Final Deliverable Do E Phase Business Articulation Document

Final Deliverable Do. E Phase Business Articulation Document Business Architecture Reference No. Mia. B 33 -Do. E-Branch-CFO-BArch 06 -01 Date 28 -02 -2005 Template Revision 6. 0 Document Revision 1. 0 Approved by Tom Bambo (Do. E) Project Leader (SITA) Project Manager (SITA) Signature Date

Positioning of business architecture articulation within the “MSP-in-a-Box” value components Project Initiation Mia. B 3. 1 Phase I Business Articulation Phase III Business IMST Alignment Phase IV Strategic IMST Plan Business Strategy Mia. B 3. 2 IMST Strategy Mia. B 3. 8 IMST Strategy Plan Mia. B 3. 11 Business Architecture Mia. B 3. 3 IM/IT Organisation Mia. B 3. 9 Phase II Current IMST Assessment IMST Inventory Mia. B 3. 4 SGA Mia. B 3. 6 Phase V Strategic IMST Management Conceptual Architectures Mia. B 3. 10 Current IMST Assessment report Mia. B 3. 7 AME Mia. B 3. 5 -2 “"MSP-in-a-Box"” Phase/Service/ Module Covered in this template IMST Strategy Management Framework Mia. B 3. 12

Table of Contents Introduction Index of Directorates Approach Important definitions Business structure KPAs, KPIs and CSFs -3 “"MSP-in-a-Box"”

Introduction This document contains the output of the business architecture work sessions that SITA facilitated to identify the process and information requirements of the various divisions of Do. E. -4 “"MSP-in-a-Box"”

Table of Contents Introduction Index of Directorates Approach Important definitions Business structure KPAs, KPIs and CSFs -5 “"MSP-in-a-Box"”

Index of Directorates Staffing Services………………………………………. . 15 Logistical Services……………………………………… 32 Information Technology…………………………………. 45 Security and Asset Management……………………………. 59 Financial Services………………………………………. 79 -6 “"MSP-in-a-Box"”

Table of Contents Introduction Index of Directorates Approach Important definitions Business structure KPAs, KPIs and CSFs -7 “"MSP-in-a-Box"”

Business Architecture Articulation Approach For each area of the business structure 1 Business Structure Key activities that define the business 2 Identify Key Performance Areas (KPA) Key tasks that are performed in each business area For each KPA 3 4 Define Key Performance Indicators Define Key Business Processes For each task, what metrics are used to define success For each task, define the processes that are core to the business -8 “"MSP-in-a-Box"” For each KPI 5 Define Information Elements Define the information elements to support KPAs For each Business area 6 Define the Critical Success Factors (CSF) Using the KPIs as a guideline, identify those few important factors that ensures success 7 Define role of IMST in supporting the Business area Define/identify possible/existing IT solutions that are needed/used to support KPAs, in line with the identified SF’s

Table of Contents Introduction Index of Directorates Approach Important definitions Business structure KPAs, KPIs and CSFs -9 “"MSP-in-a-Box"”

Important definitions Key Performance Areas (KPA) – KPAs are operational areas that are essential to the performance of the specific business function or processes – KPAs are unique to a function or business process, reflecting output and are measurable – KPAs can also be seen as sub-processes or activities, essential for the effectiveness of the overall business process or function Key Performance Indicator (KPI) – Yardstick or performance measure/s for each KPA – Indicator(s) that imply success for the KPA (i. e. when will the business know that it is performing well for the KPA? ) Critical Success Factors (CSF) – CSFs can be defined as “those generic elements that will ensure Key Performance Indicators are met” – Some CSFs may not be essential and will have a lower impact on the business area Information Requirements – For each KPA with its associated Key Performance Indicator(s) determine the information element(s) i. e. source, destination (user), trigger/feedback and frequency/annual occurrence for both internal and/or externally entities -10 “"MSP-in-a-Box"”

Table of Contents Introduction Index of Directorates Approach Important definitions Business structure KPAs, KPIs and CSFs -11 “"MSP-in-a-Box"”

The following business structure will be used as a framework for the work session discussions Work Session Interviewees Do. E Branch Division Analysis focus areas -12 “"MSP-in-a-Box"” Branch National Province Local DG / DDG MEC / HOD Executive Mayor / Municipal Manager DDG / Chief Director / SGM Executive Director / Deputy Director / SGM Director / Deputy Director

Table of Contents Introduction Index of Directorates Approach Important definitions Business structure KPAs, KPIs and CSFs -13 “"MSP-in-a-Box"”

The KPAs, KPIs and CSFs will be determined for each individual division Client Branch Division KPI KPA -14 “"MSP-in-a-Box"” Key Business Processes KPA Critical Success Factors KPI

Director-General> Chief Financial Officer> Corporate Services> Staffing Services -15 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Corporate Services> Staffing Services: KPAs Director: Mr A Schoeman The following KPAs were identified for Staffing Services Objectives 1. To provide and manage efficient, effective and professional client friendly staffing, training and special programme services with the support of policies KPAs 1. 2. 3. 4. Render a staffing and remuneration service Render an internal training service Ensure that representivity and internal staffing relations are implemented and maintained in the Department Manage labour relations of public service staff -16 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Corporate Services> Staffing Services: KPAs, KPIs and information elements To provide and manage efficient, effective and professional client friendly staffing, training and special programme services with the support of policies Information Requirements KPAs 1. Render a staffing and remuneration service KPIs Well administered conditions of service Well defined policies and practices on Human Resource Management Well managed salaries Information Element (I) - Input (O) – Output Personnel information (I) Conditions of service (O) Best practices on Human Resource Management (I) Salary/tax adjustments (I) Source Employees/ PERSAL/ Universities/ External employers Other departments/ Universities/ Bargaining Council DPSA/ National Treasury/ SARS Salary budget (O) -17 “"MSP-in-a-Box"” Destination (User) Trigger per element Appointment of an employee Frequency use of info element Ongoing Employee/ Annual Report Departmental stakeholders The need to manage personnel Departmental stakeholders/ SARS/ Annual Report National Treasury The need to remunerate staff for their services Ongoing

Director-General> Chief Financial Officer> Corporate Services> Staffing Services: KPAs, KPIs and information elements To provide and manage efficient, effective and professional client friendly staffing, training and special programme services with the support of policies Information Requirements KPAs 2. Render an internal training service KPIs Internal training policies and procedures are adhered to Internal training budget is well administered Training needs are addressed Information Element (I) - Input (O) – Output Source Trigger per element Need to build capacity building, address performance management issues and enable people to do their job properly Need for a budget Ongoing Need for training Ongoing Information regarding policies and best practices/ Budget / Bursaries (I) Other departments/ Private companies/ SETA/ ETDP/ Universities ETDP/ Department of Labour/ Senior management/ Annual Report Budget information (I) Do. E management National Treasury/ Branches Information regarding training needs (I) Branches of Do. E/ Training committee/ Individuals Training advice (O) Individuals/ Senior management/ External companies -18 “"MSP-in-a-Box"” Frequency use of info element Destination (User) Ongoing

Director-General> Chief Financial Officer> Corporate Services> Staffing Services: KPAs, KPIs and information elements To provide and manage efficient, effective and professional client friendly staffing, training and special programme services with the support of policies Information Requirements KPAs 3. Ensure that representivity and internal staffing relations are implemented and maintained in the Department KPIs Information Element (I) - Input (O) – Output Source Employment Equity targets are met Information about targets (I) DPSA/ Public Service Commission/ Do. E Staffing relations are well managed Information about HIV/AIDS/ employees requiring counselling/ employee misconduct, etc. (I/O) Employees of Do. E -19 “"MSP-in-a-Box"” Destination (User) Other government departments/ DPSA/ Annual Report Trigger per element Frequency use of info element Need to adhere to targets Ongoing Need for counselling, advice or disciplinary procedures Ongoing

Director-General> Chief Financial Officer> Corporate Services> Staffing Services: KPAs, KPIs and information elements To provide and manage efficient, effective and professional client friendly staffing, training and special programme services with the support of policies Information Requirements KPAs 4. Manage labour relations of public service staff KPIs Labour relations within Do. E are well managed Information Element (I) - Input (O) – Output Information about grievances/ salary related management (I/O) Source Destination (User) Unions/ Personnel System/ Managers Unions/ Individuals/ Annual Report -20 “"MSP-in-a-Box"” Trigger per element Disgruntled unions and employees Frequency use of info element Ongoing

Director-General> Chief Financial Officer> Corporate Services> Staffing Services: prioritise SFs Success Factor 1. 2. 3. 4. Business Impact (1 -3) Actual Performance (1 -3) 3 3 2. 5 3 3 3 Information regarding human resources Sufficient budget Skilled staff IT equipment -21 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Corporate Services> Staffing Services: SF Positioning Matrix 2 1. 3 Medium 1 Low Actual Performance High 4 Low Medium High Business Impact -22 “"MSP-in-a-Box"” 2. 3. 4. Information regarding human resources Sufficient budget Skilled staff IT equipment

Director-General> Chief Financial Officer> Corporate Services> Staffing Services: IMST Solutions What IT-systems are currently used? 1. 2. 3. 4. 5. 6. 7. MS Office BAS PERSAL Internet Intranet E-mail Vulindlela Are there any plans for IMST enhancements/new-deployments in this area? 1. -23 “"MSP-in-a-Box"” DPSA is currently busy with a new human resource system to replace PERSAL

Director-General> Chief Financial Officer> Corporate Services> Staffing Services Business value of system: MS Office Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -24 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Staffing Services Business value of system: BAS Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -25 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Staffing Services Business value of system: PERSAL Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -26 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Staffing Services Business value of system: Internet Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -27 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Staffing Services Business value of system: Intranet Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -28 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Staffing Services Business value of system: E-mail Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -29 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Staffing Services Business value of system: Vulindlela Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -30 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Staffing Services: Role of IM What do you see as the role of IM in this area of the business going forward? Current Future No real role Technical (Hardware/Software) support System technical support System development and maintenance Key source of mgt. information Enhancing service delivery General Comments on the role of IM in this area of the business 1. Turnover time on technical support could be quicker 2. Internal Systems are poorly managed (too much downtime) 3. They would like technical advice regarding IT equipment (PCs, printers etc) -31 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Corporate Services> Logistical Services -32 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Corporate Services> Logistical Services Directorate: Logistical Services: KPAs Director: L Kearns The following KPAs were identified for Logistical Services Objectives 1. To render logistical services and manage effective and efficient office services in the Department. KPAs 1. 2. 3. 4. 5. 6. Render procurement administration services. Render office service. Manage the government transport service. Manage administrative support services. Manage cleaning and maintenance services. Manage transport services. NB: KPA 2 through 5 have been combined. -33 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Corporate Services> Logistical Services Directorate: Logistical Services: KPAs, KPIs and information elements To render logistical services and manage effective and efficient office services in the Department. Information Requirements KPAs 1. Render procurement administration services. KPIs Information Element (I) - Input (O) – Output Source Destination (User) Clients Trigger per element Placing of orders and Claims payments. Request for service (I) Internal clients Request number (I) Suppliers Request Turnaround time for: Request till order is placed. Delivery of order Quotations (I) Suppliers Request Delivery note (I) Supplier Order Invoice(I) Suppliers Delivery note Invoice Suppliers Payment (O) -34 “"MSP-in-a-Box"” Request Frequency use of info element Ad-hoc

Director-General> Chief Financial Officer> Corporate Services> Logistical Services Directorate: Logistical Services: KPAs, KPIs and information elements To render and manage effective and efficient Office services in the Department Information Requirements KPAs 2. - Render office service. – includes the following: cleaning services Tea services Maintenance Transport Messenger services Archives KPIs Client satisfaction survey questionnaires Information Element (I) - Input (O) – Output Source Request service by telephone or form (I) Internal Do. E Trigger per element Need for service Frequency use of info element Ad-hoc Service Providers Internal clients RFQ (O) Rendering of actual service (O) Claim for services rendered. (O) Internal clients via Finance Request for opening of file (I) Retrieval of the file (I) File creation for future info retrieval Internal Do. E Requested File (O) Acknowledgement of the file received (O) Transport request (I) Destination (User) Internal Do. E Booking form (O) Government garage -35 “"MSP-in-a-Box"” Ad-hoc

Director-General> Chief Financial Officer> Corporate Services> Logistical Services: prioritise SFs Success Factor 1. 2. 3. 4. Business Impact (1 -3) Actual Performance (1 -3) 2 2 3 3 2 3 Appropriate Technology Sufficient Budget Human Capital Electronic Filing System -36 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Corporate Services> Logistical Services 4 Medium 1. 2. 3. 4. 1 2 3 Low Actual Performance High Logistical Services: SF Positioning Matrix Low Medium High Business Impact -37 “"MSP-in-a-Box"” Appropriate Technology Sufficient Budget Human Capital Electronic filing system

Director-General> Chief Financial Officer> Corporate Services> Logistical Services: IMST Solutions What IT-systems are currently used? 1. 2. 3. 4. 5. Intranet/Internet e-Mail MS Office LOGIS BAS Are there any plans for IMST enhancements/new-deployments in this area? 1. -38 “"MSP-in-a-Box"” None

Director-General> Chief Financial Officer> Corporate Services> Logistical Services Business value of system: Intranet / Internet Good 1. To what extent does the system support your business (enabling services delivery)? 2. To what extent does the system support management information and decision-making? 3. How user friendly is the system? 4. How acceptable is the response time? 5. To what extent is the system available to all stakeholders? 6. How well are users trained to use the system? -39 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Logistical Services Business value of system: e-Mail Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -40 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Logistical Services Business value of system: MS Office Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -41 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Logistical Services Business value of system: LOGIS Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? (N/A) How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -42 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Logistical Services Business value of system: BAS (only data capturing on this system) Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? (N/A) How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -43 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Logistical Services: Role of IM What do you see as the role of IM in this area of the business going forward? Current Future No real role Technical (Hardware/Software) support System technical support System development and maintenance Key source of mgt. information Enhancing service delivery General Comments on the role of IM in this area of the business 1. IT plays a reactive role and needs to be more proactive. 2. The Director recommended we talk to the sub-directorates of Transport services, Administrative support services and Switch board services. 3. Training and development of staff in using different applications must be continuous. -44 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Corporate Services> Information Technology -45 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Corporate Services> Information Technology Directorate: Information Technology: KPAs Director: MT Bambo The following KPAs were identified for Information Technology Objectives 1. To establish and support effective and efficient processes to ensure communication and information systems in support of the objectives of the Department. KPAs 1. 2. 3. 4. Manage computer based system services. Manage information technology infrastructure services. Render telecommunication and administrative support services. Manage IT training. -46 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Corporate Services> Information Technology: KPAs, KPIs and information elements To establish and support effective and efficient processes to ensure communication and information systems in support of the objectives of the Department Information Requirements KPAs 1. Manage computer based system services KPIs Number of URSs developed to address client needs Satisfaction with services rendered by application systems Level of information integrity achieved for systems Information Element (I) - Input (O) – Output Source SLA content (I) Users and IT System availability statistics (I) System developers (providers)/ IT/ SITA Customer satisfaction rating (I) Users Data audit (I) Internal Audit Destination (User) Request for service Operational management -47 “"MSP-in-a-Box"” Frequency use of info element Ongoing Need to measure customer satisfaction Need to manage quality of data System account manager / CD Corporate Services Feedback on current services and additional requirements (O) Trigger per element System Progress Meeting (3 weekly)

Director-General> Chief Financial Officer> Corporate Services> Information Technology: KPAs, KPIs and information elements To establish and support effective and efficient processes to ensure communication and information systems in support of the objectives of the Department Information Requirements KPAs 2. Manage information technology infrastructure services KPIs LAN/WAN availability Level of security achieved Response times (email/network) Meet current trends i. t. o. technology Compliance to government and industry standards E. g. GITA framework, MIOS, MISS, House of values, e-gov Information Element (I) - Input (O) – Output Source Complaints on downtime (I) Users Security alerts (I) Service providers Complaints (I) Users Research reports (I) Research organization s/ service providers/ workshops Policies of the government (I) Actions and resources to address problem (O) -48 “"MSP-in-a-Box"” Destination (User) Auditor General IT staff Trigger per element Frequency use of info element Downtime incidents Security incidents Ad-hoc Complaints Ad-hoc Planning cycle Annual Auditor General prescripts Annual Ad-hoc

Director-General> Chief Financial Officer> Corporate Services> Information Technology: KPAs, KPIs and information elements To establish and support effective and efficient processes to ensure communication and information systems in support of the objectives of the Department Information Requirements 3. Information Element (I) - Input (O) – Output Frequency use of info element KPAs KPIs Render telecommunication and administrative support services Level of integration achieved in telecommunication services between telephone and IT systems Business case for telecommuni cation service (I) Users Business case Ad-hoc Level of internal satisfaction with telecommunication services (e. g. call centre) Research (I) Seminars/ workshops/ research organizations Business case Ad-hoc Source Technical support/ advice (O) -49 “"MSP-in-a-Box"” Destination (User) Business unit Trigger per element

Director-General> Chief Financial Officer> Corporate Services> Information Technology: KPAs, KPIs and information elements To establish and support effective and efficient processes to ensure communication and information systems in support of the objectives of the Department Information Requirements KPAs 4. Manage IT training (internal staff and IT based skills for Do. E) KPIs Result of IT skills survey Types of incidents reported indicating training requirements Information Element (I) - Input (O) – Output Source Destination (User) Trigger per element Frequency use of info element Incidents pointing towards training required (I) Users Incident Ad-hoc Survey of IT training needs (I) Business unit Training survey Annual IT Staff training needs through performance management (I) IT staff Performance appraisal Annual Induction training requirements (I) Induction programme Internal requirements Annual CD Corporate Services IT Training plan (O) -50 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Corporate Services> Information Technology: prioritise SFs Success Factor 1. 2. 3. 4. Business Impact (1 -3) Actual Performance (1 -3) 2 2 2 3 1 Skill level of IT staff Technology meeting business needs Availability of funds An effectively staffed organisation structure -51 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Corporate Services> Information Technology: SF Positioning Matrix Medium 3. 4. Low Actual Performance High 1. 2. Low 2 3 1 4 Medium High Business Impact -52 “"MSP-in-a-Box"” Skill level of IT staff Technology meeting business needs Availability of funds An effectively staffed organisation structure

Director-General> Chief Financial Officer> Corporate Services> Information Technology: IMST Solutions What IT-systems are currently used? 1. 2. 3. 4. MS-Office Internet services E-mail services Intranet services Are there any plans for IMST enhancements/new-deployments in this area? 1. 2. 3. 4. -53 “"MSP-in-a-Box"” E-government services within government Helpdesk support system to be upgraded Call centre project to be initiated Electronic document management system

Director-General> Chief Financial Officer> Corporate Services> Information Technology Business value of system: MS-Office Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -54 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Information Technology Business value of system: Internet services Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -55 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Information Technology Business value of system: E-mail services Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -56 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Information Technology Business value of system: Intranet services Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -57 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Information Technology: Role of IM What do you see as the role of IM in this area of the business going forward? Current Future No real role Technical (Hardware/Software) support System technical support System development and maintenance Key source of mgt. information Enhancing service delivery General Comments on the role of IM in this area of the business 1. There is a need for the position of CIO to coordinate the various information system, Information Communication Technology and Information Management functions in the Department. 2. The position of Director: Information Technology should be placed in CIO component as it should also drive technological requirements of the education services across the country. -58 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Corporate Services> Security and Asset Management -59 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Corporate Services> Security and Asset Management Directorate: Security and Asset Management: KPAs Director: Mr J Visser The following KPAs were identified for Security and Asset Management Objectives KPAs 1. To perform project management during construction of the new Do. E building. 1. 2. To perform contract administration and management. 1. Construction of the building to take place in line with the PFMA and the necessary Treasury approvals. Project management and administration, as well as monitoring the performance indicators in accordance with the approved management plan from National Treasury. -60 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Corporate Services> Security and Asset Management Directorate: Security and Asset Management: KPAs The following KPAs were identified for Security and Asset Management Objectives KPAs 3. To exercise control over the process of asset management. 1. Asset management should be in accordance with the PFMA and the Asset Management Guidelines. 4. Security liaison, policy development, monitoring and implementation. 1. Security implementation should be in line with the Minimum Information Security Standards. -61 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Corporate Services> Security and Asset Management Directorate: Security and Asset Management: KPAs The following KPAs were identified for Security and Asset Management Objectives 5. Coordinate all workshops and conferences in the Department. KPAs 1. Coordinate and manage workshops and conferences in accordance with the PFMA. -62 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Corporate Services> Security and Asset Management Directorate: Security and Asset Management: KPAs, KPIs and information elements To perform project management during construction of the new Do. E building Information Requirements KPAs 1. Constructi on of the building to take place in line with the PFMA and the necessary Treasury approvals KPIs The construction has been completed, all contractual and approval certificates have been issued and the Do. E occupies the new building Information Element (I) - Input (O) – Output Source Needs assessment (I) Destination (User) Do. E PFMA requirement National Treasury Space requirement report (O) Budget (I) National Treasury Annual report (O) Do. E -63 “"MSP-in-a-Box"” Trigger per element DG’s Office Frequency use of info element Annual

Director-General> Chief Financial Officer> Corporate Services> Security and Asset Management Directorate: Security and Asset Management: KPAs, KPIs and information elements To perform contract administration and management. Information Requirements KPAs 1. Project management and administration, as well as monitoring the performance indicators in accordance with the approved management plan from National Treasury. KPIs The Department successfully manages the concession agreement with the minimum of penalties on both sides Information Element (I) - Input (O) – Output Source Monitoring info on performance of the Consortium (I) Destination (User) Do. E / National Treasury Monthly payment of unitary fee (O) DG’s office Serviced accommodation (O) National Treasury -64 “"MSP-in-a-Box"” Trigger per element Frequency use of info element Concession agreement Monthly

Director-General> Chief Financial Officer> Corporate Services> Security and Asset Management Directorate: Security and Asset Management: KPAs, KPIs and information elements To exercise control over the process of asset management Information Requirements KPAs 1. Asset management should be in accordance with the PFMA and the Asset Management Guidelines KPIs All asset registers are in line with the PFMA and the accrual accounting process Information Element (I) - Input (O) – Output Update asset register and barcodes (I) Source Destination (User) Do. E / National Treasury PFMA requirement DG’s Office / National Treasury Asset register report (O) -65 “"MSP-in-a-Box"” Trigger per element Frequency use of info element Annual

Director-General> Chief Financial Officer> Corporate Services> Security and Asset Management Directorate: Security and Asset Management: KPAs, KPIs and information elements Security liaison, policy development, monitoring and implementation Information Requirements KPAs 1. Security implementation should be in line with the Minimum Information Security Standards. KPIs All security policies have been implemented Do. E has developed capacity to counter threats Do. E maintains a security capacity internally Information Element (I) - Input (O) – Output Destination (User) Trigger per element Approved security policies (O) DG’s Office Minimum information Security Standards from NIA Save environment of the Do. E (O) NIA Source Drafting of policies (I) -66 “"MSP-in-a-Box"” Do. E / NIA Frequency use of info element Daily

Director-General> Chief Financial Officer> Corporate Services> Security and Asset Management Directorate: Security and Asset Management: KPAs, KPIs and information elements Coordinate all workshops and conferences in the Department Information Requirements KPAs 1. Coordinate and manage workshops and conferences in accordance with the PFMA KPIs All workshops and conferences have been well coordinated Information Element (I) - Input (O) – Output Request from Department (I) Source Destination (User) Do. E / Service Provider Workshop, conference of event (O) PFMA requirement DG’s Office -67 “"MSP-in-a-Box"” Trigger per element Frequency use of info element Daily

Director-General> Chief Financial Officer> Corporate Services> Security and Asset Management : prioritise SFs Success Factor 1. 2. 3. 4. 5. 6. 7. Business Impact (1 -3) Actual Performance (1 -3) 3 1 3 3 2 2 2 3 1 1 3 2 Skilled staff Availability of adequate budget Committed staff Sufficient staff Integrated asset management system implemented Internal service level agreements implemented Compliance to internal policies -68 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Corporate Services> Security and Asset Management: SF Positioning Matrix Medium 3. 4. 5. 2 3 6. 7 1 Low Actual Performance High 1. 2. 5 4 6 Low Medium High Business Impact -69 “"MSP-in-a-Box"” 7. Skilled staff Availability of adequate budget Committed staff Sufficient staff Integrated asset management system implemented Internal service level agreements implemented Compliance to internal policies

Director-General> Chief Financial Officer> Corporate Services> Security and Asset Management: IMST Solutions What IT-systems are currently used? 1. 2. 3. 4. 5. 6. 7. MS-Office Internet Intranet E-mail (MS Outlook) LOGTEK (Asset management system) Key Master Pro MS Project Are there any plans for IMST enhancements/new-deployments in this area? 1. 2. -70 “"MSP-in-a-Box"” Video to DVD System for monitoring of performance on concession agreement on new building

Director-General> Chief Financial Officer> Corporate Services> Security and Asset Management Business value of system: MS-Office Good 1. To what extent does the system support your business (enabling services delivery)? 2. To what extent does the system support management information and decision-making? 3. How user friendly is the system? 4. How acceptable is the response time? 5. To what extent is the system available to all stakeholders? 6. How well are users trained to use the system? -71 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Security and Asset Management Business value of system: Internet Good 1. 2. To what extent does the system support your business (enabling services delivery)? 2. To what extent does the system support management information and decision-making? 3. How user friendly is the system? 4. How acceptable is the response time? 5. To what extent is the system available to all stakeholders? 6. How well are users trained to use the system? -72 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Security and Asset Management Business value of system: Intranet Good 1. To what extent does the system support your business (enabling services delivery)? 2. To what extent does the system support management information and decision-making? 3. How user friendly is the system? 4. How acceptable is the response time? 5. To what extent is the system available to all stakeholders? 6. How well are users trained to use the system? -73 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Security and Asset Management Business value of system: E-mail Good 1. To what extent does the system support your business (enabling services delivery)? 2. To what extent does the system support management information and decision-making? 3. How user friendly is the system? 4. How acceptable is the response time? 5. To what extent is the system available to all stakeholders? 6. How well are users trained to use the system? -74 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Security and Asset Management Business value of system: LOGTEK Good 1. To what extent does the system support your business (enabling services delivery)? 2. To what extent does the system support management information and decision-making? 3. How user friendly is the system? 4. How acceptable is the response time? 5. To what extent is the system available to all stakeholders? 6. How well are users trained to use the system? -75 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Security and Asset Management Business value of system: Key Master Pro Good 1. To what extent does the system support your business (enabling services delivery)? 2. To what extent does the system support management information and decision-making? 3. How user friendly is the system? 4. How acceptable is the response time? 5. To what extent is the system available to all stakeholders? 6. How well are users trained to use the system? -76 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Security and Asset Management Business value of system: MS Project Good 1. To what extent does the system support your business (enabling services delivery)? 2. To what extent does the system support management information and decision-making? 3. How user friendly is the system? 4. How acceptable is the response time? 5. To what extent is the system available to all stakeholders? 6. How well are users trained to use the system? -77 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Corporate Services> Security and Asset Management: Role of IM What do you see as the role of IM in this area of the business going forward? Current Future No real role Technical (Hardware/Software) support System technical support System development and maintenance Key source of mgt. information Enhancing service delivery General Comments on the role of IM in this area of the business 1. Highly dependant on quality information and information systems 2. Need for LOGTEK to be integrated with LOGIS 3. Access to CPI information on a daily basis -78 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Financial Services -79 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Financial Services: KPAs Director: MSM Du Toit The following KPAs were identified for Financial Services Objectives 1. To ensure sound financial management of the Department KPAs 1. 2. 3. Render financial planning, budget and cash flow functions Manage all financial transactions Manage the phasing out of the “moppingup” functions -80 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Financial Services: KPAs, KPIs and information elements To ensure sound financial management of the Department Information Requirements KPAs 1. Render financial planning, budget and cash flow functions KPIs Provide accurate, timeous financial information Complies to PFMA Information Element (I) - Input (O) – Output Source Expenditure information (I) BAS Historical information (I) Vulindlela Budgets (O) Destinatio n (User) BAS Information regarding the PFMA Act (I) Financial Reports complying to PFMA (O) -81 “"MSP-in-a-Box"” PFMA Act Do. E/ Minister/ National Treasury Trigger per element Need to do financial planning and budgeting/ Requiremen t of National Treasury/ Parliamenta ry questions Frequency use of info element Daily/ Monthly

Director-General> Chief Financial Officer> Financial Services: KPAs, KPIs and information elements To ensure sound financial management of the Department Information Requirements KPAs 2. Manage all financial transactions KPIs Payments made on time Revenue banked and accounted for Information Element (I) - Input (O) – Output Request for payments (I) Source Line Managers (Logistics) Trigger per element Frequency use of info element Submission of payment advice Daily Cash received Daily Suppliers Confirmation of payment received (O) Reconciliation statements (I) Destination (User) BAS National Treasury/ Do. E Monthly bank reconciliation (O) -82 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Financial Services: KPAs, KPIs and information elements To ensure sound financial management of the Department Information Requirements KPAs 3. Manage the phasing out of the “moppingup” functions KPIs Books on FMS closed Information Element (I) - Input (O) – Output Source Destination (User) Trigger per element Frequency use of info element Approval to close the books (I) National Treasury Constitution / Provincialisation of Education Once-off Receive notification of outstanding debts paid (I) Clients Queries Ad-hoc Copies of financial information (O) -83 “"MSP-in-a-Box"” Relevant people/ Clients

Director-General> Chief Financial Officer> Financial Services: prioritise SFs Success Factor 1. 2. 3. 4. Business Impact (1 -3) Actual Performance (1 -3) 2 3 3 3 2 Availability of Budget Availability of skilled staff Availability of IT Infrastructure Access to financial information -84 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Financial Services: SF Positioning Matrix Medium 3 2 4 Low Actual Performance High 1 Low Medium High Business Impact -85 “"MSP-in-a-Box"” 1. Availability of Budget 2. Availability of skilled staff 3. Availability of IT Infrastructure 4. Access to financial information

Director-General> Chief Financial Officer> Financial Services: IMST Solutions What IT-systems are currently used? 1. 2. 3. 4. 5. 6. 7. Are there any plans for IMST enhancements/new-deployments in this area? MS-Office BAS LOGIS Interface (Commissions) Vulindlela Intranet Internet E-Mail -86 “"MSP-in-a-Box"”

Director-General> Chief Financial Officer> Financial Services Business value of system: MS-Office Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -87 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Financial Services Business value of system: BAS Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -88 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Financial Services Business value of system: LOGIS Interface Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -89 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Financial Services Business value of system: Vulindlela Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -90 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Financial Services Business value of system: Intranet Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -91 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Financial Services Business value of system: Internet Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -92 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Financial Services Business value of system: E-Mail Good To what extent does the system support your business (enabling services delivery)? To what extent does the system support management information and decision-making? How user friendly is the system? How acceptable is the response time? To what extent is the system available to all stakeholders? How well are users trained to use the system? -93 “"MSP-in-a-Box"” Fair Poor

Director-General> Chief Financial Officer> Financial Services: Role of IM What do you see as the role of IM in this area of the business going forward? Current Future No real role Technical (Hardware/Software) support System technical support System development and maintenance Key source of mgt. information Enhancing service delivery General Comments on the role of IM in this area of the business 1. Virus protection software must be kept up-to-date to prevent unnecessary downtime 2. There is no consistent policy applied when buying IT equipment 3. Response time for BAS to be enhanced by implementing suggested improvements to IT infrastructure 4. Need for BAS to be modified to comply with the PFMA -94 “"MSP-in-a-Box"”