Corporate Services. The following IT Policies are currently implemented:

Information Security Policy

End user computing Policy

System access control Policy


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4.2.5. ICT Governance Compliance

According to the IT resource and the Director of Corporate Services the approved policies were

accepted and properly implemented. It was however found that several Departments and Sections

within the Municipality were unaware of some of the policies and the governance it provides. It was

also found that no formal process of getting management and user buy in has been followed and that

users were not required to sign for recognition of each policy.

4.3. Issues Identified Regarding Governance

The following issues regarding governance have been identified:

The Municipality did not provide the necessary information and or copies of the signed SLA’s to enable the team to confirm the existence of said SLA’s, we were thus unable to .confirmed that there are Service Level Agreements with the Service Providers listed below.

o Sage Evolution – Municipal Billing

o Reya Kopele – Current ISP (Internet Service Provider).

o Technicom – Telephone System with VOIP Services & Support.

o Telkom – Data Connections to Satellite Sites as well as Telephone Lines.

o Bakwena Systems – Printing

o VIP Payroll.

o IMQS – Asset Management System

o TeamMate – Internal audit software

o ArcGIS – roads, storm water projects etc. data

o Caseware – Financial Statements Software

o Microsoft licensing

o There is currently no IT Network Services and Support within the municipality.

4.4. Conclusions Regarding Governance

There are currently a number of policies and procedures that have not been formulated and needs to be in place and implemented.

The Municipality did not provide the necessary information and or copies of the signed SLA’s to enable the team to confirm the existence of said SLA’s with vendors and service providers to manage the maintenance and support of business systems and technology.

The current ICT governance however is not sufficient and a comprehensive set of policies and procedures as well as third party SLA’s should be developed, entered into, concluded and implemented.


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5. Strategy

5.1. Strategy Defined

Strategy can be defined as the broad program for defining and achieving an organisation’s objectives and the organisation’s response to its environment over time (Stoner & Freedmani, 1989:193). It can also be defined as “An integrated set of actions aimed at increasing the long-term well-being and strength of the enterprise relative to competitors.” (Ward & Griffithsii, 1996:63)

Strategy can be expressed in terms of:

Vision. A vision can be described as a short and concise inspiring statement about what the organization intends to become or to achieve at some point in the future. It is stated in competitive terms and contains intentions that are broad, all-intrusive and forward-thinking. It is the image that a business must have of its goals before it sets out to reach them which describes aspirations for the future, articulated in a dramatic and enduring way to inspire stakeholders

Mission. A mission is a concrete statement of direction and purpose, translated from the vision. It is a vital element in any attempt to motivate employees by giving them a sense of priorities

Goals. Qualitative statements of what must be achieved, expressed in terms that are not necessarily measurable or quantifiable.

Objectives. Quantitative actions to be undertaken with clear time frames, responsibility assigned and specific outcomes.

5.2. Identified Strategy

The strategy of the Municipality was analysed in terms of the strategy hierarchy, strategy alignment and strategy maturity.

The Municipality’s strategy is contained in the Integrated Development Plan (IDP) and can be summarised as follows:

Vision:

“We strive to be the best in the provision of sustainable development and service delivery at local government level“

Mission:

“To provide people-oriented government that enable integrated social and economic development in the whole of Ramotshere Moiloa Local Municipality “

Goals:

The Municipality does not have clearly defined goals for the organisation as only Objectives have

been defined. (Only 2014-15 IDP on RMLM website not 2015-16, 2015-16 SDBIP is on website but

only includes measurable performance objectives and not clearly defined organisational goals.)


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Objectives:

As part of the strategy development process these results can only be achieved when the Municipality

divides it further into obtainable strategic objectives. Ramotshere Moiloa Local Municipality has

identified the following strategic objectives that will guide on their journey towards the establishment of

a powerhouse of socio-economic development through sustainable and integrated agriculture, tourism

and mining:

Promote community participation

Enhance effective communication

To ensure good governance;

Promote accountable Efficient and Transparent Administration

To encourage and ensure public participation through ward committees, ensure participation of sector departments and other stakeholders on integrated planning.

Economic Growth

Create community beneficiation and empowerment opportunities through networking for increased employment and poverty alleviation

Create a stable economic environment by attracting suitable investors

Address community needs through developmental spatial and integrated planning

Develop a high performance culture for a changed, diverse, efficient and effective local government

Social, environmental sustainability and Infrastructure Development

Improve access to sustainable quality and affordable services

Promote environmentally sound practices and social development

Optimize infrastructure investment and services

Maintain and upgrade municipal assets

Good Governance and Administration

Develop effective and sustainable stakeholder relations

Increase financial viability through increased revenue, effective and efficient budget management

Develop and improve systems, processes, procedures and policies by practicing sound governance

Develop and build skilled and knowledgeable workforce

Attract and retain best human capital to become employer of choice

5.3. Issues Identified Regarding Strategy

The following issues have been identified in terms of the Municipality’s strategy:

The Municipality’s strategies are contained and specified in the IDP. It however seems as if not

all Municipal employees are fully familiar with the strategies as contained in the IDP


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Not all Performance targets are measurable

Not all Performance indicators are well defined

Not all Performance indicators are verifiable

Not all Performance targets are specific

Reported objectives are not consistent with the approved IDP

Lack of sufficient appropriate evidence to support reported performance information

The Municipal strategies does not contain goals on an organisational level and only focuses on

Objectives

The Municipality’s strategy only focuses on the organisational level and does not address the

Departmental level

5.4. Conclusions regarding Strategy

The Municipal IDP contains a self-explanatory strategy but it is found that not all employees are

familiar with the content thereof. Proper communication may be needed to ensure that all Municipal

Staff Members understand the true extent of the Strategy and what is expected of all too actually

achieve this.

The IDP and the Budget and Performance Management System must be aligned through the

development of the above strategy map and objectives contained in the map. The strategy foundation

must thus be well developed for the IDP and Performance Management System to reach an optimum

and to leverage the Municipality to its highest possible levels. Performance Management must thus

be seen as the instrument whereby Municipal strategies, IDP projects, budgeting and employee

accountability is aligned and integrated.

The development of the Performance Management Scorecards will enable the Municipality to identify

key performance indicators for every objective – therefore providing the Municipality with a reliable

tool to measure how well strategies have been implemented. This will be done by the further

development of the Scorecard into programmes, projects, activities, tasks, timeframes and budgetary

values.

The Municipality’s strategy only addresses the organisational level and does not drill down to the

individual Departments and business units. This implies that it is not possible to identify strategies at

the second and third organisational levels


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6. Organisation

6.1. Organisation Defined

An organisation is a social arrangement which pursues collective goals, which controls its own

performance, and which has a boundary separating it from its environment.

"there must be a plan showing how the work will be organized. The plan for the systematic

arrangement of work is the organization structure. Organization structure is comprised of functions,

relationships, responsibilities, authorities, and communications of individuals within each department"

(Sextoniii, 1970, p. 23)

6.2. Identified Organisation Structure

The organisation structure of Municipality was analysed in order to determine the place of ICT within

the Municipality. The organisation analysis also serves to identify the organisation structure.

6.2.1. Municipal Organisation Structure

Municipality’s ICT business partners, suppliers and clients.

Figure 4: Municipal Organisation Structure


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6.2.2. ICT Structure

The Municipality has identified the need for a post for an Information Systems Officer.

The ICT Unit reports to the Director of Department Corporate Services.

Infrastructure - The Municipal Domain is running on a LAN within the Municipality. The IT Section’s

responsibilities are to support and maintain the Municipality’s Networking infrastructure.

Support – The ICT Unit provides users with normal day-to-day support functions such as log in,

printers, MS Office, etc. Users in general are satisfied with the level of support they receive. The

absence of a Call Logging or Reporting interface however implies that it is not possible to provide

statistics on or report on the type of support calls and time used to resolve the support calls.

Maintenance – No evidence could be obtained that the Municipality does have maintenance and

support agreements for the Microsoft Server support and maintenance. Limited back up stock such as

power supplies and memory modules and is used as and when needed to fix a faulty computer.

Call Logging - The Municipality does not have an approved Help Desk policy and a formal/structured

process in terms of which user support is registered and monitored.

Procurement – The ICT Unit is responsible for the provision of specifications required for the

acquisition of technologies. A motivation is written and submitted to the Municipal Manager for

approval. The Supply Chain Management Section in Budget and Treasury Office is responsible for the

physical procurement of the technologies. Once delivered to the relevant person after procurement, the

IT Section is responsible for the installation of the technologies. In terms of the current procurement

process the new technologies are added to the asset register once issued.

6.2.3. ICT Resources

The Municipality needs to establish the position of an Information Security Officer (ISO) on the

organizational structure. The ISO is primarily responsible for ICT support services to the users and also

managing liaison with 3rd party vendors and service providers.

6.2.4. ICT Forum & Steering Committee

The Municipality does not have a structured or formal ICT Forum and Steering Committee that can be

used as a clearinghouse or forum to direct and structure ICT requests for technology and applications.

This implies that decision regarding the acquisition or procurement of technologies and applications

reside directly with the IT Manager and ICT Unit. A formal ICT steering committee has however been

established and is chaired by the Director Corporate Services.


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6.2.5. ICT Service Providers and Suppliers

The suppliers of products and services to ICT include:

Supplier Name Supplier Location Product

OS Holdings Midrand Pastel Financial System

ICT manager to provide information CCTV, Biometric Access Control

VIP Midrand VIP Payroll

Reya Kopele Mafikeng ISP (Internet Service Provider)

Reya Kopele Mafikeng Website Maintenance & Hosting

Technicom Lichtenburg PABX & Voip

Bakwena Systems Rustenburg Printers

Figure 5: ICT Service Providers and Suppliers

6.2.6. ICT Products and Services Rendered

The following ICT products and services are rendered to the Municipality:

Telephone communication, PABX & Billing

Desktop provisioning, Service & Support on different levels

Data network provisioning, Routing, Service & Support

Microsoft Servers (Application, Anti Virus, , CCTV, Biometric Access Control)

Multifunctional Device Support (Printers, Scanners, Fax, Copiers)

Planning and budgeting for IT services

IT project planning and project management for MIG Projects

6.3. Issues Identified Regarding Organisation

The following issues have been identified that can be used to enhance service delivery and support services:

The Municipality should enter into formal maintenance and support agreements with suitable qualified vendors to support critical computer devices with regards to hardware failures (i.e. Servers, CCTV Cameras, Biometric Access Control)

A more formal business process is to be introduced whereby maintenance and support activities performed by the ICT Unit is recorded in order to provide statistics in terms of number of support activities performed per type and service delivery

There should be an ISO position on the approved organizational structure.

6.4. Conclusions Regarding Organisation

An ISO position needs to be established on the approved organization structure. The ICT Unit is still in the process of growing as an established business unit and the Investigation Team are confident that the ICT Unit, with the assistance of this MSP will be able to identify the correct set of tools and processes to be able to support the Municipality in its normal daily operations.


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7. Process

7.1. Process Defined

Process is defined as (lat. processus - movement) a naturally occurring or designed sequence of operations or events, possibly taking up time, space, expertise or other resource, which produces some outcome. A process may be identified by the changes it creates in the properties of one or more objects under its influence.

7.2. Identified Process

Process was analysed in terms of the Municipality’s Process Owners and Process Maturity. Figure 6 provides an overview of the main processes identified.

Figure 6: Main Business Processes

7.2.1. Process Owners

The following process, sub-processes and process owners were identified:

Process Sub-process Application Organisation

SUPPORT SERVICES

Financial Management Services Revenue Management, Expenditure Management, Budget Management

Pastel CFO’s Office

Revenue

Expenditure

Budget & Treasury

Payroll Management HR, Employee Life Cycle, HR Development, OHS, Labour Relationships, Performance Management, Organisational planning, Employee Wellness Management, Benefit Administration

VIP Payroll Human Resources

Finance

Supply Chain Management Demand Management, Acquisition Management, Stores and Logistics, Disposal Management

Paste; CFO’s Office

SCM

Legal Services Policy Management, Legal Advisory Services, Litigation, Development of by-laws, Contracts Management,

No application Municipal Manager

SUPPORT SERVICES

PROCESS

PROCESS

STRATEGIC PLANNING

MANAGEMENT

SERVICE DELIVERY

MANAGEMENT

PROCESS

RMLM MUNICIPAL

PROCESS


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Communication Services Internal and External Communications Management

No application Office of Municipal Manager – Events and Protocol Co-ordinator

Information and Communication Technology Services

Information Management, ICT Infrastructure Management, ICT Business Continuity Management, ICT Governance, Research and Development, ICT Procurement Management, ICT Lifecycle Management, Support Services,

No application Corporate Services - ICT Unit

Secretariat Services Render committee services, Management of Council Proceedings, Auxiliary Services, Manage records, Render cleansing services, Manage telecoms, Fleet Management, render typing services

No application – manual system

Corporate Services

Secretariat Services – render typing services

Render typing services MS Word, Excel, PowerPoint

Corporate Services

STRATEGIC PLANNING AND MANAGEMENT

Render Internal Audit Services Team Mate Municipal Manager

Management of IDP and Strategic Plans


IDP Section

Municipal Manager

Management of Reporting Ms Word/Excel All

Manage Budget Review Process Pastel Budget and Treasury

Manage Corporate Performance No application – manual system

Municipal Manager

Manage Special Programmes No application – manual system

IDP Section

SERVICE DELIVERY

Manage Electrical Services No application – manual system

Technical Services

Implementation of new Services No application – manual system

Technical Services

Planning and Development of Services


Technical Services

Render Storm Water Services No application – manual system

Technical Services

Render Roads Management Services


Technical Services

Render Waste Management Services


Community Services

Maintain land fill sites No application – manual system

Community Services


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Render Parks and Recreational Services


Community Services

Management of Housing Delivery Services


Technical Services

Planning and Development No application – manual system

Technical Services

Project Management MIG DPLG Website

Technical Services

Rendering of Town Planning Services

Land Use Management, Building Administration, Maintain Valuation Role,


Municipal Planning & Development

Render Traffic Management and Licensing Services

Vehicle registration services, Issuing of vehicle licenses


Community Services

Managing of Trade Licenses No application – manual system

Community Services

Development of LED and Tourism Services


Municipal Planning & Development

Rendering of Cemetery Management Services

Synapsis Community Services

Figure 7: Process Owners

The above processes only address the support processes and service delivery processes.

7.2.2. Process Maturity

The ICT process maturity is measured against the Process Capability Maturity Model (P-CMM).

Level 0

None

Level 1

Initial

Level 3

Defined

Level 4

Managed

Level 5

Optimised

Level 2

Repeatable

Level 0

None

Level 1

Initial

Level 3

Defined

Level 4

Managed

Level 5

Optimised

Level 2

Repeatable

Figure 8: Process Capability Maturity Model (P-CMM)


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The definition of the different maturity levels is:

Level Process Status

Definition

0 None The process or function does not exist.

1 Initial The process has been recognised but there is little or no process management activity and it is allocated no importance, resources or focus within the organisation. This level can also be described as ‘ad hoc’ or occasionally even ‘chaotic’.

2 Repeatable The process has been recognised and is allocated little importance, resource or focus within the organisation. Generally activities related to the process are uncoordinated, irregular, without direction and are directed towards process effectiveness.

3 Defined The process has been recognised and is documented but there is no formal agreement, acceptance and recognition of its role within the organisation as a whole. However the process has a process owner, formal objectives and targets with allocated resource and is focused on the efficiency as well as the effectiveness of the process. Reports and results are stored for future reference

4 Managed The process has now been fully recognised and accepted throughout the organisation. It is service focused and has objectives and targets that are based on business objectives and goals. The process is fully defined, managed and has become proactive, with documented, established interfaces and dependencies with other processes.

5 Optimised The process has now been fully recognised and has strategic objectives and goals aligned with overall business strategy. These have now become ‘institutionalised’ as part of the everyday activity for everyone involved with the process. A self-contained continuous process of improvement is established as part of the process, which is now developing a pre-emptive capability.

Figure 9: Maturity Levels

Based on information obtained during the analysis, the process maturity of ICT within the Municipality is rated at a Level 3 as the process has been recognised and is documented but there is no formal agreement, acceptance and recognition of its role within the organisation as a whole. However the process has a process owner, formal objectives and targets with allocated resources and is focused on the efficiency as well as the effectiveness of the process. Reports and results are stored for future reference.

7.3. Issues Identified Regarding Process

The following issues have been identified in terms of the processes:

Formal ICT processes need to be documented to enable the ICT Unit to function according the prescribed frameworks.

The ICT roles and responsibilities have to be clearly defined in terms of a formal document that can act as a Service Delivery and Performance Measurement tool

7.4. Conclusions regarding Process analysis

It was found that the different Departments and Officials within each Department understand and support the business processes in use. It is concerning however that so many positions are not filled (vacant or advertised) and this resulted is several Municipal areas that could not be investigated.

In general we concluded that the processes needed to conduct the daily business functions are well understood and is used according to guidelines. Several business processes could however be automated to replace manual processes thereby enhancing productivity and service delivery.


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8. Application

8.1. Application Defined

An application can be defined as interrelated components working together to collect, process, store, and disseminate information to support decision-making, coordination, control, analysis, and visualization in an organisationiv.

8.2. Identified Applications

Applications were analysed in terms of the Municipality’s Application Portfolio.

Application Domain Application Name Organisations Concerned

Financial & Accounting Pastel Budget and Finance

Administrative Microsoft Windows All

Supply Chain Management Pastel Finance

Asset Management IMQS Finance

Human Resource Management VIP Payroll HR and Training

Engineering Word & Excel Strategic planning

Administrative Microsoft Office All

Administrative Support

None besides Microsoft Office

Corporate Services

Budget and Finance

Telephone Budget Control None ICT Unit & Corporate Services

Email Services Microsoft Exchange & Outlook

All

Licensing eNATIS Community Services

Project Management MIG DPLG Website Technical Services

Security (Monitoring) CCTV Security & Risk

Security (Access Control) Biometrics Security & Risk

Patch Management & Deployment NONE ICT Unit

Anti Virus Kaspersky ICT Unit

Financial Statements CaseWare Finance

Geographic Information System Arc GIS Finance & Technical Services

Figure 10: Application Portfolio


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8.3. Life Cycle Status of Identified Applications

The Table below contains a breakdown of the Life Cycle Status of the identified applications within the Municipality.

Life Cycle Status Application Name Number of

Applications

Research None

Preferred None

Standard

Pastel, VIP Payroll, Windows 7&8 and Windows Server 2012, Biometric Access, CCTV, Microsoft Office 2010, Microsoft Office 2013, CaseWare

12

Transition None

Obsolete Windows Server 2003, Windows Server 2008, Microsoft Exchange 2003, Microsoft Office 2003, Microsoft Office 2007,

5

Not fully used Pastel Professional, Arc GIS 5

Figure 11: Application Life Cycle Status

8.3.1. Application Classification Matrix

The purpose of the application classification Matrix is to classify identified applications in terms of the following classification types:

Specialist Applications (i.e. Applications designed to meet specialist business requirements)

Administrative Support Applications (i.e. Applications designed to meet the administrative business requirements within the Municipality such as the Scheduling of Building Maintenance activities)

Functional Business Applications (i.e. Applications designed to meet specific functional business requirements such as Financial Management)

Management Information Applications (i.e. Applications designed to provide management and the business with management information that can be used for strategic planning activities)

Application Type Number of Applications

Administrative Support Applications 3

Specialist Applications 1

Functional Business Applications 1

Management Information Applications 1

Figure 12: Application Classification Matrix

The Application Classification Matrix indicates that 6 of the 10 identified applications can be classified as Functional Business Applications that supports the business processes of the Municipality and its service delivery systems. There are 1 application that can be classified as Specialist Applications, 3 as Administrative Support Applications and 1 as being Management Information Applications.


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None of the identified applications are however integrated with each other and it is therefore not possible to exchange or share information between the different systems other than exporting and importing of databases to each other.

8.4. Applications Scorecard

The purpose of Applications Scorecard is to identify and rate the extent to which the current application portfolio meets and supports the Municipal business drivers and targets as contained in the IDP and Municipal Objectives.

The identified applications were classified in terms of a set of business drivers that were used to rate the systems. The following business drivers were used in the classification of the identified applications:

The extent to which the applications supports the vision and mission as specified in the IDP

The extent to which the applications supports the objectives as specified in the IDP

The extent to which the applications contributes to efficient and effective decision-making

The extent to which the applications enhances the organisation’s service delivery system

The extent to which the applications enhances Revenue Management

The extent to which the applications provides management information

The extent to which applications supports effective administration


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A weight was attached to each of the identified systems to assist in the categorisation of the applications. The following weights are used to prioritize systems:

0 No contribution

1 Marginal contribution

2 - 5 High contribution

C

R

I

T

E

R

I

A

Application Scorecard

Contributes to efficient and effective decision-making

Enhances the organisation’s service delivery system

Supports vision & mission as specified in the IDP

Supports the objectives as specified in the IDP

Exchanges Revenue Management

Providers management information

Supports effective administration

APPLICATION NAME

Financial Services

Pastel 5 5 5 2 2 4 5

VIP Payroll 4 4 4 2 2 2 4

Microsoft Windows (XP, 7, 8, Server 2003, Server 2008,

Server2012)

4 2 0 1 2 3 0

Microsoft Office (2003, 2007, 2010, 2013) 4 2 0 1 2 3 0

CCTV 2 3 0 0 0 2 2

Biometrics 4 3 0 1 1 1 1

Kaspersky (Anti Virus) 4 4 0 1 1 2 2

CaseWare 4 4 4 3 3 3 4

ArcGIS 3 3 2 1 1 3 3

Figure 13: Application Classification Matrix`


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8.5. Applications Planned

The Municipality has embarked on a tender process for a data cleansing project as well as the establishment of a GRAP Compliant Asset Register. The Investigation Team was informed that the proposed data-cleansing project will proceed but the Asset Register has been put on hold. Information obtained from the data-cleansing project will be used to verify and update data contained in the Munsoft Financial Software application.

Upgrading of certain Microsoft applications are being planned due to the fact that they are obsolete. These upgrades will include –

Domain Server – Windows Server 2003 to Windows Server 2012

Exchange Server – Windows Server 2003 to Windows Server 2012

– Exchange Server 2003 to Exchange Server 2013

Desktops & Notebooks – Windows XP, Vista or 7 to Windows 8 Professional

– Microsoft Office 2003, 2007 to Microsoft Office 2010, 2013

ArcGIS Server – Windows 2008 to Windows 2012

8.7 Issues Identified Regarding Application Portfolio

The Investigation Team found the following issues were experienced:

No software is available to track the whereabouts of all computer related hardware, as well as give detailed information about all hardware detected on the data network, for example –

Make & Model

Processor & Memory Size

Software installed on the Desktops & Notebooks

No Software is available to set up to automatically send notifications to technicians with regards to difficulties and outages experienced on the data network

No software is available to set up to automatically send notifications to technicians with regards to any hardware monitored by it.

Processor & Memory Size

Software installed on the Desktops & Notebooks

8.8 Conclusions Regarding Applications

In terms of the Application Portfolio it seems as if the most important application is centred in the Budget and Treasury Department. This is due to historic reasons whereby Financial Services required access to a Financial Management Application that would allow them to perform the billing and revenue collection functions.

Applications are also still used in isolation as stand-alone applications and there seems to be no active drive to integrate applications or to identify and extract data that could be used for management information purposes. In terms of the aforementioned there is a lot of scope to introduce applications that will support the Municipality’s business processes and that will assist in the generation of management information that can assist Municipal Managers in their decision-making processes.


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The fact that there are applications that are not fully or effectively used is worrying as it is indicative of the following possible causes:

The applications that were acquired did not meet the business or user requirements

The users are not fully informed and knowledgeable in terms of the functionality offered by the applications

Specific actions will therefore have to be initiated in an effort to inform users about the functionality contained in the applications and the identification of the reasons why the applications are not used effectively.

The applications in use at the Municipality meet the current business requirements for Budget and Treasury, HR and Training and the Technical Section. Although several products are available that can enhance the way these sections deliver the services it is found that these sections can deliver services and are able to report on them as required by the Municipal Manager.

The VIP Payroll for HR and Training is most probably the best implemented system as it has been implemented on defined policies and procedures, the users have been properly trained and the ICT Unit have been trained to be able to provide 1st Level Support Services.

Munsoft Financial Software is a concern as it seems that most of the financial process within the Municipality is managed manually meaning several areas are still done manually i.e. purchase orders, creditors, payments etc. Also, the Stores functionality is a requirement by Budget and Treasury as well as the Technical Section and the Asset module is available. These functionality is already available and is not utilized at all.


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9. Technology

9.1. Technology Defined

“A wide variety of items and abilities used in the creation, storage and dispersal of data and information as well as in the creation of knowledge.”v

9.2. Identified Technology

The Municipality’s Technology portfolio was analysed in terms of a Technology Framework.

9.2.1. The technology found per domain and the life cycle status of each technology was obtained and is detailed in the Technology Range and Status

Technology

Domain

Technology

Sub-Domain Technology Element

Technology Implementation

(realises) Status

Client ware Graphics 3 D mapping 3 D mapping - Preferred

3-D & Animation 3-D & Animation - -

Drawing - Vector Graphics Drawing - Vector Graphics -

Caddie

-

Painting - Raster Graphics Painting - Raster Graphics - -

Spatial modelling Spatial Modelling - GIS Preferred

Internet Client

ware

Anti Spam Anti Spam - Standard

Browser Plug-In Browser Plug-In - -

Download Utilities Download Utilities - -

Email Client Email Client - Standard

e-Mail Security e-Mail Security - Standard

FTP Client FTP Client - -

Instant Messaging Instant Messaging - -

Spyware Removal Spyware Removal - Standard

Web Browser Web Browser - Standard

Web Conferencing Web Conferencing - -

Web Log Web Log - -

XML Browser XML Browser - -

Internet Server

ware

Application Server Application Server - Preferred

Commerce Server Commerce Server - -

Email, Groupware &

Messaging Server

Email, Groupware & Messaging

Server - Outlook

Preferred

FTP Server FTP Server - -

IM - Instant Messaging Server IM - Instant Messaging Server - -

Streaming Multimedia Server Streaming Multimedia Server - -

Web Conferencing Server Web Conferencing Server - -

Web Server Web Server - Preferred

Web Server Pages Web Server Pages - -


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Technology

Domain

Technology



(realises) Status

Office Application Suite Application Suite - MS Office Standard

Personal Database Personal Database - Decision

Support System

Preferred

PIM & Contact Manager PIM & Contact Manager - MS

Outlook

Preferred

Presentation Presentation - MS Powerpoint Preferred

Spreadsheet Spreadsheet - MS Excel Standard

Word Processing Word Processing - MS Word Standard

Other

Clientware

Audio & Video Audio & Video - -

Communications Communications - Preferred

Data Projector Data Projector - Preferred

GPS GPS - -

Miscellaneous Apps Miscellaneous Apps - -

Utilities Utilities - -

Other Server

ware

Fax Server Fax Server - Preferred

Search Engine Search Engine - -

Server Data Synchronization Server Data Synchronization - Preferred

Sort Engine Sort Engine - -

Speech Server Speech Server - -

PDA & Smart

Phone

Handheld App Handheld App - -

Mobile Database Mobile Database - -

Wireless Browser Wireless Browser - -

Wireless Instant Messaging Wireless Instant Messaging - -

Publishing Desktop Publishing Desktop Publishing - -

Document Management Document Management -

Generic Document Management

Preferred

Imaging & Forms Imaging & Forms - -

Web Authoring Web Authoring - -

Inter-

Networks

Bridge Wireless Bridges Wireless Bridges - Standard

Gateway Load-Balancing bandwidth

management

Load-Balancing bandwidth

management -

Preferred

Gateway Router Gateway Router - Cisco Standard

Switch Layer 2 Ethernet Switches Layer 2 Ethernet Switches -

3COM Switch 4400 48 port

Standard

Layer 3 Switches Layer 3 Switches - Standard

Load-Balancing Switch Load-Balancing Switch - Preferred

Optical Switches Optical Switches - Standard

UTP Ethernet UTP Ethernet - -

Manage Configuration Hardware & Software Asset Hardware & Software Asset Standard


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Technology

Domain

Technology



(realises) Status

ware Management Management Management -

License Management &

Metering

License Management &

Metering -

Preferred

Software Distribution &

Installation

Software Distribution &

Installation -

Preferred

System Migration System Migration - Preferred

Enterprise

Management

Enterprise Architecture Enterprise Architecture - Standard

Governance Governance - Preferred

Technology Portfolio

Management

Technology Portfolio

Management -

Preferred

Network

Management

Network Analyser Network Analyzer - Preferred

Network Documentation Network Documentation - Preferred

Network Manager Network Manager - -

Network Monitoring & Alerting Network Monitoring & Alerting - Preferred

Operations

Management

Backup and Recovery

Management

Backup and Recovery

Management - Strong Room

Standard

Console Management Console Management - Standard

Output Management Output Management - -

Provisioning & IT Automation Provisioning & IT Automation - Preferred

Scheduling Scheduling - Preferred

Performance

Management

Network Performance Network Performance - Preferred

Performance Manager Performance Manager - Preferred

Web Site Monitoring Web Site Monitoring - -

Problem

Management

Help Desk & Call Centre Help Desk & Call Center - Preferred

Recovery Management Recovery Management - Preferred

Remote Control Remote Control - Preferred

Service Assurance Service Assurance - -

Security

Management

Administrative Management Administrative Management - Preferred

Database Security Database Security - -

External SSL Device External SSL Device - -

Firewall Firewall Standard

Host Based Intrusion

Detection

Host Based Intrusion Detection - -

Identity and Password

Management

Identity and Password

Management -

Standard

Internal SSL Device Internal SSL Device - -

Network Based Intrusion

Detection

Network Based Intrusion

Detection -

Preferred

Other Security Management Other Security Management -

Penetration Testing Penetration Testing - -

Policy Management Policy Management - Preferred


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Technology

Domain

Technology



(realises) Status

Real-Time Security Incident

Response

Real-Time Security Incident

Response -

-

Vulnerability Scanning Vulnerability Scanning - -

Systems

Management

Application Server

Management

Application Server Management

-

Preferred

Applications Management Applications Management - Preferred

Database Server Management Database Server Management - Standard

Desktop Management Desktop Management - Standard

Email Server Management Email Server Management - Preferred

Integration Server

Management

Integration Server Management

-

Preferred

Mainframe & Legacy

Management

Mainframe & Legacy

Management -

-

Messaging Server

Management

Messaging Server Management

-

-

Mobile Management Mobile Management - -

Server Management Server Management - Standard

Web Server Management Web Server Management -

Windows

Preferred

Web Services Management Web Services Management - -

Middleware Formats &

Protocols

Format Format - -

Protocol Protocol - -

Protocol Stack Protocol Stack - -

Integration BAM - Business Activity

Monitoring

BAM - Business Activity

Monitoring -

-

BPM - Business Process

Management

BPM - Business Process

Management -

-

EAI - Enterprise Application

Integration

EAI - Enterprise Application

Integration -

-

EII - Enterprise Information

Integration

EII - Enterprise Information

Integration -

-

EIP - Enterprise Information

Portal

EIP - Enterprise Information

Portal -

-

Other Integration Other Integration - -

Partitioning Fat Client Fat Client - -

Message Oriented Middleware

(MOM)

Message Oriented Middleware

(MOM) -

-

Object Request Broker (ORB) Object Request Broker (ORB) - -

Other Partitioning Other Partitioning - -

Remote Procedure Call (RPC) Remote Procedure Call (RPC) - Standard

Thin Client Thin Client - -

Peer-to-Peer

(P2P)

Grid Computing Grid Computing - -

Other P2P Other P2P - -

P2P Collaboration P2P Collaboration - -


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Technology

Domain

Technology



(realises) Status

P2P Content Distribution P2P Content Distribution - -

P2P File Sharing & File

Swapping

P2P File Sharing & File

Swapping -

-

Security

Services

Anti-Virus Anti-Virus – ESET End Point Standard

Content Filtering Content Filtering Standard

Web Services Vendor Tools & Frameworks Vendor Tools & Frameworks - -

Web Services Standards Web Services Standards - -

Platforms Components CPU CPU - Intel Preferred

I/O Interface I/O Interface - -

Memory Memory - Preferred

Storage Storage - Preferred

Hardware Desktop Desktop – Mixed Standard

Notebook Notebook - HP Standard

Other Miscellaneous Platforms Other Miscellaneous Platforms - -

Server Server – IBM, HP Standard

Tablet Tablet Preferred

Networks Broadband Broadband Standard

LAN - Local Area Network LAN - Local Area Network -

CAT5 Copper

Standard

Network Circuit Network Circuit - -

Network Interface Card Network Interface Card - 10/100

Ethernet

Standard

Telephony Telephony Standard

VOIP VOIP - Standard

WAN - Wide Area Network WAN - Wide Area Network - Standard

Wireless Carrier Wireless Carrier - Preferred

WLAN - Wireless LAN WLAN - Wireless LAN - Standard

WMAN - Wireless Metropolitan

Area Network

WMAN - Wireless Metropolitan

Area Network -

-

Operating

System

Apple Macintosh Apple Macintosh - -

Cell Phone & Smart Phone Cell Phone & Smart Phone - Preferred

Embedded Embedded - -

Linux Linux -

Mainframe & Legacy Mainframe & Legacy - -

Microsoft Windows Microsoft Windows - Microsoft

Windows

Standard

Operating System Emulator Operating System Emulator - -

PDA - Personal Digital

Assistant

PDA - Personal Digital Assistant

-

-

UNIX UNIX -

Peripherals Cable Cable - -


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Technology

Domain

Technology



(realises) Status

Other Peripherals Other Peripherals - -

Printer Printer - Undecided - Generic Preferred

Server ware Basic Services Host Communications Server Host Communications Server - Preferred

Network File Sharing Network File Sharing - Standard

TP Monitor TP Monitor - -

Content Content Management Content Management - Standard

Content Syndication Content Syndication - -

Imaging & Document

Management

Imaging & Document

Management -

Preferred

Proxy and Cache Servers Proxy and Cache Servers - Preferred

Database Data Warehouse Data Store Data Warehouse Data Store - -

Object-Oriented DBMS Server Object-Oriented DBMS Server - -

Other Miscellaneous Database Other Miscellaneous Database - -

Relational DBMS Server Relational DBMS Server - -

XML Server XML Server - -

Wireless Wireless Application Server Wireless Application Server - Preferred

Wireless IM Server Wireless IM Server - -

Wireless Mobility Services Wireless Mobility Services - -

Hardware

Peripherals

Hardware

Peripherals

Digital Camera Digital Camera - Preferred

Scanner Scanner Preferred

Figure 14: Technology

The majority of the technology is regarded as standard and no technologies were identified that are obsolete or in transition.

9.2.2. Technology Suppliers

The following Technology Suppliers were identified during the analysis:

Supplier Name Supplier Location Product

Telkom SA Pretoria Data Communication to Satellite Sites

IBM Servers Johannesburg Server Hardware

HP (Hewlett Packard) Johannesburg Server Hardware, Desktop Hardware, Notebook Hardware

Super Micro Servers (Pinnacle Africa)

Johannesburg Server Hardware

Lenovo Johannesburg Desktop Hardware, Notebook Hardware

Toshiba Printers Johannesburg Printer Hardware

ICT manager to provide information Telephone System

ICT manager to provide information Biometric Access Control

Figure 15: Technology Suppliers


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9.2.3. Technology Support

The following suppliers/organisations are responsible for rendering technology support services to the Municipality:

Supplier/Organisation Technology

1 In-house ICT Unit Desktop & Notebook Support Services

2 In-house ICT Unit& Pastel Server Maintenance and Support

3 In-house ICT Unit Infrastructure Management

4 In-house ICT Unit Network and LAN Support Services

5 In-house ICT Unit Microsoft System Software

6 In-house ICT Unit User Support Services

8 In-house ICT Unit Biometric Access Control

9 In-house ICT Unit CCTV System

10 In-house ICT Unit Multifunctional Equipment

11 In-house ICT Unit Wireless LAN

Figure 16: Technology Support

9.2.4. Analysis of current Technology Environment

9.2.4.1. PC Workstation Environment

The Figure below provides a summary of the current configuration and setup of the PC workstation environment within the Municipality. The information contained in the Tables is based on a summary of the findings that were obtained from running the NewT Professional software tool that enabled the Investigation Team to extract and document the configuration of the computer equipment.

Description Department Name Number

Number of PC Workstations Corporate Services

Budget and Treasury

Human Resources

Mayor’s Office

Municipal Manager’s Office

Server Room

Finance

Infrastructure

ICT manager to provide information

PC’s Less than 2GB RAM Corporate Services

Budget and Treasury

Mayor’s Office


Finance

Infrastructure



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PCs with Anti-virus software installed

Corporate Services

Budget and Treasury

Human Resources

Mayor’s Office


Server Room

Finance

Infrastructure


Figure 17: PC Workstation Environment

The Figure below contains a breakdown of the identified processors per type of the different

PC workstations.

Processor Type Number

Pentium ICT manager to provide information

Core 2 Duo ICT manager to provide information

Core I3 ICT manager to provide information



Xeon ICT manager to provide information

Celeron ICT manager to provide information

AMD ICT manager to provide information

Mobile ICT manager to provide information

Figure 18: Processors per type

An analysis of the findings obtained from the hardware audit indicates that:

Analysis to be done once ICT Manager provides required information above

9.2.4.2. Printer Environment

A Server has been set up as a print server. It’s currently running Microsoft Windows Server 2012

with all printers connected to the server. All drivers installed are both 32Bit and 64Bit for Windows

XP upwards to Windows 8.

9.2.4.3. Local Area Network (LAN)

The network is constructed using CAT5E technologies with 100MBpm connections to the desktop and 1GBpm connections to the servers. No redundancy has been built into the design of the network. The edge switches connect to the core with 1GBpm fibre. All core and edge switches in use are Cisco and D-Link Switches, all running Layer 2 or more.

All users who need computer equipment to conduct their daily activities are connected to all network resources and services required.


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9.2.4.4. Wide Area Network (WAN) and Internet Access

The Municipality is making use of WAN infrastructure, besides the Telkom line used to connect to the web, there are also Telkom lines linking the Remote Satellite Sites to the Main Building. These sites include –

Groot Marico Offices ( to be closed in the 2015-16 financial year)

Welbedacht Offices ( to be closed in the 2015-16 financial year)

9.2.4.5. Central Computer Facility (Computer Room)

The server room is located in the main building behind the reception desk. There is Biometric Access Control to the room, and only authorized persons have access to the Server Room.

General condition of the facility – The server room in general is neat and tidy. Electrical wiring has been done correctly and according to SABS standards. There is however a problem with the way the Network Cabling has been done as it has not been done according to specifications and regulations. The cabling at the Network Patch Rack is also not up to standard and currently are very untidy. Networking leads have been numbered in the server room though, but is not fully numbered at the remote point of the leads (offices).

ICT Equipment - The server room houses all Servers, and Network Equipment.

Stationary – Some boxes are stored in the server room. Alternative storage is recommended for the boxes in the server room as this may pose a fire threat. The space may also be optimally utilized.

Access Control – Biometric system has been implemented. Only the responsible IT officers have access to the server room.

Fire Control Systems – Fire control system has been implemented and tested.

Cabinets – Servers are all Rack Mountable Servers in the Server Room, and are housed in a 49U Server Cabinet. A wiring cabinet is installed with the core switches, PABX, and firewall inside. The cabinet is wired properly and structured with brush and patch panels. Both cabinets have 3KVA Rack Mount UPS’s installed that feed their individual cabinets separately.

9.2.5. Active and Planned Technology Projects

There is a Disaster Recovery Server Room at a secondary location planned as well as the neatening and upgrading of the current Server Room.

9.3. Issues Identified Regarding Technology

The following issues have been identified in terms of the technology environment:

Additional network points are required to ensure that all users are connected to the LAN

No hardware maintenance contract exists and this poses a real threat to business applications such as HR and Budget and Treasury. 3rd Party agreements with external providers will have to be established.


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9.4. Risk Register

Service Service Description Service

Category Risk Description

Service Affected

Kaspersky Anti-Virus Anti-Virus Protection Anti-Virus

Kaspersky is the primary AV in RMLM however other versions of AV where found on the network

Antivirus Service


Kaspersky has no central console which means each workstation must managed independently

Antivirus Service


There are only 100 licenses available for Kaspersky. It is estimated that 200 licences in total would be required to be compliant

Antivirus Service

CaseWare Financial reporting and analysis application

CaseWare Service

Application is installed and runs on a user’s workstation

Finance / CaseWare

CaseWare Financial reporting and analysis application

CaseWare Service

The application is not backed up regularly. No backup, old data found on DVD

Finance / CaseWare

Domain Controller AD, DNS and Other services

Essential Services Active Directory underutilised.

Active Directory

Domain Controller AD, DNS and Other services

Essential Services

Active Directory quotas on folder sizes are soft capped which means that the users can go over the allocated space, creating storage issues.

Active Directory

Connectivity Telkom ADSL connection Essential Services

Telkom DSL is a best effort service, can be down for extended periods of time with no guarantees

Internet & Mail Services

Connectivity Satellite Connectivity Essential Services

Satellite connectivity is not set up in the environment, though the equipment is on site.

Internet & Email

Connectivity Telkom Connectivity Essential Services Disconnected services Internet


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Service Affected

Connectivity Redundant Connectivity Essential Services

Lack of redundant connectivity could lead to extended service interruptions around internet and email All

Connectivity Telkom ADSL connection Essential Services No Reporting on service utilisation All

General Infrastructure Maintenance Essential Services Decommissioning of "old" infrastructure

General Infrastructure Maintenance Essential Services

Inadequate management of equipment or service warranties All

Network Cabling tidiness and labelling Essential Services Network cables are not tidy and not labelled. Network

Backup Systems Backup Essential Services No onsite backup service implemented for systems

Backup Service

Backup Systems Backup Essential Services

No offsite data is set up for various systems. Evolution being exception.

Backup Service

Backup Application Backups Essential Services

Some applications are backed up independently such as Evolution, however there are no backup registers available as proof.

Backup Service

Servers Server Monitoring Essential Services There is no form of monitoring in place File Storage

Servers GIS Application GIS Services ARCGIS is installed on 3 different devices Planning

Servers Application server Essential Services WSUS not updated WSUS

Printers Printing Essential Services

No planning in place for Multifunction printer device, plotter or receipts. All


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Service Affected

Continuity Disaster Recovery Essential Services

In the event of a full disaster at the main building, there is no plan, site or equipment in place to respond. All

General Server Room Essential Services

There is a fire extinguisher in the server room however it was late in its service All

Mail

The sending and receiving of electronic communications (Email, Calendaring, Contacts, etc.) Mail Service No automatic email archiving. Mail Services

Mail

The sending and receiving of electronic communications (Email, Calendaring, Contacts, etc.) Mail Service

Email is provided to the organisation via POP accounts Mail Services

Mail


On the current email service provider’s contract, there is no SLA or guarantees. Mail Services

Mail


Many of the users stated that they make use of their own external email accounts Mail Services

General Generator Essential Services There is no generator All

General Physical Security Essential Services

Several entrances/exits are not correctly monitored. Main entrance is sometimes not manned by any security personnel, access controlled doors frequently propped open All

Voice Telephony Voice There is currently a dispute on the telephony contract All

Support Internal Support Staffing

The internal staff do not have the required skills and certifications in order to provide the required support All

General Document Management Essential Services

Sensitive information not being stored securely and reliably All


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Service Affected

General Website Website There is outdated information on the website All

General Software Licensing

Several Servers and various workstations were found with unlicensed software from vendors such as Microsoft.(eg RMMDC OS) All

General Agreements IT Contracts Lack of ICT contracts management All

General UPS Essential Services

There are several UPS' which are not connected to any devices All

General Server Room Environment Room is very dusty All

General Server Room Environment There is no raised floor All

General Server Room Environment Racks are not earthed All

General Workstations Essential Services Not all workstations are on the domain All

General Security Firewall Firewall not configured, deployed or managed. All

Branches Connectivity WAN No branch network setup All

Branches Physical Security Essential Services

Several entrances/exits are not correctly monitored. Main entrances sometimes not manned by any security personnel. All

Branches Workstations Environment

Equipment management. It was found that certain machines were not functioning for an extended period of time.

Branches Printing Essential Services

No planning in place for Multifunction printer device, plotter or receipts. All


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9.5. Conclusions Regarding Technology

9.5.1. PC Workstation Environment

In general, the PC Workstation Environment is stable and is supported by the internal Municipal ICT Unit. All devices in use are of high specification and are sufficient to run the applications that need to operate on the specific computers.

9.5.2. Printer Environment

The printer environment at the Municipality is limited as no printing process exists. There are network printers currently.

9.5.3. Local Area Network (LAN)

The local area networks are working fine with proper throughputs. The network have been built with current technology standards and no update or upgrade is necessary at this stage. .

The addition of the new network points may have an impact on the current networking infrastructure. The Municipal ICT Unit needs to ensure that the network planning is done in such a manner that additional switches will be installed for the new extension and that a fiber port is available on the core switch in the server room. Quality assurance is a critical aspect that needs to be managed during the implementation of this new network. The following aspects should be kept in mind -

Cabling manufacturer standards and warrantees will be obtained by the municipality from the relevant service provider.

Diagrams need to be drawn up and submitted as part of the sign off process

All leads must be numbered according to a defined standard

Cabinets will be mounted properly and access to cabinets should be possible (swing frames)

Lead should terminate on patch panels. The cabinet wiring will be tidied up by means of brush panels and proper cabinet wiring standards

All fiber and CAT5 leads will be tested and test certificates will be obtained from the relevant service provider to the municipality..

The new switch to be installed must be the same make and model as used in the rest of the municipality’s installation.


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10. Information

10.1. Information Defined

Information of the Municipality is analysed in terms of an Information Framework and Information Maturity. A high-level information catalogue is formulated for the Municipality. The information framework is used as the starting point to formulate the information catalogue, in the context of identified processes. Identified information is classified as management or process information. Issues with current management and process information are identified as part of the information analysis.

10.2. Information Management

Information Management activities within the Municipal Environment has to a large extent been confused with providing users with PC workstations and printers for word-processing purposes or the decision to implement systems and applications, such as financial management systems.

Although these are building blocks in the computerization activities of an organization, they are not necessarily representative of the level of computerization or of information management in the organization.

The supply of hardware and/or office automation products are elements in the computerization and information management process, but to be effective the process required is for users at all levels to be able to share and exchange information - not merely data. The reasons for the misinterpretation is related to the fact that the difference between data, information and intelligence is sometimes missed understood.

The difference in the information elements:

Data refers to data elements in its “raw or native format”. A practical example would be the data fields represented in an Excel spreadsheet. In its native format, the data has little or no meaning.

Information refers to data elements that have been structured to present users with a more complete picture. This would typically refer to data elements in a spreadsheet that have been calculated for a specific month and then compared against a previous month.

Intelligence refers to information that has been analysed to present managers and senior management with trends and tendencies.


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Application Rating

The fact that the three levels of the information management model are not clearly understood results in Management structure, especially Senior Management, being swamped with a tremendous amount of operational or functional data. Senior Management does not have the time to analyse and interpret operational and functional data and also should not spend time on doing so. These processes should have been completed at the operational and functional levels and management should have been presented with strategic information to enable them to make strategic business decisions.

Another problem that seriously impact on the Local Government’s ability to effectively conduct its information management processes, is the fact that information is largely gathered, stored, manipulated and disseminated in terms of “islands of isolation”. This implies that although there might be a number of computer systems within the Municipality, the systems are not integrated and do not make provision for the exchange and sharing of data and information. A typical example is the fact that the Engineering Department usually invests a large amount of time and effort into the design and implementation of applications, yet these applications are very seldom linked to the financial management system. The fact that computer applications and systems are operated in isolation has the following negative implications:

Large scale duplication of effort and time to gather, clean, package and store data

Additional cost implications due to the fact that service providers, advisors or officials are paid large amounts of money to gather, clean, package and store data elements that have already been collected by other business entities

The lack of a central repository of basic data entities; this can result in incorrect decision making due to the fact that various business entities might make use of different versions of the same data set and that one of these might be outdated

INTELLIGENCE

INFORMATION

DATA

10%

30%

Strategic

60% Operational

Functional


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In the process, Municipalities are in many cases paying service providers and contractors to gather, clean, package and store data over and over again. The Figure below contains a list of the core data sets or elements that are usually required by the various Municipal programs,

Core Datasets by Program

Core Data Sets per Programme In

dig

en

t d

ata

Dem

og

rap

hic

da

ta

Reti

cu

lati

on

ne

two

rks

Ty

pe o

f serv

ices

Co

ns

um

pti

on

da

ta

Me

ter

da

ta

Sp

ati

al d

ata

Cad

astr

al

da

ta

Co

nta

ct

de

tail

s

Ad

dre

ss d

ata

Co

ns

um

er

da

ta

Do

cu

men

tati

on

Reco

rds

Pro

jects

Aeri

al P

ho

tog

rap

hs

La

nd

us

e t

yp

es

Town Planning

Integrated Development Plan

Advertising

Environmental Conservation

Land use

Local Economic Development Plan

Road Master Plan

Valuation Roll

Spatial Development Framework

Waste management

Electricity

The Figure above clearly displays that a number of core datasets are required for use by multiple Municipal Programmes and that the data pertaining to these datasets should therefore be stored in databases to facilitate the maintenance and retrieval of the data.

The Figure below contains information of the different Municipal Processes that makes use of identified core datasets. It seems that multiple processes require access to the same core datasets. The Municipal Applications Portfolio should ideally reflect such databases or applications, as the requirement for the data is repetitive in nature and therefore makes it suitable for automation.


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Acc

ou

nt

Nu

mb

er

Ad

dre

ss

data

Ari

al P

ho

tog

rap

hs

Asse

t T

yp

es

Bo

ok c

ata

log

ue

Cad

as

tral

da

ta

Co

nsu

mer

data

Co

nsu

mp

tio

n d

ata

Co

ntr

ac

t d

eta

ils

Dem

og

rap

hic

da

ta

Dis

cip

lin

ary

acti

on

s

Do

cu

me

nta

tio

n

Ind

igen

t d

ata

La

nd

use t

yp

es

Mete

r d

ata

Pay m

ete

rs r

ec

eiv

ed

Pers

on

nel

da

ta

Po

st

level

Pro

jec

ts

Rec

ord

s

Reti

cu

lati

on

ne

two

rks

Sp

ati

al

data

Ty

pe o

f s

erv

ices

Ty

pe

s o

f d

em

ise

s

Budget review process

Communications

Developing of LED

Electricity services

Financial management

Municipal Health services

Human Resource Management

IDP & Strategic planning

Issuing of Licenses

Legal services

Manage Municipal Performance

Managing & Co-ordinating projects

Reporting

Parks & Recreation

Records and auxiliary services

Library services

Road Maintenance

Sewerage

Special Programmes

Storm water

Town Planning

Traffic & Licencing

Waste Management

Core Datasets versus Process

The fact that the Municipality does not have databases or applications that are used for the maintenance and storage of the datasets results in large-scale duplication in effort and costs related to the gathering, storage and manipulation of data. This is due to the fact that the Municipality does not have the necessary resources and skills that provides the required capacity required to undertake and compile the different Municipal Programmes internally and subsequently has to appoint service providers to undertake the work. The lack of a central Management Information System implies that


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the service providers appointed to develop the different programs have to initiate and undertake their own data gathering processes.

10.3. Issues Identified Regarding Information

The following issues regarding Information have been identified:

The Municipality’s Application Portfolio does not reflect the data requirements that were identified in terms of the above figures as only some data entities are currently stored in functional applications (i.e. Financial Management System)

The Municipality does not have a centralised data source that is used for the storage, maintenance, retrieval and distribution of core datasets

Some core datasets and data entities are (i.e. Land usage or demographic information) is required for use by the different Municipal Programmes and if not managed effectively it implies that the Municipality will have to identify, collect, store and manipulate the same data continuously.

There is large scale of information gathered being duplicated, packaged and distributed within the different Municipal processes and programmes

The lack of suitable databases or applications that can be used for the storage, retrieval and distribution of core datasets within the Municipality has a serious cost implication as different service providers are paid to collect, package and present the same information

The lack of access to core datasets impacts negatively on the Municipality’s service delivery capacity as information that will enable decision makers to do demographic or geographic profiling and analysis is not centrally available.

10.4. Conclusion Regarding Information

The current Municipal organisational structure does not place sufficient importance on ICT and/or Information Management which implies that the Municipality does not have the internal capacity or technologies that will allow it to place greater importance and focus on information as a strategic business resource or asset.


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11. External Influences

The following external influences have been identified that have an impact on the Municipality:

National Acts, Policies and Procedures

Political changes on a Governmental level

Political changes on a Provincial Level

Political changes on a Municipal Level

Availability of funds

Socio-economic profile of the consumer environment

Increased service delivery requirements

Non-payment for services and increased outstanding debt

Availability of telecommunications infrastructure and service delivery

Geographic location of Municipal Offices

Level of service delivery by service providers

Level of local expertise and skills

The extent to which the external influences has an impact on the service delivery systems of the Municipality will vary over time and not all factors will impact on the Municipality. The severity of factors might also vary, based on the Municipality’s ability to absorb and manage the impact thereof.


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12. Appendix A – Analysis Approach

12.1. Organisational Structure

12.1.1. Municipal Manager

The Figures below contains a breakdown of the organizational structure per Department.

Figure 19: Municipal Manager Organisational Structure

Municipal Manager

Executive Secretary

Executive Manager: Office of the Municipal

Manager

Unit

Manager:

Compliance

(PMS)

Unit Manager:

Communication

Unit

Manager:

Legal

Services

Unit

Manager

Unit

Manager:

Risk

Chief

Audit

Executive

: IDP

Director: Corporate Services Director: Community Services

Director: Technical Services Chief Financial Officer:

Budget & Treasury Office

Director: Municipal Planning

and Development

Chief Audit Executive

Manager - Audit

Senior Internal Auditor

Administrator: MPAC Senior Internal Auditor

Secretary

Chief

Executive

Secretary

Unit

Manager:

Risk


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12.1.2. Community Services

Figure 20: Community Services Organisational Structure

Director: Community Services

Head Librarian Library Services Unit Manager

Parks & Environmental Services

Unit Manager Security Services

Unit Manager Public Safety

Secretary EPWP Coordinator

Admin Assistant


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12.1.3. Corporate Services

Figure 21: Corporate Services Organisational Structure

Skills Development

Facilitator

Systems

Administrator

Network

Administrator

ICT Technician Web Master

Director

Corporate Services

Unit Manager:

Information Technology

Unit Manager:

Archives and Records

Unit Manager:

Human Resource

Management

Switchboard Operator

Administrative Assistant Registry and Archives

Administrator: Council Support

HR: Procurement and Maintenance

Officer

Assistant Admin

Clerk:

Copying

Caretaker

Community Halls

Eight General

Assistants

Assistant

Personnel

Administration

Unit Manager: Labour

Relations

Secretary

Admin Assistant: Council Support


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12.1.4. BUDGET AND TREASURY

Figure 22: Budget & Treasury Organisational Structure

Municipal Manager

Chief Financial Officer:

Budget & Treasury

Unit Manager:

Supply Chain

Management

Unit Manager:

Revenue Collection Unit Manager:

Expenditure

Management

Secretary

Unit Manager:

Financial Planning,

Budgeting

&Treasury)

(PL 2A)

Deputy Director: Finance

Unit Manager:

Asset & Liabilities

Management

Accountant Creditors

and Payments

Accountant

Salaries

Accountant

Billing &

Collection

Accountant

Rates &

Taxes

Supply Chain

Management

Officer

Officer: Logistics &

Disposal Management Accountant

Credit Control &

Indigent

Management

Accountant

Financial

Reporting

Accountant

MFMA

Reporting

and budget

Accountant:

Asset

Management

Accountant:

Reporting


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12.1.5. Infrastructure

Figure 23: Technical Services Organisational Structure

DIRECTOR: TECHNICAL

SERVICES

UNIT MANAGER:

MUNICIPAL WORKS

MANAGER: PROJECT

MANAGEMENT UNIT

(PMU)

UNIT MANAGER:

MECHANICAL &

ELECTRICAL SERVICES

UNIT MANAGER:

WATER & SANITATION

SECRETARY

ADMIN CLERK (X 2)


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12.1.6. Planning, Land and Economic Development

Figure 24: Planning, Land & Economic Development

DIRECTOR:

Municipal Planning &

Development

Unit Manager:

Town Planning

Unit Manager:

Housing

Building Control

Officer

LED Officer

Snr. Admin Officer Land

Use Properties &

Valuation

Secretary:

Supervisor: Municipal

Brick Making Plant

Assistant Building Inspector

Unit Manager:

LED


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12.2. Processes 12.2.1. Support Services

The Figure above contains a breakdown of the Support Services business processes:

SUPPORT

SERVICES

PROCESS

FINANCE HUMAN

RESOURCES

LEGAL SERVICES INTERNAL AUDIT SUPPLY CHAIN

MANAGEMENT

RECORDS AND

AUXILIARY

SERVICES

SECRETARIAT

SERVICES

COMMUNICATION

S

ICT

BUDGET

REVENUE

EXPENDITURE

CREDITORS

ADMINISTRATION

DEVELOPMENT

AND TRAINING

EMPLOYMENT

EQUITY

LABOUR

RELATIONS

OCCUPATIONAL

HEALTH AND

SAFETY

CONTRACT

MANAGEMENT

LITIGATION

(LABOUR AND

MUNICIPAL

RELATED)

LEGAL ADVISORY

SERVICES

MANAGE

PROCUREMENT

STORES

COUNCIL

MAYOR’S OFFICE

SPEAKER

CHIEF WHIP

DOCUMENT

MANAGEMENT

PUBLIC

RELATIONS

PUBLIC

PARTICIPATION

COLLECTION OF

OUTSTANDING

ACCOUNTS

PAYROLL

SALARY

RECONCILIATION

PROPERTY

RATES

BILLING

ADJUSTMENT &

ANNUAL

BUDGETS

ASSET

MANAGEMENT

ACQUISITIONS

ASSET REGISTER

USER SUPPORT

IT PROCUREMENT


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12.2.2. Strategic Planning

The Figure below contains a breakdown of the Strategic Planning business processes:

Figure 25: Strategic Planning Processes

PROCESS OF STRATEGIC DEPARTMENT

PMS IDP COMMUNICATIONS

MANAGE AND MONITOR

IMPLEMENTATION OF

PMS

DEVELOP AND REVIEW

PMS FRAMEWORK

COORDINATE

ORGANISATIONAL

REPORTS

DEVELOP AND MONITOR

SDBIP

DEVELOP, REVIEW AND

IMPLEMENT IDP

COORDINATE IDP

MONITOR AND

IMPLEMENT IDP

PROCESS PLAN

MANAGE PUBLIC

RELATIONS

MANAGE PUBLIC

PARTICIPATION

MANAGE AND FACILITATE

COUNCIL EVENTS


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12.2.3. Service Delivery

The Figure below contains a breakdown of the Service Delivery business processes:

Figure 26: Service Delivery Processes

12.3. Information System Description

The Section below contains a high-level description of the different Information Systems currently used by the Municipality. The Section does not include a detailed description of all applications identified as most of the applications are standard, off-the-shelf applications which means that the applications are well documented.

12.3.1. Pastel Financial Management System

System Description

The Pastel Financial Software systems provides for record keeping of all financial aspects at the municipality. Pastel is developed in South Africa to accommodate the Fiscal Reforms implemented by Central Government

SERVICE

DELIVERY

MANAGEMENT

TOWN PLANNING LOCAL

ECONOMIC

DEVELOPMENT

SOCIAL

SERVICES

STRATEGIC

MANAGEMENT

CEMETERIES

PUBLIC SAFETY

ROAD

MAINTENANCE

LICENSING

SEWERAGE

WASTE

MANAGEMENT

ELECTRICITY

STORM WATER

PARKS

IDP

PERFORMANCE

MANAGEMENT

COMMUNICATION

S

LAW

ENFORCEMENT

TRAFFIC

CONTROL

DISASTER

MANAGEMENT

VEHICLE

TESTING

DRIVING

LICENSING

REGISTRATION

TOWN &

REGIONAL

PLANNING

BUILDING

INSPECTOR

TOURISM

DEVELOPMENT

AGRICULTURAL

INITIATIVES

ANNUAL

REPORTING

MUNICIPAL

PERFORMANCE

(KPI’S)

PERMITS


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System Features

The system provides the following features:

Complies with MFMA implementation

Paperless Procurement Module

Integrated stores and stock control

Multiple Authorization levels

Audit trails are provided

Training, Implementation and Support

Creditors

Integrated Billing Module

Microsoft, WEB, SMS, XML Integration

The Vote Ledger Report Writer

Cash Book, Electronic Cash Book Reconciliation & EFT's

GUI & Oracle Database

Supply Chain Management

Strict Budget Control

Pastel Reporting

Data Entities

Data entities used by the Pastel FMS include:

Creditor name (i.e. Name, Business Name, Business registration detail, VAT number, etc)

Creditor contact details

Address data (i.e. Physical and Postal Address)

Project name

Project details

Budget details per Department

Cost projections

Expenditure to date

History data

Type of Reports

The following types of reports are available within the system:

Outstanding balances per period

Payments received per period

Day-end balances

Month-end balances

Payroll

Billing

Operational Environment

The Pastel Financial Software runs on an Intel based server. The server is located in the Main Building Server Room. User access to the system is password controlled and users access the system via the Local Area Network (LAN) implemented in the municipal building.


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System Ownership

The Finance Department is the system owner and main system user, whilst other departments require access to the system for query purposes to obtain information on budgets, expenditure and project progress payments and billing.

Identified new system requirements

The following shortcoming in system requirements have been identified:

Previously couldn’t extract GL

Data was corrupt

System analyst was provided for Pastel and was on site to address the shortcomings

12.3.2. VIP Payroll

System Description

VIP is used to manage the monthly salary payouts to staff. VIP is aimed at the small to medium range of businesses and provides a high level of stability and functionality. VIP combines ease of use into a small, but powerful package. The software is ideal for the less complex payroll. VIP Payroll provides users with all the information and options required for an effective remuneration process with the added advantage of unlimited telephone support by highly qualified support service providers as well as continues training being available from the vendor

Application Features

The VIP payroll system allows the HR Department to manage and control all payroll functions within the municipality that includes the ability to generate professional pay slip formats and reports from which management can accurately monitor, assess and analyse the payroll. The system also provides a general ledger interface facility and the ability to create ASCII files for electronic salary transfers. There are also many features including leave monitoring and data extraction via ODBC into various formats like Excel.

Data Entities

The application makes use of the following data entities:

Employee name

Employee contact details

Employee company number

Salary

Salary benefits and increments

Deductions

Employee Tax reference number

Number of days leave taken

Leave credits

Dates

Disciplinary actions

Interviews

Terminations

Items issued to employee

Family information

Injuries on duty

Et cetera


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Type of Reports

The VIP Payroll system provides the following type of reports:

Leave balances

Generation of pay slips

Generation of IRP5’s

Salary deductions

Salary notches

Disciplinary actions per employee

List of items issued to employee

Record of injuries on duty

Family history per employee

Membership of unions, institutions, etc

Operational Environment

The VIP Payroll application currently runs on the Primary Domain Controller server situated in the Server Room.

System Ownership

The HR Section is the system owner and main system user.

Additional System Requirements

No additional system requirements have been identified.


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13. Copyright and Confidentiality

The information in this document constitutes confidential and/or proprietary information of the Municipality and/or its suppliers and is subject to copyright restrictions and legal protection. Any such information shall only be used for purposes of internal evaluation and may not be copied for any external use or purpose in any instance what so ever.


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14. Endnotes

iSTONER, J.A.F. & FREEMAN, R.E. 1989.Management. 4th ed. London: Prentice-Hall

iiWARD, J. & GRIFFITHS, P. 1996. Strategic Planning for Information Systems. 2nd ed. Chichester: John Wiley & Sons

iiiSexton, William P. (1970). "Organization Structure."In William P. Sexton, ed. Organization Theories. Columbus, OH: Charles E. Merrill

ivLaudon, et al. 1998:7

vSenn, 1998:12

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