BCP-DRP Business Impact · PDF fileBusiness Impact Assessment ... 2.1. Organogram ... • Manage monthly billing . ELM BCP/DRP Business Impact Assessment

27 September 2013 Version 0.01 Brett Tarr (ZA) Tel: 031 204 8400 Mobile: 00814591571 Email: [email protected]

BCP/DRP

Emnambithi Ladysmith Municipality

Business Impact Assessment

Business Impact Assessment

ELM BCP/DRP Business Impact Assessment

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Dimension Data Contact Details

We welcome any enquiries regarding this document, its content, structure or scope. Please contact:

Brett Tarr (ZA) - IT Consultant, Mobile Phone: 00814591571

Dimension Data (Pty) Ltd No 3 The Boulevard, Westway Office Park, Spine Road Westville, Durban ℡ 031 204 8400 � [email protected]

Please quote reference in any correspondence or order.

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This document contains confidential and proprietary information of Dimension Data (Pty) Ltd (“Dimension Data”). Emnambithi Ladysmith Municipality (“ELM”) may not disclose the confidential information contained herein to any third party without the written consent of Dimension Data, save that ELM may disclose the contents of this document to those of its agents, principals, representatives, consultants or employees who need to know its contents for the purpose of ELM’s evaluation of the document. ELM agrees to inform such persons of the confidential nature of this document and to obtain their agreement to preserve its confidentiality to the same extent as ELM. As a condition of receiving this document, ELM agrees to treat the confidential information contained herein with at least the same level of care as it takes with respect to its own confidential information, but in no event with less than reasonable care. This confidentiality statement shall be binding on the parties for a period of five (5) years from the issue date stated on the front cover unless superseded by confidentiality provisions detailed in a subsequent agreement.

Terms and Conditions

This document is valid until 11 October 2013 and is subject to Dimension Data’s standard terms and conditions which are available on request. Dimension Data reserves the right to vary the terms of this document in response to changes to the specifications or information made available by ELM. Submission of this document by Dimension Data in no way conveys any right, title, interest or license in any intellectual property rights (including but not limited to patents, copyrights, trade secrets or trademarks) contained herein. All rights are reserved.

Dimension Data does not assume liability for any errors or omissions in the content of this document or any referenced or associated third party document, including, but not limited to, typographical errors, inaccuracies or out-dated information. This document and all information within it are provided on an "as is" basis without any warranties of any kind, express or implied. Any communication required or permitted in terms of this document shall be valid and effective only if submitted in writing.

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Document Configuration Management

Document Identification

File Name ELM_BCPDRPBusinessImpactAssessment_V0-04.docx

Version Version 0.01

Sensitivity Classification Company Confidential - Client / Vendor Information

Table 1 : Document Identification

Preparation

Action Name Role / Function Date

Prepared by: Brett Tarr IT Consultant 2013-Sept-16

Reviewed/Approved by: Glenn Miller IT Consulting Account

Manager

2013-Sept-30

Table 2 : Document Preparation

Release

Date Released Change Notice Remarks

0.01 2013-Sept- 27 Draft version for review 1st Draft

0.02 2013- Sept -30 Reviewed version for client review 2nd

Draft

0.03 2013-Oct-02 First client review Client review

0.04 2013-Oct-03 Amendments after client review Amendments

Table 3 : Document Release Summary

Contribution (C) and Distribution (D) List

Name C/D Organisation Title

Glenn Miller C & D Dimension Data IT Consult ing Account Manager

Dean Miles Fourie C Emnambithi Ladysmith

Municipality

IT Technician

Table 4 : Document Distribution

Approvals

Name Title Date Version Organisation

Madoda Phumula

Khathide

Municipal

Manager

ELM

Table 5 : Document Approval Summary


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Contents

1. Document overview .................................................................................. 7

1.1. Purpose ................................................................................................... 7

1.2. Scope ...................................................................................................... 7

1.3. Associated documents .............................................................................. 8

2. Business organisation ............................................................................... 9

2.1. Organogram ............................................................................................. 9

2.2. High level functions .................................................................................10

2.3. Business applications ..............................................................................14

3. Buildings ................................................................................................16

4. Assessment framework ............................................................................20

4.1. Business disruption categories .................................................................20

4.2. Risk rating scale .....................................................................................21

5. Risk assessment .....................................................................................22

5.1. Loss of data services ...............................................................................22

5.2. Loss of voice services .............................................................................23

5.3. Loss of key dependencies ........................................................................24

5.4. Loss of key staff ......................................................................................25

5.5. Loss of vital non-electronic records ..........................................................26

5.6. Loss of precinct .......................................................................................27

5.7. Loss of building .......................................................................................28

5.8. Denial of access to building .....................................................................29

5.9. Risk summary .........................................................................................30

6. Availabili ty and recovery requirements ......................................................31

6.1. Critical business functions .......................................................................31

6.2. IT recovery requirements .........................................................................43

7. Continuity resource analysis ....................................................................49

7.1. Total employees required .........................................................................49

7.2. Resources per business function ..............................................................50

7.3. Applications required per Department .......................................................64

8. Business continuity strategy .....................................................................70

8.1. Building ..................................................................................................70


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8.2. Technology .............................................................................................71

8.3. Employees ..............................................................................................72

Appendix A Business Impact Assessment Acceptance Sheet ...............................73

List of Figures

Figure 1: ELM organogram .................................................................................... 9

Figure 2: IT recovery requirements ........................................................................44

List of Tables

Table 1 : Document Identification ........................................................................... 3

Table 2 : Document Preparation ............................................................................. 3

Table 3 : Document Release Summary ................................................................... 3

Table 4 : Document Distribution ............................................................................. 3

Table 5 : Document Approval Summary .................................................................. 3

Table 6: Associated documents .............................................................................. 8

Table 7: High level functions and location ..............................................................13

Table 8: Business applications ..............................................................................15

Table 9: General building features and observations...............................................19

Table 10: Business disruption categories ...............................................................20

Table 11: Risk ratings ..........................................................................................21

Table 12: Loss of data services .............................................................................23

Table 13: Loss of voice services ...........................................................................23

Table 14: Loss of key dependencies ......................................................................24

Table 15: Loss of key staff ....................................................................................25

Table 16: Loss of vital non-electronic records ........................................................26

Table 17: Loss of precinct.....................................................................................27

Table 18: Loss of building .....................................................................................28

Table 19: Denial of access to building ...................................................................29

Table 20: Business disruption risk summary ...........................................................30

Table 21: Critical business functions .....................................................................43

Table 22: IT recovery requirements .......................................................................48

Table 23: Total employees requirements................................................................49

Table 24: Employees requirements per key business function .................................63


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Table 25: Application requirements for Corporate Services .....................................64

Table 26: Core application requirements for Office of the Municipal Manager ...........65

Table 27: Core application requirements for the Finance Department .......................66

Table 28: Core application requirements for the Development, Planning and

Housing Department ............................................................................67

Table 29: Core application requirements for the Development, Planning and

Housing Department ............................................................................68

Table 30: Core application requirements for the Community Services

Department .........................................................................................69


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1. Document overview

1.1. Purpose

This document contains the business impact assessment (BIA) for the Emnambithi

Ladysmith Municipality (ELM). The purpose of this document is to:

1. Describe the business organisation, functions and applications.

2. Evaluate the building features and observations.

3. Describe the business disruption categories and risk rating scale used.

4. Assess the potential risks within each business disruption category.

5. Specify the availability and recovery requirements for critical business

functions and IT systems.

6. Analyse resource continuity requirements.

7. Propose a business continuity strategy.

Key municipal employees were interviewed to provide input into the BIA.

The BIA applies to the Business Continuity Plan (BCP) as well as the Disaster

Recovery Plan (DRP).

1.2. Scope

This document covers the activities of ELM employees who are housed in the Lister

Clarence building, as well as other Municipal buildings within the Ladysmith town

centre. Key employees from the Municipality were included in the development of

the BCP and DRP.

The following is not included in the scope of this document:

• Employees located outside of the Ladysmith based offices

• External stakeholders

• Physical assessment of any other buildings beside the Lister Clarence

Building


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1.3. Associated documents

Table 6 summarises the documents associated with the ELM BCP/DRP BIA

deliverable.

Name Document Prepared by

ELM_BCPDRP_InfrastructureAssessment_V1.00.docx Infrast ructure Assessment Brett Tar r

ELM_BCPDRPPlan_V1.00.docx Business Cont inuity and

Disaster Recovery Plan

Brett Tar r

ELM_BCPDRPTestPlan_V1.00.docx Business Cont inuity and

Disaster Recovery Test Plan

Brett Tar r

Table 6: Associated documents


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2. Business organisation

2.1. Organogram

Figure 1 depicts the high level ELM organisation structure interviewed for the

BCP/DRP.

Figure 1: ELM organogram

Business interviews were conducted with representatives from each business unit

within ELM to ensure that a complete view of the recovery requirements was

obtained for the BCP/DRP plan. The following information was obtained through the

business interviews:

• Key business functions

• How often the functions are performed

• What applications (if any) are used to perform the functions


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• How critical is the function to the Municipality (risk matrix)

• Recovery requirements for the functions

• Key resources requirements

• Electronic and non-electronic dependencies

2.2. High level functions

Table 7 summarises the high level functions for business units within ELM.

Department Division Functions

Corporate Services Legal • Ensure compliance w ith legislat ion

• Provide legal opinions and advice

• Support to council and staff

• Attend to lit igation

• Attend to disciplinary hearings

• By- law enforcement

• Monit oring and comment ing on changes in legislat ion

• Contract management

Administration • Compilat ion and management of agendas, minut es,

items and correspondence

• Compile and maintain resolution register

• Funeral assistance

• Manage of fice cleaners

• Manage switchboard

Records

management

• Manage registry

• Manage filing

• Manage file storage

Valuations • Manage and maint ain general valuat ion roll

• Manage and maint ain supplementary valuat ion rolls

• Manage and maint ain immovable asset regist er

• Manage ad hoc valuations

Human

resources

• Manage recruitment and selection

• Manage labour relat ions

• HR administration


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• Manage employee assistance program (EAP)

• Records management

• Manage training

Information

Technology

• Ensure al l servers are operat ional

• Ensure al l Municipal systems are functioning correct ly

• Ensure connect ivit y is funct ioning opt imally

• Support of all Munic ipality users and counc il lors

• Ensure security of Municipal systems and informat ion

• Ensure ef fective backups of data and crit ical systems

• Investigate new technologies and best practices

• Manage and develop IT polic ies

• Management of IT assets and infrastructure

Office of the

Municipal Manager

Performance

Management

• Attend management meet ings

• Manage financial loss

• Ensure safety and standards

• Ensure compliance t o procedures

• Manage performance

• Monit oring and evaluat ion

• Serve on committees for Municipal Manager

Public

Participation

• Deal with ward committees

• Deal with communit ies

• Manage mobilisat ion for events

• Communicate with communities

Communications • Liaise with media

• Communicate with communities

• Administ ration of Municipal website

• Manage publicat ions for the Municipality

Sakum e Sakhe • Community profiling

• Manage HIV/Aids programs

• Manage gender, disabil ity and senior citizen program

Youth

development

• Promote youth development

• Creat e job opportunities

• Improve living conditions

Finance Revenue • Manage cashiering

• Manage monthly bil ling


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• Manage customer care

Credit control • Manage disconnections

• Manage indigent consumers

• Manage legal process

Expenditure • Manage payments

Pay office • Manage the pay of fice

Supply chain • Procure goods and services

• Manage the bid office

Internal control • Manage internal control

AFS • Prepare annual financial statements

Budget office • Manage and oversee the budget office

Development ,

Planning and

Housing

Housing • Meet ings with Executive Management

• Implement action plans

• Communicate with stakeholders

• Submit applicat ions

• Compile business plans

• Manage housing section

• Disposal of land

Town planning • Compile I DP and SDF

• Publ ic participation

• Development of plans

• Mapping and planning

• Maint enance of GIS

• Statutory applicat ions

• Provide support to other Departments

• Deal with general public

• Compile SDBIP

• Meet ings with Executive Management

• Implement action plans

Local Economic

Development

• Market ing and branding of Municipal ity to prospective

investors and tourists

• Visit businesses to keep them in Ladysmith and to

expand services

• Development of cooperat ives and SMME’s

• Enterprise development


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• Agricultural development

Tourism and

Museum

• Maint ain and preserve historical items

• Maint ain and preserve historical archives

• Host events to promote historical culture of Ladysmith

Infrastructure and

Services

Electr ical • Ensure safe operat ion of the entire elect rical network

• Resel ling of elect ricity to consumers

• Ensure safe continuous supply of electr ic ity to

consumers

• Creat ion of new electrical infrast ructure

Civil • Creat e new civi l infrastructure

• Maint ain existing infrastructure

• Building control

• Flood management

Community

Services

Public Safety • Traffic management

• Fire management

• Registration and licensing of motor vehicles and drivers

• Disaster management

• Fleet management

• Manage security

• Manage land control

Environmental

Hygiene

• Refuse col lection

• Cleaning of town and surroundings

• Nuisance inspections

• Clean-up of dead animals and carcasses

Parks and

Recreat ion

• Develop, provide and maint ain recreat ional fac ilit ies

• Develop, provide and maint ain cemeteries

• Manage and maint ain public spaces

• Provision and maintenance of community halls and

service centres

• Provide and maintain library fac ilit ies

• Manage the pounds

Table 7: High level functions and location


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2.3. Business applications

Table 8 summarises the critical business applications in use within ELM.

Business application Application description Used by

Lexis Nexis Legal library software • Corporate Services -

Legal

Emai l Electronic messaging system All

MS Office Office productivity suite All

Ristar Switchboard managem ent syst em Corporate Services -

Administration

SAMRAS Municipal financ ial management

system

• Corporate Services –

Administrat ion


Valuat ions


Human Resources

• Finance – Al l

• Infrast ructure and

Services – Electrical

• Community Services –

Publ ic Safety

Personnel director Training software • Corporate Services –

Human Resources

Metrofi le datastore Document tracking system used to

t rack document locat ions


Records Management


Human Resources

Metval Pro Land and property valuation • Corporate Services -

Valuat ions

Ruckus Zone Director Wireless network management

software


Informat ion Technology

Shorewall Firewall Linux Firewall • Corporate Services –


Spamassassin Linux anti -spam software • Corporate Services –


Internet Internet access All

Youth database Database for youth development • Office of the Municipal

Manager – Youth


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Business application Application description Used by

Development

Contour Vending System Prepaid vending system for electr icity • Finance – Revenue


Services - Electr ical

geoReal ity Credit control system • Finance – Credit Control

Grapevine Bulk SMS messaging system • Finance – Credit Control

ITC Credit checking system • Finance – Credit Control

GIS Geographical Information System • Development, Planning

and Housing – Town

Planning

MS Publisher Publ ications edit ing software • Development, Planning

and Housing – Local

Economic Development

Traffman Traffic management and

contravention system


Publ ic Safety

eNatis Vehicle licensing and managem ent

system


Publ ic Safety

Hazdat a syst em Hazardous materials systems • Community Services –

Publ ic Safety

Netstar Vehicle t racking system • Community Services –

Publ ic Safety

KAMIS Vehicle costing and workshop

expenditure system


Publ ic Safety

Security systems Secur ity management and monitoring

systems


Publ ic Safety

Table 8: Business applications


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3. Buildings

Table 9 describes the features and observations for the aspects of the Lister

Clarence Building.

Aspect Features Observations

Structure • Concrete and brick is used for the

main structure of the building

• The interior design and

construction of brick walls in the

new extension are still in planning

process.

• ELM will need to update the

BCP/DRP when the new section

is completed

• ELM must also ensure that fire

rated dry walls and false

ceilings are installed in the new

sect ion

Location • Lister Clarence Building is located

in the Ladysmith town centre

• The current locat ion is currently

being renovated

• ELM will need to update the

BCP/DRP once the renovations

are completed to ensure all

changes are documented and

identified

Proximity of

sensitive areas

• The town hall is located next door

to the Lister Clarence Building

• The town hall serves as the office

for the Mayor and Municipal

Manager

• The proximity to the town hall

could pose a risk as the building

housing the Mayor and

Municipal could be seen as a

polit ical target

Access

(entry/exit)

• Access to the Lister Clarence

Building is provided through one

entrance in the front of the building

• There is an emergency exit located

at the back of the building with a

separate staircase

• The emergency exit at the back

of the building is obstructed with

old items of furniture and is

used as a storage area

• A kitchen has been established

on the landing for the

emergency exit area

Other building

occupants

There are no other building occupants ELM can implement the

recommendations from the BCP/DRP

without needing to consult with any

other tenants in the building, making

implementation easier

Existing building

BCP

ELM have an exist ing BCP/DRP,

however the recovery requirements are

not based on Municipal expectations

ELM are in the process of

redeveloping a comprehensive

BCP/DRP using information gathered

during the interviews to identify the

recovery requirements


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Parking • The parking area for staff is located

in a closed parking area at the back

of the building

• Staff are required to walk round to

the front entrance to gain entry to

the building

There is no available parking near

the building for emergency vehicles.

This could impact on the response

t imes of the emergency services

Floors occupied ELM occupies all three floors in the

building

No observat ions

Security • Security is present at the entrance

to the building as well as in the

parking area

• A visitors register and equipment

register should be signed before

entering the building

• Security do not always insist on

fill ing in the register before

entering the building

• Security do not attempt to verify

the identity of the person

entering the building, even when

obviously incorrect names are

captured

Telephones ELM has a total of 200 phone lines

installed within the building

No observat ions

Smoke detectors • Smoke detectors are only installed

in the IT server room

• An SMS is sent to IT

representatives in the event of the

detector triggering

• There are no smoke detectors

installed anywhere else in the

building, not even in rooms

containing important

documentation and archives

• Smoke detectors need to be

installed and linked to an

automated fire suppression

system

Fire hoses/

extinguishers

• Fire extinguishers are installed

throughout the building at strategic

locat ions

• Fire hoses are also installed

throughout the building

• Fire extinguishers and hoses

have not been serviced in over

two years according to the date

stamp on the equipment

• Many of the fire hose taps are

very difficult to turn and requires

a fair amount of force to open

the tap

• Automated fire suppression

systems need to be

implemented in key filing areas

as well as the historical archive

areas


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Reticulation &

electrical

equipment

• All elect rical distribut ion boards

(DB) are inside closed cupboards

• All circuits are marked clearly

• Some of the distribution boards

do not have covers over the

circuit board

• Within the DB cupboards

several cables are hanging

loose and unprotected. It is not

known whether the cables are

live

• The general state of the

electrical ret iculation in the

building is untidy

• The elect rical cabling needs to

be checked and rectif ied where

necessary

Offices There are approximately 80 offices

throughout the building

Most of the offices are unt idy and

have paper and files lying on desks

Boardrooms There are current ly two boardrooms in

the building which are used on a daily

basis for meetings

A boardroom will need to be

established at the recovery site to

allow for private meetings to be held

Physical

document storage

• Physical documents are stored in

several areas within ELM including

the records management section,

the finance section and several

other areas within Lister Clarence

building

• Historical archives and artefacts

are stored at the Ladysmith

Museum

• Files and records are kept in files

on shelves or in filing cabinets

• Electronic archiving of some

documents is taking place

• Large amounts of papers and

files were observed lying on

desks within ELM building

• No fire protection was observed

in the main filing areas, not

even smoke detectors

• The majority of the filing

cabinets are not fire proof

• The way physical documentation

is stored poses a huge risk for

ELM as there would be a total

loss of vital records if a disaster

struck the Municipality

• Physical documentat ion needs

to be archived urgently to

ensure that vital records are not

lost

Documented

business

processes

ELM has no documented business

processes

An effort needs to be made to

document the business processes

within ELM


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Evacuation

procedures

• Employees are unaware of the

evacuation procedure within the

building

• Emergency drills are not conducted

on a regular basis

• ELM need to implement an

awareness campaigns to ensure

all employees are aware of

emergency procedures

• Emergency drills must be

conducted to ensure that

evacuation of the building can

be tested effect ively and to

ensure that employees know the

correct procedures

Assembly area • Employees do not know where the

assembly area is in the event of an

emergency

• Employees need to be shown

where the evacuation assembly

areas are and ELM need to

ensure they gather at the

assembly areas during the

evacuation drills

Critical assets • Records management filing area

• Finance filing area

• Stores area

• Ladysmith Museum historical

archives and sites

• ELM need to ensure that fire

suppression systems are

implemented at all crit ical sites

to safeguard records

• The historical archives are

currently a huge risk to ELM as

it is impossible to replicate

these items and they need to be

properly protected

Table 9: General building features and observations


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4. Assessment framework

4.1. Business disruption categories

There are an almost indefinite number of potential threats, with varying levels of

likelihood that could result in a severe disruption to normal business operations.

Table 10 summarises the threats into eight business disruption categories, and

provides example scenarios for each, along with an indication of which plan it is

applicable to.

Disruption category Example scenarios Appl ies to

Loss of data services Server fai lure, database corrupt ion • BCP/DRP

Loss of voice services IPT failure, loss of t elephone lines

Loss of key dependencies Power failure, water failure

Loss of key staff Resignat ion, illness

Loss of vital non-electronic records Fire, damage to files, historical archives

Loss of precinct Natural disast er, terrorism • BCP

Loss of building Fire, st ructural fai lure

Denial of access to building Labour unrest , local ised disast er

Table 10: Business disruption categories

Detailed risk assessments of the business disruption categories listed in Table 10

have been conducted in Section 5.


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4.2. Risk rating scale

Risks are classified according to likelihood and consequences to determine a risk

rating. Table 11 summarises the risk rating scale used to assess the business

disruption categories highlighted in Section 5.

Likelihood Consequences

Insignificant Minor Moderate Major Catastrophic

Minor problem

easi ly handled

by normal day

to day

processes

Some

disruption

possible

Significant

t ime/resources

required

Operat ions

severely

damaged

Business

survival is at

r isk

Almost certain (e.g.

>90% chance)

Medium Medium High High High

Likely (e.g. between

50% and 90%

chance)

Low Medium Medium High High

Possible (e.g.

between 10% and

50% chance)

Low Low Medium High High

Unl ikely (e.g.

between 3% and

10% chance)

Low Low Low Medium High

Rare (e.g. <3%

chance)

Low Low Low Medium Medium

Table 11: Risk ratings


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5. Risk assessment

5.1. Loss of data services

Table 12 summarises the risk assessment for loss of data services.

Potential causes Potent ial consequences

• Data/systems failure

• Inadequate resources (human and/or technological)

• Inadequate internal control systems

• Inadequate backup and archiving processes

• Security breaches (theft, vandalism, etc.)

• Virus/hacker /denial of service

• Power failure

• Air-conditioning fai lure

• Fire, flooding or structural failure

• Loss of assets

• Loss of revenue

• Inability to provide services

• Client dissatisfaction

• Employee dissatisfact ion

• Creat ion of liabilit ies

• Reputation risk

• Legal penalties

• Drain on resources

• Additional on-going costs

Control environment overview

Existing control measures Recommended additional control measures

• Restricted access to computer rooms

• Access control into building, office and server

rooms

• IT system backups

• Offsite backups of some systems

• Redundant components and systems

• Uninterrupted power supplies (UPS), air-

conditioners, smoke detectors

• Ant ivirus, int rusion detection and firewalls are

implemented

• Physical security controls in buildings need

attention to ensure that unauthorised access is

prevented

• Access must be properly logged

• Service level agreements need to be reviewed and

implemented for all crit ical areas

• Regular tests of data recovery processes

• Automated fire suppression systems need to be

implemented

• Environmental monitoring needs to be implemented

• Offsite storage and data replication for all systems

• Configurat ion and change management

• Generators must be installed for all sites

• Graceful shutdown must be implemented on crit ical

systems to prevent corrupt ion due to incorrect

shutdown procedures

Inherent risk classification:

Likelihood – Likely

Criticality – Catastrophic

Residual risk classif ication:

Likelihood – Unlikely

Criticality – Minor


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Inherent risk rating - High Residual risk rating - Low

Responsibility - IT

Table 12: Loss of data services

5.2. Loss of voice services

Table 13 summarises the risk assessment for loss of voice services.

Potential causes: Potential consequences:

• Inadequate resources (human and/or technological)

• Inadequate internal control systems

• Loss of server room

• PABX failure

• Carrier failure

• Power failure

• Cable theft

• Difficulty in providing services

• Client dissat isfaction

• Employee dissat isfaction

• Reputation risk




Existing control measures: Recommended addit ional control measures:

• Limited access to PABX room

• Telephone Management Systems with buffers

• Service contract in place for all telephony

equipment

• Bat tery backups

• Air-conditioning in server room

• Install generators to power equipment and servers

• Implement redundant telecommunication path

• Environmental monitoring for server room



Criticality – Maj or



Criticality – Minor


Responsibility: Corporate Services - Administration

Table 13: Loss of voice services


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5.3. Loss of key dependencies

Table 14 summarises the risk assessment for loss of key dependencies.

Potential causes Potential consequences

• Inadequate supplier resources (human and/or

technological)

• Inadequate internal control systems (supplier)

• Data/systems failure

• Breaches of security (supplier)

• Virus/hacker/denial of service

• Power failure

• Air-conditioning fai lure

• Fire

• Flooding

• St ructural failure

• Loss of assets



• Manual control of lights, water, generators and

cooling

• No monitoring of lights, water, generators and

cooling

• Act ion by regulators

• Employer dissatisfaction


• Reputation risk

• Legal penalties




Existing control measures Recommended addit ional control measures

• UPS bat tery backup

• Smoke detection and fire suppression systems are

serviced regularly according to a service schedule

• Ant ivirus, int rusion detection and firewalls are

implemented

• Restricted access to computer rooms

• Smoke detectors

• Combined business continuity planning and testing

with key suppliers

• Generators need to be installed for all hosting

facilit ies to ensure continuous supply of power

• Operating procedures and check-lists to reduce

reliance on individuals and suppliers

• Service level agreements need to be reviewed and

implemented

• Environmental monitoring systems need to be

implemented

• Automated fire suppression system needs to be

implemented

• Physical security controls need to be improved


Likelihood – Possible

Consequences – Catastrophic



Consequences – Minor


Responsibility - IT

Table 14: Loss of key dependencies


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5.4. Loss of key staff

Table 15 summarises the risk assessment for loss of key staff.


• Breaches of physical security

• Biological threat (e.g. Avian influenza)

• Injury or illness

• Resignation

• Loss of knowledge

• Reduced productivity





• Detailed job descript ions and performance

agreements

• Good knowledge transfer between staff is

happening

• Security at main entrance and office ent rances

• Succession planning for key staff

• Improve turnaround time to acquire resources

• Standard operating procedures to reduce reliance

on individuals and suppliers

• Hiring of additional staff

• Outsourcing of some functions

• Documentation of all business processes

• Employee incent ive schemes

• Additional staff training

• Standing agreement with recruitment agencies

• Security need to verify the ident ity of visitors

Risk classification:


Consequences – Major

Risk classification:


Consequences – Insignificant

Risk rating - High Risk rating - Low

Responsibility –HRM

Table 15: Loss of key staff


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5.5. Loss of vital non-electronic records

Table 16 summarises the risk assessment for loss of vital non-electronic records.


• Natural disaster

• Fire

• Flood damage

• War or civil disturbance

• Terrorism

• Severe weather


• Theft

• Employee negligence

• Loss of assets






• Reputation risk

• Legal penalties





• Fire suppression. (E.g. hose reels, fire

extinguishers & blankets)

• Offices are well maintained

• Security at main building entrance and office

entrance

• File tracking system

• Filing room

• Fire marshals need to be identified and trained

• Fire resistant safe and filing areas need to be

established

• Fire and smoke detection systems need to be

implemented in all crit ical areas

• Automated fire suppression needs to be installed in

crit ical areas

• Verification of visitor identities

• Electronic archiving system

• Non elect ronic copies to be made and kept offsite

• Offsite storage and backups for elect ronic archives

• Alternative business site to be established








Responsibility – All business units

Table 16: Loss of vital non-electronic records


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5.6. Loss of precinct

Table 17 summarises the risk assessment for loss of precinct.


• Natural disasters

• Severe weather

• Fire

• Flood

• Biological threat (e.g. Avian Influenza)


• Terrorism

• Loss of assets






• Reputation risk

• Legal penalties





• Fire and smoke detection systems



• Remote connectivity to be made available to key

staff



established

• Offsite storage and backups for elect ronic data

• Detailed IT and system recovery procedures

• Replication of virtual servers to alternative sites









Responsibility – IT and Public Safety

Table 17: Loss of precinct


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5.7. Loss of building

Table 18 summarises the risk assessment for loss of building.



• Fire

• Flood


• Terrorism

• Severe weather


• Loss of assets






• Reputation risk

• Legal penalties









entrance

• Offsite storage for some systems


staff

• Fire and smoke detection systems need to be

implemented in all areas



established


• Offsite storage and backups for all elect ronic data












Table 18: Loss of building


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5.8. Denial of access to building

Table 19 summarises the risk assessment for denial of access to building.



• Fire

• Flood

• Biological threat (e.g. Avian Influenza, Anthrax

hoax)

• Chemical spill

• War or Civil disturbance

• Terrorism

• Severe weather


• Industrial dispute

• Loss of assets





• Reputation risk

• Legal penalties





• Fire and smoke detection systems





entrance

• Offsite storage of some data


staff



established


• Offsite storage and backups for all elect ronic data






Consequences – Moderate



Consequences – Insignificant

Inherent risk rating - Medium Residual risk rating - Low


Table 19: Denial of access to building


Company Confidential - Client / Vendor Information © Dimension Data (Pty) Ltd

Page 30 of 73

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5.9. Risk summary

Table 20 summarises the risk assessment for the business disruptions categories which could potentially impact ELM.

Risk category Responsibi lity Inherent risk classification Residual risk classification

Likelihood Criticality Risk Likelihood Criticality Risk

Loss of data services IT Likely Catast rophic High Unl ikely Minor Low

Loss of voice services Corporate

Services -

Administration

Likely Major High Unl ikely Minor Low

Loss of key dependencies IT Possible Catast rophic High Unl ikely Minor Low

Loss of key st aff HRM Possible Major High Possible Insignif icant Low

Loss of vital non-electronic records All Likely Catast rophic High Unl ikely Minor Low

Loss of precinct IT/Publ ic Safety Unl ikely Catast rophic High Unl ikely Minor Low

Loss of bui lding IT/Public Safety Unl ikely Catast rophic High Unl ikely Minor Low

Denial of access to bui lding IT/Public Safety Possible Moderate Medium Possible Insignif icant Low

Table 20: Business disruption risk summary

Implementation of the recommended controls will reduce the inherent risk for ELM


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6. Availability and recovery requirements

6.1. Critical business functions

Table 21 summarises the critical business functions being performed by the

Departments, the f requency, systems used, the maximum tolerable outage (MTO),

recovery point objective (RPO) and the number of onsite users.

The MTO is the amount of time the identified critical business function may be

unavailable before ELM is severely impacted. The RPO is the worst data loss that

ELM is willing to accept. In other words, this is the point from which recovery of lost

data must take place. The MTO and RPO are based on a 24 hour day/ 7 day week

allowed for recovery.

Cr itical business

functions

Performed by Frequency Systems used MTO RPO Onsite

users

Ensure compliance

with legislat ion

Corporate

Services - Legal

Dai ly Lexis Nexis 2

months

None 8

Provide legal

opinions and advice

Corporate

Services - Legal

Ad-hoc Lexis Nexis 1 year None 8

Support to council

and staff

Corporate

Services - Legal

Dai ly Email 1 week None 8

Attend to lit igat ion Corporate

Services - Legal

Ad-hoc Lexis Nexis 2

months

None 8

Attend to disc iplinary

hearings

Corporate

Services - Legal

Ad-hoc Manual

process

1 week None 8

By law enforcement Corporate

Services - Legal

Ad-hoc Lexis Nexis 1

month

None 8

Monitoring and

commenting on

changes in

legislat ion

Corporate

Services - Legal

Dai ly Lexis Nexis 1

month

None 8

Contract

management

Corporate

Services - Legal

Dai ly Manual

process

1 week None 1

Compilat ion and

management of

agendas, minut es,

items and

correspondence

Corporate

Services -

Administration

Dai ly MS Office

Email

1 day None 4


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Cr itical business

functions


users

Compile and

maintain resolution

register

Corporate

Services -

Administration

Dai ly MS Office 1 week None 1

Funeral assistance Corporate

Services -

Administration

Ad-hoc SAMRAS 1

month

None 1

Manage office

cleaners

Corporate

Services -

Administration

Dai ly Manual

process

1

month

None 1

Manage switchboard Corporate

Services -

Administration

Dai ly Manual

process

1 day None 2

Manage regist ry Corporate

Services –

Records

Management

Dai ly Manual

process

1 day None 4

Manage filing Corporate

Services –

Records

Management

Dai ly Metrofile

datastore

1 day None 2

Manage file storage Corporate

Services –

Records

Management

Dai ly Manual

process

1 day None 2

Manage and maintain

general valuat ion roll

Corporate

Services –

Valuations

Every 4

years

Metval pro 1 week None 3

Manage and maintain

supplem entary

valuat ion rolls

Corporate

Services –

Valuations

Bi-annual ly Metval pro 2

weeks

None 3

Manage and maintain

immovable asset

register

Corporate

Services –

Valuations

Annually Metval pro

SAMRAS

1 week None 2

Manage ad hoc

valuat ions

Corporate

Services –

Valuations

Ad-hoc Manual

process

1 week None 2

Manage recruitment

and select ion

Corporate

Services –

W eekly Manual

process

1 week None 2


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Cr itical business

functions


users

Human

Resources

Manage labour

relat ions

Corporate

Services –

Human

Resources

Ad-hoc Manual

process

1 week None 2

HR administ ration Corporate

Services –

Human

Resources

Dai ly SAMRAS 1 week None 2

Manage employee

assistance program

(EAP)

Corporate

Services –

Human

Resources

Ad-hoc Manual

process

1 week None 2

Records

management

Corporate

Services –

Human

Resources

Dai ly Metrofile

datastore

1 week None 1

Manage t raining Corporate

Services –

Human

Resources

W eekly Personnel

director

1 week None 2

Ensure all servers

are operat ional

Corporate

Services –

Information

Technology

Dai ly Manual

process

1 day None 5

Ensure all Municipal

systems are

functioning correctly

Corporate

Services –

Information

Technology

Dai ly Manual

Process to

check network

systems

1 day N/A 4

Ensure connectivity

is funct ioning

optimal ly

Corporate

Services –

Information

Technology

Dai ly Manual

Process to

check network

systems

1 day N/A 4

Support of all

Municipality users

and councillors

Corporate

Services –

Information

Technology

Dai ly Helpdesk

system

1 day 24 1


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Cr itical business

functions


users

Ensure security of

Municipal syst ems

and information

Corporate

Services –

Information

Technology

Dai ly AVG

Shorewall

Firewall

Spam Assassin

1 day 24 2

Ensure effect ive

backups of data and

crit ical syst ems

Corporate

Services –

Information

Technology

Dai ly Linux scripts

R sync

F backup

1 day 24 3

Investigate new

technologies and

best practices

Corporate

Services –

Information

Technology

Dai ly Internet 1 week N/A 2

Manage and develop

IT polic ies

Corporate

Services –

Information

Technology

Annually Internet 1 year N/A 2

Management of IT

asset s and

inf rast ructure

Corporate

Services –

Information

Technology

Dai ly Manual

process

1

month

744 1

Attend management

meetings

Office of the

Municipal

Manager –

Perform ance

Management

W eekly MS Office 1 week None 1

Manage financial

loss

Office of the

Municipal

Manager –

Perform ance

Management

Dai ly Manual

process

1 week None 1

Ensure safety and

standards

Office of the

Municipal

Manager –

Perform ance

Management

Dai ly Manual

process

None None 1

Ensure compliance

to procedures

Office of the

Municipal

Manager –

Perform ance

Dai ly Manual

process

1

month

None 1


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Cr itical business

functions


users

Management

Manage performance Office of the

Municipal

Manager –

Perform ance

Management

Dai ly MS Office None None 2

Monitoring and

evaluat ion

Office of the

Municipal

Manager –

Perform ance

Management

Dai ly MS Office None None 4

Serve on committees

for Municipal

Manager

Office of the

Municipal

Manager –

Perform ance

Management

Ad-hoc Email None None 4

Deal with ward

committees

Office of the

Municipal

Manager –

Public

Participation

Every 2

months

MS Office 1 week None 16

Deal with

communities

Office of the

Municipal

Manager –

Public

Participation

Every 2

months


Manage mobilisation

for events

Office of the

Municipal

Manager –

Public

Participation

Ad-hoc Manual

process

1 week None 16

Communicate with

communities

Office of the

Municipal

Manager –

Public

Participation

Every 2

months


Liaise w ith media Office of the

Municipal

Manager –

Dai ly MS Office 1 day None 4


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Cr itical business

functions


users

Communications

Communicate with

communities

Office of the

Municipal

Manager –

Communications


Administrat ion of

Municipal website

Office of the

Municipal

Manager –

Communications

Dai ly W ebsite

interface

1 day None 2

Manage publications

for the Municipality

Office of the

Municipal

Manager –

Communications

W eekly W ebsite

interface

1

month

None 1

Community profiling Office of the

Municipal

Manager –

Sakhume Sakhe


Manage HIV/Aids

programs

Office of the

Municipal

Manager –

Sakhume Sakhe


Manage gender,

disability and senior

cit izen program

Office of the

Municipal

Manager –

Sakhume Sakhe


Promot e youth

development

Office of the

Municipal

Manager –

Youth

Development

Dai ly Youth

database

MS Office

1 day None 3

Create job

opportunities

Office of the

Municipal

Manager –

Youth

Development

Dai ly Internet 1 day None 1

Improve living

conditions

Office of the

Municipal

Manager –

Youth

Dai ly MS Office

Internet

1 day None 3


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Cr itical business

functions


users

Development

Manage cashiering Finance -

Revenue

Dai ly SAMRAS

Contour

Prepaid

None None 8

Manage monthly

billing

Finance -

Revenue

Dai ly SAMRAS

MS Office

Email

Internet

5 day None 8

Manage customer

care

Finance -

Revenue

Dai ly SAMRAS 2 days None 1

Manage

disconnections

Finance -

Revenue

Dai ly SAMRAS

geoReal ity

Grapevine

5 days None 5

Manage indigent

consumers

Finance -

Revenue

Dai ly SAMRAS

geoReal ity

10

days

None 1

Manage legal

process

Finance -

Revenue

Dai ly SAMRAS

geoReal ity

ITC

15

days

None 10

Manage payments Finance -

Expenditure


Manage the pay

office

Finance – Pay

Office

Dai ly SAMRAS 1 day None 6

Procure goods and

services

Finance –

Supply Chain


Manage the bid

office

Finance –

Supply Chain

Dai ly Manual

process

3 days None 4

Manage internal

control

Finance –

Internal Control


Prepare annual

financ ial statements

Finance – AFS Dai ly SAMRAS 5 days None 5

Manage and oversee

budget office

Finance –

Budget Office


Meet ings with

Executive

Management

Development,

Planning and

Housing -

Dai ly MS Office

Emails

1

month

None 5


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Cr itical business

functions


users

Housing

Implement action

plans

Development,

Planning and

Housing -

Housing

Dai ly MS Office

Emails

5 days None 9

Communicate with

stakeholders

Development,

Planning and

Housing -

Housing

Dai ly MS Office

Emails

5 days None 5

Submit applicat ions Development,

Planning and

Housing -

Housing

Dai ly MS Office

Emails

5 days None 5

Compile business

plans

Development,

Planning and

Housing -

Housing

Dai ly MS Office

Emails

5 days None 5

Manage housing

section

Development,

Planning and

Housing -

Housing

Dai ly MS Office

Emails

5 days None 4

Disposal of land Development,

Planning and

Housing -

Housing

Dai ly MS Office

Emails

5 days None 2

Compile IDP and

SDF

Development,

Planning and

Housing - Town

Planning

Dai ly MS Office

Emails

GIS

1 week None 4

Public participation Development,

Planning and

Housing - Town

Planning

Bi-annual ly MS Office

Emails

6

months

None 3

Development of

plans

Development,

Planning and

Housing - Town

Planning

Bi-annual ly MS Office

Emails

GIS

6

months

None 3

Mapping and Development,

Planning and



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Cr itical business

functions


users

planning Housing - Town

Planning

Emails

GIS

Maintenance of GIS Development,

Planning and

Housing - Town

Planning

Annually MS Office

Emails

GIS

1 day None 1

Statutory

appl ications

Development,

Planning and

Housing - Town

Planning

Dai ly MS Office

Emails

GIS

1 day None 5

Provide support to

other Departments

Development,

Planning and

Housing - Town

Planning

Dai ly MS Office

Emails

GIS

1 day None 5

Deal with general

publ ic

Development,

Planning and

Housing - Town

Planning

Dai ly MS Office

Emails

GIS

1 day None 4

Compile SDBIP Development,

Planning and

Housing - Town

Planning

Quart erly MS Office

Emails

1 week None 2

Meet ings with

Executive

Management

Development,

Planning and

Housing - Town

Planning

Dai ly MS Office

Emails

1

month

None 5

Implement action

plans

Development,

Planning and

Housing - Town

Planning

Dai ly MS Office

Emails

5 days None 9

Market ing and

branding of

Municipality to

prospective invest ors

and tourists

Development,

Planning and

Housing - Local

Economic

Development

Dai ly MS Office

MS Publisher

1 week 48 4

Visit businesses to

keep them in

Ladysmith and to

Development,

Planning and

Housing - Local

Economic

Quart erly MS Office 2

weeks

None 5


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Cr itical business

functions


users

expand services Development

Development of

cooperat ives and

SMME’s

Development,

Planning and

Housing - Local

Economic

Development

Dai ly Internet 1 day None 1

Ent erprise

development

Development,

Planning and

Housing - Local

Economic

Development

Dai ly MS Office 2 days None 2

Agricultural

development

Development,

Planning and

Housing - Local

Economic

Development

Dai ly MS Office 2 days None 12

Maintain and

preserve historical

items

Development,

Planning and

Housing -

Tourism and

Museum

Dai ly MS Office

MS Publisher

1 day None 6

Maintain and

preserve historical

archives

Development,

Planning and

Housing -

Tourism and

Museum

Dai ly MS Office

MS Publisher

1 day None 6

Host events to

promote historical

culture of Ladysmith

Development,

Planning and

Housing -

Tourism and

Museum

Ad-hoc MS Office

MS Publisher

2

weeks

24 6

Ensure safe

operat ion of the

entire elect rical

network

Infrastructure

and Services -

Elect rical

Dai ly Manual

process

5

hours

None 78

Resell ing of

electric ity to

consumers

Infrastructure

and Services -

Elect rical

Dai ly SAMRAS

Contour

Vending

Syst em

1 day None 6


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Cr itical business

functions


users

Ensure safe

cont inuous supply of

electric ity to

consumers

Infrastructure

and Services -

Elect rical

Dai ly Manual

process

1 day None 18

Creat ion of new

electrical

inf rast ructure

Infrastructure

and Services -

Elect rical

Dai ly Manual

process

2

weeks

None 25

Create new civil

inf rast ructure

Infrastructure

and Services -

Civil

Dai ly Internet 1 week None 25

Maintain existing

inf rast ructure

Infrastructure

and Services -

Civil

Dai ly Manual

process

1 day None 150

Bui lding control Infrastructure

and Services -

Civil

Dai ly Manual

process

1 week None 5

Flood management Infrastructure

and Services -

Civil

Dai ly Manual

process

1 day None 25

Traffic management Community

Services –

Public Safety

Dai ly Traffman

eNatis

SAMRAS

1 day None 6

Fire managem ent Community

Services –

Public Safety

Dai ly Hazdata

system

None None 24

Regist ration and

licensing of motor

vehic les and drivers

Community

Services –

Public Safety

Dai ly eNatis 2

hours

None 15

Disast er

management

Community

Services –

Public Safety

Dai ly Manual

process

None None 24

Fleet management Community

Services –

Public Safety

Dai ly Netst ar

KAMIS

SAMRAS

2 days None 8

Manage security Community

Services –

Public Safety

Dai ly CCTV system

FBI alarm

system

1 day None 25


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Cr itical business

functions


users

Paradox

W atchman

Manage land control Community

Services –

Public Safety

Dai ly Manual

process

2 days None 3

Refuse collect ion Community

Services –

Environmental

Hygiene

Dai ly Manual

process

1 day None 5

Cleaning of town and

surroundings

Community

Services –

Environmental

Hygiene

Dai ly Manual

process

1 day None 5

Nuisance inspect ions Community

Services –

Environmental

Hygiene

Dai ly Manual

process

1 day None 5

Clean-up of dead

animals and

carcasses

Community

Services –

Environmental

Hygiene

Dai ly Manual

process

1 day None 5

Develop, provide and

maintain recreat ional

facilit ies

Community

Services –

Parks and

Recreat ion

Dai ly MS Office 1 week None 9

Develop, provide and

maintain cem et eries

Community

Services –

Parks and

Recreat ion

Dai ly Manual

process

1 day None 9

Manage and maintain

publ ic spaces

Community

Services –

Parks and

Recreat ion

Dai ly Manual

process

1 day None 9

Provision and

maintenance of

community halls and

service centres

Community

Services –

Parks and

Recreat ion


Provide and maint ain Community Dai ly KZN Provincial 1 day None 9


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Cr itical business

functions


users

library fac il it ies Services –

Parks and

Recreat ion

Database

Manage the pounds Community

Services –

Parks and

Recreat ion


Table 21: Critical business functions

The recovery requirements for systems identified have been detailed in Section 6.2

along with the dependencies for these systems.

6.2. IT recovery requirements

Figure 2 depicts the IT recovery requirements for ELM in terms of:

(1) Disaster alert: The time taken to alert ELM that a potential disaster has

occurred

(2) Damage assessment: The time taken to assess the damage of a potential

disaster

(3) Disaster declaration assessment: The time taken to assess whether to

declare an actual disaster situation


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Figure 2: IT recovery requirements

The recovery time objective (RTO) is the time taken to restore the infrastructure

and hand it over to the business teams. The RTO is the difference between the

MTO and the time required to declare a disaster.

For example:

• If the MTO for a system is 24 hours and it takes ELM 8 hours to declare a

disaster, the RTO for that system is 16 hours



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Table 22 summarises the IT service recovery requirements for ELM, derived f rom the interviews with key users. The MTO, RTO and

RPO are based on a 24 hour day allowable for recovery. The RTO is based on ELM taking a maximum of 8 hours to declare a

disaster.

Service Description Used by Recovery dependencies Recovery time requirements

MTO (hrs) RTO (hrs) RPO (hrs)

LAN/W AN Network to cater for

connectivity to all systems

All employees Routers, switches, diginet link, firewall,

Telkom NTU

24 16 N/A

Desktops Desktops to provide client

funct ionality for users

All employees Operat ion systems, client software,

network connectivity, servers

24 16 None

Mail server Elect ronic messaging

syst em

All employees Mail server software, operating syst em,

databases, storage, network connect ivity,

ant ivirus

24 16 None

Lexis Nexis Legal library software Corporate Services - Legal Lexis Nexis software, operating system,


ant ivirus

744 736 None

MS Office Office productivity suite • All Operat ing system, storage, network

connect ivity, antivirus

None None None

Ristar Switchboard management

syst em

• Corporate Services -

Administration

Rist art software, operating system,


ant ivirus

24 16 None

SAMRAS Municipal f inancial

management system

• Corporat e Services –

Administration

SAMRAS software, operating syst em,


24 16 None



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Valuations


Human Resources

• Finance – Al l

• Infrastructure and

Services – Electrical


Publ ic Safety

ant ivirus

Personnel

director

Training software • Corporate Services –

Human Resources

Personnel director software, operating

syst em, databases, st orage, network


168 160 None

Metrofile

dat ast ore

Document tracking system

used to track document

locations


Records Management


Human Resources

Metrofi le software, operat ing system,


ant ivirus

24

16 None

Metval Pro Land and property

valuat ion

• Corporate Services -

Valuations

Metval Pro software, operating system,


ant ivirus

168 160 None

Ruckus Zone

Director

Wireless network

management software


Information Technology

Ruckus Zone Director software, operat ing

syst em, network devices, network

connect ivity

24 16 N/A



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Shorewall

Firewall

Linux Firewall • Corporate Services –


Shorewall software, operat ing system,


24 16 24

Spamassassin Linux ant i-spam software • Corporate Services –


Spamassassin software, operat ing system,


24 16 24

Internet Internet access • All Operat ing system, network connectivity,

ant ivirus

24 16 N/A

Youth

dat abase

Database for youth

development

• Office of the Municipal

Manager – Youth

Development

Youth database software, operat ing

syst em, databases, st orage, network


24 16 None

Contour

Vending

System

Prepaid vending syst em

for electricity

• Finance – Revenue


Services - Electrical

Contour Vending System software,

operating system, network connect ivit y,

ant ivirus

None None None

geoReal ity Credit checking system • Finance – Credit Control geoReality software, operating system,


ant ivirus

120 112 None

Grapevine Bulk SMS messaging

syst em

• Finance – Credit Control Grapevine software, operat ing system,

network connectivity, ant ivirus

120 112 None

ITC Credit checking system • Finance – Credit Control Operat ing system, network connectivity,

ant ivirus

360 352 None

GIS Geographical Information

System

• Development, Planning

and Housing – Town

Planning

GIS software, operat ing system,


ant ivirus

24 16 None



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MS Publisher Publicat ions editing

software

• Development, Planning

and Housing – Local

Economic Development

MS publisher, operat ing system, network


168 160 48

Traffman Traffic management and

contravention system


Publ ic Safety

Traffman software, operat ing system,


ant ivirus

24 16 None

eNatis Vehicle licensing and

management system


Publ ic Safety

eNatis software, operating system,


24 16 None

Hazdata

system

Hazardous materials

syst ems


Publ ic Safety

Hazdat a software, operat ing system,


ant ivirus

None None None

Netst ar Vehicle tracking system • Community Services –

Publ ic Safety

Netstar software operat ing system,


ant ivirus

48 40 None

KAMIS Vehicle costing and

workshop expenditure

syst em


Publ ic Safety

KAMIS software, operating system,


ant ivirus

48 40 None

Security

systems

Security management and

monitoring systems


Publ ic Safety

Security software, operating syst em,

CCTV cameras, DVR, databases, storage,


24 16 None

Table 22: IT recovery requirements


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7. Continuity resource analysis

This section assesses the employees, resources and applications required to

ensure business continuity in the event of a disaster.

7.1. Total employees required

After a major disruption where a building is lost, ELM will not have the luxury of

providing alternate accommodation for all employees. For this reason it is

imperative to determine the minimum number of employees required to resume

critical functions.

As time goes by more employees will need to be brought back into service.

Table 23 summarises the employee recovery requirements estimate for the entire

Municipality within specified time periods.

1 day 7 days 14 days 28 days

Number of

employees

required

177 254 38 8

Cumulat ive total 177 431 469 477

Table 23: Total employees requirements

Table 23 indicates that the majority of Municipality employees would need to be

fully operational a week after a disaster has occurred within the Municipality.

ELM will need to ensure that the recovery site has the capacity available to

accommodate the number of staff identified in Table 23.


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7.2. Resources per business function

Table 24 identifies the employee requirements per key business function, as well

as any critical non-electronic resources the employees will require to resume

business operations.

Key business

function

Performed by Total

employees

1

day

7

days

14

days

28

days

Critical non-

electronic

resources

Ensure

compl iance with

legislat ion

Corporate

Services - Legal

8 4 1 3 0 Stamps,

General

stat ionery, Law

reports,

Government

gazettes

Provide legal

opinions and

advice

Corporate

Services - Legal

8 4 1 3 0 Stamps,

General

stat ionery, Law

reports,

Government

gazettes

Support to

council and staff

Corporate

Services - Legal

8 4 1 3 0 Stamps,

General

stat ionery, Law

reports,

Government

gazettes

Attend to

lit igat ion

Corporate

Services - Legal

8 4 1 3 0 Stamps,

General

stat ionery, Law

reports,

Government

gazettes

Attend to

disciplinary

hearings

Corporate

Services - Legal

8 4 1 3 0 Stamps,

General

stat ionery, Law

reports,

Government

gazettes

By law

enforcement

Corporate

Services - Legal

8 4 1 3 0 Stamps,

General

stat ionery, Law

reports,


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Key business

function

Performed by Total

employees

1

day

7

days

14

days

28

days

Critical non-

electronic

resources

Government

gazettes

Monitoring and

comment ing on

changes in

legislat ion

Corporate

Services - Legal

8 4 1 3 0 Stamps,

General

stat ionery, Law

reports,

Government

gazettes

Contract

management

Corporate

Services - Legal

1 1 0 0 0 Contract

managem ent

policy, SCM

policy

Compilat ion and

management of

agendas,

minutes, items

and

correspondence

Corporate

Services -

Adm inistrat ion

4 2 2 0 0 None

Compile and

maintain

resolution

register

Corporate

Services -

Adm inistrat ion

1 1 0 0 0 Stationery

Funeral

assistance

Corporate

Services -

Adm inistrat ion

1 1 0 0 0 Hardcopies,

stat ionery

Manage office

cleaners

Corporate

Services -

Adm inistrat ion

1 1 0 0 0 Brooms, mops,

cleaning

equipment

Manage

switchboard

Corporate

Services -

Adm inistrat ion

2 1 1 0 0 Stationery

Manage regist ry Corporate

Services –

Records

Management

4 3 1 0 0 Registry

procedure

manual,

Records

managem ent

policy, File plan

Manage fi ling Corporate

Services –

Records

2 2 0 0 0 File plan


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Key business

function

Performed by Total

employees

1

day

7

days

14

days

28

days

Critical non-

electronic

resources

Management

Manage fi le

storage

Corporate

Services –

Records

Management

2 2 0 0 0 File plan

Manage and

maintain general

valuat ion roll

Corporate

Services –

Valuat ions

3 3 0 0 0 MPRA, MPRA

bylaws, Rat es

policy, Rat es

bylaws

Manage and

maintain

supplementary

valuat ion rolls

Corporate

Services –

Valuat ions

3 3 0 0 0 MPRA, MPRA

bylaws, Rat es

policy, Rat es

bylaws

Manage and

maintain

immovable asset

register

Corporate

Services –

Valuat ions

2 2 0 0 0 GRAP16, 17

Manage ad hoc

valuat ions

Corporate

Services –

Valuat ions

2 2 0 0 0 Valuation

principles

Manage

recruitment and

selection

Corporate

Services –

Human

Resources

2 1 1 0 0 Recruitment

and selection

policy,

Employment

equity pol icy

Manage labour

relat ions

Corporate

Services –

Human

Resources

2 1 1 0 0 Labour

relat ions act,

Basic

conditions of

employment,

Collective

agreements,

HR

adm inistrat ion

Corporate

Services –

Human

Resources

2 1 1 0 0 Leave pol icy,

Conditions of

service, Basic

conditions of

employment

Manage

employee

assistance

Corporate

Services –

Human

2 1 1 0 0 HIV and Aids

policy, Sexual

Harassment


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Key business

function

Performed by Total

employees

1

day

7

days

14

days

28

days

Critical non-

electronic

resources

program (EAP) Resources policy,

Employee

assistant

program policy

Records

management

Corporate

Services –

Human

Resources

1 1 0 0 0 Records and

archives policy

(Nat ional)

Manage training Corporate

Services –

Human

Resources

2 1 1 0 0 Human

Resource

developm ent

policy, Skills

developm ent

act

Ensure all

servers are

operational

Corporate

Services –

Informat ion

Technology

5 4 0 0 0 Backup

documentat ion

Ensure all

Municipal

syst ems are

functioning

correctly

Corporate

Services –

Informat ion

Technology

4 4 0 0 0 W arranty

certificat es

from vendors,

Service level

agreements,

Maint enance

agreements

Ensure

connectivity is

functioning

opt imally

Corporate

Services –

Informat ion

Technology

4 4 0 0 0 W arranty

certificat es

from vendors,

SLA with IS

(ADSL)

Support of al l

Municipality

users and

council lors

Corporate

Services –

Informat ion

Technology

1 1 0 0 0 None

Ensure secur ity

of Municipal

syst ems and

informat ion

Corporate

Services –

Informat ion

Technology

2 2 0 0 0 IT Security

policy,

Electronic

communications

policy

Ensure effective Corporate 3 2 1 0 0 None


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Key business

function

Performed by Total

employees

1

day

7

days

14

days

28

days

Critical non-

electronic

resources

backups of data

and crit ical

syst ems

Services –

Informat ion

Technology

Invest igate new

technologies

and best

pract ices

Corporate

Services –

Informat ion

Technology

2 0 0 0 2 Media, journals

Manage and

develop IT

policies

Corporate

Services –

Informat ion

Technology

2 0 0 0 2 None

Management of

IT asset s and

infrastructure

Corporate

Services –

Informat ion

Technology

1 1 0 0 0 Hard copies of

asset regist er

At tend

management

meetings

Office of the

Municipal

Manager –

Performance

Management

1 1 0 0 0 General

stat ionery

Manage

financ ial loss

Office of the

Municipal

Manager –

Performance

Management

1 1 0 0 0 General

stat ionery

Ensure safety

and st andards

Office of the

Municipal

Manager –

Performance

Management

1 1 0 0 0 General

stat ionery

Ensure

compl iance to

procedures

Office of the

Municipal

Manager –

Performance

Management

1 1 0 0 0 General

stat ionery

Manage

per formance

Office of the

Municipal

Manager –

Performance

Management

2 2 0 0 0 General

stat ionery


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Key business

function

Performed by Total

employees

1

day

7

days

14

days

28

days

Critical non-

electronic

resources

Monitoring and

evaluat ion

Office of the

Municipal

Manager –

Performance

Management

4 4 0 0 0 General

stat ionery

Serve on

committees for

Municipal

Manager

Office of the

Municipal

Manager –

Performance

Management

4 4 0 0 0 General

stat ionery

Deal with ward

committees

Office of the

Municipal

Manager –

Publ ic

Participat ion

16 12 4 0 0 Vehicles,

General

stat ionery

Deal with

communities

Office of the

Municipal

Manager –

Publ ic

Participat ion

16 12 4 0 0 Vehicles,

General

stat ionery

Manage

mobilisat ion for

events

Office of the

Municipal

Manager –

Publ ic

Participat ion

16 12 4 0 0 None

Communicate

with

communities

Office of the

Municipal

Manager –

Publ ic

Participat ion

16 12 4 0 0 Vehicles,

General

stat ionery

Liaise w ith

media

Office of the

Municipal

Manager –

Communicat ions

4 4 0 0 0 Vehicles,

General

stat ionery

Communicate

with

communities

Office of the

Municipal

Manager –

Communicat ions

4 4 0 0 0 Vehicles,

General

stat ionery

Administration

of Municipal

Office of the

Municipal

2 2 0 0 0 Vehicles,

General


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Key business

function

Performed by Total

employees

1

day

7

days

14

days

28

days

Critical non-

electronic

resources

website Manager –

Communicat ions

stat ionery

Manage

publ ications for

the Munic ipality

Office of the

Municipal

Manager –

Communicat ions

1 1 0 0 0 Vehicles,

General

stat ionery

Community

profiling

Office of the

Municipal

Manager –

Sakhume Sakhe

3 3 0 0 0 Vehicles,

General

stat ionery

Manage

HIV/Aids

programs

Office of the

Municipal

Manager –

Sakhume Sakhe

1 1 0 0 0 Vehicles,

General

stat ionery

Manage gender,

disability and

senior cit izen

program

Office of the

Municipal

Manager –

Sakhume Sakhe

2 2 0 0 0 Vehicles,

General

stat ionery

Promot e youth

development

Office of the

Municipal

Manager –

Youth

Development

3 3 0 0 0 Vehicles,

General

stat ionery

Create job

opportunit ies

Office of the

Municipal

Manager –

Youth

Development

1 1 0 0 0 Vehicles,

General

stat ionery

Improve living

condit ions

Office of the

Municipal

Manager –

Youth

Development

3 3 0 0 0 Vehicles,

General

stat ionery

Manage

cashiering

Finance -

Revenue

8 4 4 0 0 General

stat ionery,

Receipt ing rolls

Manage monthly

bill ing

Finance -

Revenue

8 3 5 0 0 General

stat ionery

Manage

cust om er care

Finance -

Revenue

1 1 0 0 0 General

stat ionery


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Key business

function

Performed by Total

employees

1

day

7

days

14

days

28

days

Critical non-

electronic

resources

Manage

disconnections

Finance -

Revenue

5 2 3 0 0 General

stat ionery

Manage indigent

consumers

Finance -

Revenue

1 1 0 0 0 General

stat ionery

Manage legal

process

Finance -

Revenue

10 3 5 2 0 General

stat ionery

Manage

payments

Finance -

Expenditure

6 2 2 2 0 General

stat ionery

Manage the pay

office

Finance – Pay

Office

6 2 1 3 0 General

stat ionery

Procure goods

and services

Finance –

Supply Chain

10 4 0 0 0 General

stat ionery,

Requisition

books

Manage the bid

office

Finance –

Supply Chain

4 2 0 0 0 General

stat ionery

Manage int ernal

control

Finance –

Internal Control

3 1 1 1 0 General

stat ionery

Prepare annual

financ ial

statements

Finance – AFS 5 2 2 1 0 General

stat ionery

Manage and

oversee budget

office

Finance –

Budget Office

3 3 0 0 0 General

stat ionery

Meet ings with

Executive

Management

Development,

Planning and

Housing -

Housing

5 2 3 0 0 General

stat ionery

Implement

action plans

Development,

Planning and

Housing -

Housing

9 4 5 0 0 General

stat ionery

Communicate

with

stakeholders

Development,

Planning and

Housing -

Housing

5 2 3 0 0 General

stat ionery

Submit

appl ications

Development,

Planning and

Housing -

Housing

5 2 3 0 0 General

stat ionery


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3

Key business

function

Performed by Total

employees

1

day

7

days

14

days

28

days

Critical non-

electronic

resources

Compile

business plans

Development,

Planning and

Housing -

Housing

5 2 3 0 0 General

stat ionery

Manage housing

sect ion

Development,

Planning and

Housing -

Housing

4 1 3 0 0 General

stat ionery

Disposal of land Development,

Planning and

Housing -

Housing

2 1 1 0 0 General

stat ionery

Compile IDP and

SDF

Development,

Planning and

Housing - Town

Planning

4 3 1 0 0 General

stat ionery

Public

participat ion

Development,

Planning and

Housing - Town

Planning

3 3 0 0 0 General

stat ionery

Development of

plans

Development,

Planning and

Housing - Town

Planning

3 3 0 0 0 General

stat ionery

Mapping and

planning

Development,

Planning and

Housing - Town

Planning

3 1 2 0 0 General

stat ionery

Maintenance of

GIS

Development,

Planning and

Housing - Town

Planning

1 1 0 0 0 General

stat ionery

Statutory

appl ications

Development,

Planning and

Housing - Town

Planning

5 2 3 0 0 General

stat ionery

Provide support

to other

Departments

Development,

Planning and

Housing - Town

Planning

5 2 3 0 0 General

stat ionery


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Key business

function

Performed by Total

employees

1

day

7

days

14

days

28

days

Critical non-

electronic

resources

Deal with

general public

Development,

Planning and

Housing - Town

Planning

4 2 2 0 0 General

stat ionery

Compile SDBIP Development,

Planning and

Housing - Town

Planning

2 1 1 0 0 General

stat ionery

Meet ings with

Executive

Management

Development,

Planning and

Housing - Town

Planning

5 2 3 0 0 General

stat ionery

Implement

action plans

Development,

Planning and

Housing - Town

Planning

9 4 5 0 0 General

stat ionery

Market ing and

branding of

Municipality to

prospective

investors and

tourists

Development,

Planning and

Housing - Local

Economic

Development

4 2 2 0 0 General

stat ionery,

Banners,

Pamphlets,

Vehicles,

Storage

faci lit ies ( for

items used in

branding and

market ing)

Visit businesses

to keep them in

Ladysmith and

to expand

services

Development,

Planning and

Housing - Local

Economic

Development

5 2 0 1 2 General

stat ionery,

Banners,

Pamphlets,

Vehicles,

Storage

faci lit ies ( for

items used in

branding and

market ing)

Development of

cooperat ives

and SMME’s

Development,

Planning and

Housing - Local

Economic

1 1 0 0 0 Vehicle, Files


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Key business

function

Performed by Total

employees

1

day

7

days

14

days

28

days

Critical non-

electronic

resources

Development

Enterprise

development

Development,

Planning and

Housing - Local

Economic

Development

2 1 0 1 0 Files, Storage,

Hardcopies

Agricultural

development

Development,

Planning and

Housing - Local

Economic

Development

12 4 2 6 0 General

stat ionery,

Banners,

Pamphlets,

Vehicles,

Storage

faci lit ies ( for

items used in

branding and

market ing)

Maintain and

preserve

historical it ems

Development,

Planning and

Housing -

Tourism and

Museum

6 2 2 0 2 Archives,

Records,

Newspaper

art icles,

Maintain and

preserve

historical

archives

Development,

Planning and

Housing -

Tourism and

Museum

6 2 2 0 2 None

Host events to

promote

historical culture

of Ladysmith

Development,

Planning and

Housing -

Tourism and

Museum

6 2 2 0 2 Files, Vehicles,

Host ing

venues,

Promotional

materials

Ensure safe

operation of the

ent ire elect rical

network

Infrast ructure

and Services -

Electrical

78 5 55 18 0 Vehicles, Plant

and equipm ent

tools,

Emergency

spares, Control

room,

Stationery,

Mobile satell ite

off ice


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Key business

function

Performed by Total

employees

1

day

7

days

14

days

28

days

Critical non-

electronic

resources

Reselling of

electricity to

consumers

Infrast ructure

and Services -

Electrical

6 2 4 0 0 Vehicles,

Stationery,

Office space

and desks

Ensure safe

cont inuous

supply of

electricity to

consumers

Infrast ructure

and Services -

Electrical

18 2 16 0 0 Tools, Vehicles,

Spares, Plant

equipment

Creation of new

electrical

infrastructure

Infrast ructure

and Services -

Electrical

25 10 15 0 0 Vehicles,

Heavy plant

equipment,

Spares, Tools

Create new civil

infrastructure

Infrast ructure

and Services -

Civil

25 10 15 0 0 Vehicles,

Heavy plant

equipment,

Spares, Tools,

Plans

Maintain

existing

infrastructure

Infrast ructure

and Services -

Civil

150 10 140 0 0 Vehicles,

Heavy plant

equipment,

Spares, Tools,

Plans

Bui lding control Infrast ructure

and Services -

Civil

5 2 3 0 0 Vehicles,

Plans,

Inspection

templates

Flood

management

Infrast ructure

and Services -

Civil

25 10 15 0 0 Vehicles,

equipment,

Tools, plans

and materials

Traffic

management

Community

Services –

Publ ic Safety

6 2 4 0 0 Manual receipt

books, Not ice

books, General

stat ionery,

Vehicles

Fire

management

Community

Services –

Publ ic Safety


books, Not ice

books, General

stat ionery,


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Key business

function

Performed by Total

employees

1

day

7

days

14

days

28

days

Critical non-

electronic

resources

vehic les

Registrat ion and

licensing of

motor vehic les

and drivers

Community

Services –

Publ ic Safety


books, Not ice

books, General

stat ionery

Disaster

management

Community

Services –

Publ ic Safety

24 24 0 0 0 Vehicles,

Emergency

equipment,

Relief material,

Fleet

management

Community

Services –

Publ ic Safety

8 4 4 0 0 General

stat ionery,

Vehicles

Manage secur ity Community

Services –

Publ ic Safety

25 9 16 0 0 General

stat ionery,

Vehicles

Manage land

control

Community

Services –

Publ ic Safety

3 3 0 0 0 General

stat ionery,

Vehicles

Refuse

collection

Community

Services –

Environmental

Hygiene

5 5 0 0 0 Vehicles, tools

Cleaning of town

and

surroundings

Community

Services –

Environmental

Hygiene


Nuisance

inspect ions

Community

Services –

Environmental

Hygiene


Clean-up of

dead animals

and carcasses

Community

Services –

Environmental

Hygiene


Develop,

provide and

maintain

recreat ional

facilit ies

Community

Services –

Parks and

Recreat ion

9 3 6 0 0 General

stat ionery

Develop, Community 9 3 6 0 0 General


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Key business

function

Performed by Total

employees

1

day

7

days

14

days

28

days

Critical non-

electronic

resources

provide and

maintain

cemet eries

Services –

Parks and

Recreat ion

stat ionery

Manage and

maintain public

spaces

Community

Services –

Parks and

Recreat ion

9 3 6 0 0 General

stat ionery

Provision and

maintenance of

community halls

and service

centres

Community

Services –

Parks and

Recreat ion

9 3 6 0 0 General

stat ionery

Provide and

maintain library

facilit ies

Community

Services –

Parks and

Recreat ion

9 3 6 0 0 General

stat ionery

Manage the

pounds

Community

Services –

Parks and

Recreat ion

5 5 0 0 0 General

stat ionery

Table 24: Employees requirements per key business function

ELM must ensure that adequate space is made available at the recovery site to

accommodate the required number of employees identified in Table 24, and also

ensure that all key non electronic dependencies identified are made available to

the employees at the recovery site.


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7.3. Applications required per Department

7.3.1. Corporate Services

Table 25 summarises the core applications required for the Corporate Services

Department.

Legend:

Required �

Not required �

Division Lexis

Nexis

SAMRAS Personnel

director

Ristar Metrofile Metval Pro Ruckus

Zone

Director

Shorewall

Firewall

Legal � � � � � � � �

Administ ration � � � � � � � �

Records

Management � � � � � � � �

Valuations � � � � � � � �

Human

Resources � � � � � � � �

Information

Technology � � � � � � � �

Table 25: Application requirements for Corporate Services

In addition to the core applications summarised in Table 25 all staff wil l require

email, Internet and MS Office.


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7.3.2. Office of the Municipal Manager

Table 26 summarises the core applications required for the Office of the Municipal

Manager.

Legend:

Required �

Not required �

Division Municipal website Youth database

Perform ance management � �

Public Part icipat ion � �

Communications � �

Sakhume Sakhe � �

Youth Development � �

Table 26: Core application requirements for Office of the Municipal Manager




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7.3.3. Finance

Table 27 summarises the core applications required for the Finance Department.

Legend:

Required �

Not required �

Division SAMRAS Contour Vending

System

geoReality Grapevine ITC

Revenue � � � � �

Credit Control � � � � �

Expenditure � � � � �

Pay Office � � � � �

Supply Chain � � � � �

Internal Control � � � � �

AFS � � � � �

Budget of fice � � � � �

Table 27: Core application requirements for the Finance Department




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7.3.4. Development, Planning and Housing

Table 28 summarises the core applications required for the Development, Planning

and Housing Department.

Legend:

Required �

Not required �

Division GIS Municipal Website MS Publisher

Housing � � �

Town Planning � � �

Local Economic Development � � �

Tourism and Museums � � �

Table 28: Core application requirements for the Development, Planning and Housing

Department




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7.3.5. Infrastructure and Services

Table 29 summarises the core applications required for the Development, Planning

and Housing Department.

Legend:

Required �

Not required �

Division GIS Municipal Website MS Publisher

Housing � � �

Town Planning � � �

Local Economic Development � � �

Tourism and Museums � � �

Table 29: Core application requirements for the Development, Planning and Housing

Department




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7.3.6. Community Services

Table 30 summarises the core applications required for the Community Services

Department.

Legend:

Required �

Not required �

Division Traffman eNatis SAMRAS Hazdata

system

Emergency

Services

Database

Netstar KAMIS Securi ty

Systems

Publ ic Safety � � � � � � � �

Environment al

Hygiene � � � � � � � �

Parks and

Recreat ion � � � � � � � �

Table 30: Core application requirements for the Community Services Department




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8. Business continuity strategy

It is recommended that ELM need to establish an alternative recovery site as a

matter of urgency in order to accommodate the employees required to resume

business operations in the event of a disaster occurring.

In addition to the recovery site there are controls which can be implemented to

support the strategy which are applicable to the current building.

8.1. Building

The strategy recommendations for the current sites are:

• Evacuation procedures for the building needs to be documented and

displayed throughout the office

• Ensure that the new building extension has the necessary preventative

measures implemented

• Install f ire suppression and detectors in all critical areas where vital

information and records are housed

• Ensure that all f ire extinguishers and hoses are serviced and maintained

regularly

• Neaten up and secure electrical wiring and DB boards

• Ensure security validates the identity of visitors to the building

• Ensure that parking is made available for emergency vehicles

• Document the command centre requirements for the recovery site and

create necessary specifications

• Install a generator to provide backup power to the offices

• Ensure that all emergency exit routes are clear of obstructions and properly

marked

• Ensure loose papers and files are cleared and properly stored

The strategy recommendations for the new recovery site building are:

• Area to allow for the establishment of the command centre


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• A convenient location to allow employees to easily travel to and from work

• Adequate parking to accommodate employees travell ing to work in their

private vehicle

• Adequate ablution and rest areas for all employees

• Sufficient security to ensure access is properly controlled and only

authorised employees are allowed to enter

• Sufficient ventilation and lighting to promote a healthy work environment

8.2. Technology

The strategy recommendations for the current sites technologies are:

• Establish an offsite backup system to ensure all critical data is being

backed up effectively

• Implement replication of critical services through a virtual environment

• Implement electronic archiving to allow archiving of critical documents

• Implement redundant data and telecommunication lines

• Implement automated fire suppression systems

• Implement environmental monitoring

• Document system recovery procedures for current systems

• Implement a single integrated directory services environment

• Sign service level agreements with technology suppliers

• Implement change control and root cause analysis

The strategy recommendations for the recovery site technologies are:

• Allow remote connectivity into the environment for remote employees not

allocated to the building

• Have adequate networks to support the recovery of the systems required to

continue business operations

• Have sufficient facilities to support the hosting of key business systems and

associated dependencies


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• Permanent area to host offsite storage, backups and servers for replication

from ELM

8.3. Employees

The strategy recommendations for employees at the current sites are:

• Document all key business processes for all Departments

• Ensure that provisions for the critical non-electronic dependencies have

been made with the suppliers

• Ensure that all staff have allocated alternatives to perform there functions

• Ensure awareness of emergency plans amongst all employees

The strategy recommendations for employees at the new recovery site are:

• Adequate work area to accommodate the employee numbers identified in

Section 7.1

• Have the required electronic and non-electronic dependencies available to

the employees


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Appendix A Business Impact Assessment Acceptance Sheet

Business Impact Assessment Acceptance

I hereby confirm acceptance and agreement of ELM Business Impact Assessment

September 27, 2013 and the contents contained within excluding the exceptions described

in the notes below.

Notes:

Nil

Dimension Data ELM

Signature Signature

Print Name and Title Print Name and Title

Date Date

ELM should send this signed Acceptance Sheet to [email protected]

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