NATIONAL ECONOMIC DEVELOPMENT AND LABOUR COUNCIL ICT

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NATIONAL ECONOMIC DEVELOPMENT AND LABOUR COUNCIL

ICT ENVIROMENT AND ICT STRATEGIC AND IMPLEMENTATION PLAN

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BACKGROUND INFORMATION

Client Name Nedlac

Location of Head

Office

Rosebank Johannesburg Number of employees in the organisation

37

Industry Government Total Annual IT Budget N/A

Nature of IT processing – decentralised,

centralised. Give details

Centralised

The IT department support all units, it is the central point of IT resources, procedures and process

Number and location of IT processing facilities –

server rooms or data centres

1 Server Room

Number of desktops running in the organisations 6

Number of laptops running in the organisations 34

Number and location of organisational sites 1 site

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accessing IT services

Number of IT staff 1 overseeing outsourced services (End users support, Server Operations, Security, Business

continuity,)

How many sections exist in the IT department?

List the sections and the names of heads of each

section and the Head of IT.

Only 1

(GITO) IT Manager Benedict Mokgothu

Major changes in the IT environment during the

year or changes in the business environment that

had an impact IT service delivery.

Upgrade Dell servers x2 to the latest hardware, running SVSAN by Stormagic providing high

availability of service and virtual storage

Migrated to Office 365 (Hybrid)

On premise Exchange server

Are there services that are outsourced to external

service providers? If so, list service provider(s) and

service(s) provided.

Yes; Voxtelecom:

Managed IT service:

End user computing (Support)

Cloud based backup and disaster recovery.

Server Operations

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Voice and Data managed

Firewall

Mimecast

Printers; Service Provider Mantella= Kyocera printers X2 and TSL= Sharp printer X1 )

Management application MyQ

Component Name and Vendor Business process or section supported by

technology

Comment Also state if off- the shelf of in-

house developed.

Hardware (Servers, laptops, mobile devices, etc.)

Dell servers, Mobile Samsung, Laptops HP

All Off the shelf

Server Brand and Model DELL POWEREDGE R540 SERVER and 510

Off the shelf

Current PABX ShoreTel now under MITEL Off the shelf

Operating systems Microsoft ecosystem ALL Off the shelf

Windows 10 and Server 2019 Standard Off the shelf

Applications SAGE ERP, SAGE VIP, Microsoft Hybrid O365

SAGE VIP = HR and Finance, SAGE = All Off the shelf

ERP SAGE Evolution Off the shelf

Business Intelligence

NONE

Databases SQL Server 2012,2014 SCM Off the shelf

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Browser Types and versions on all machines,

Microsoft; Edge, GOOGLE; Google Chrome

All

Firewall equipment Fortinet client VPN All workstations and Servers Off the shelf

Antivirus software AV defender All workstations and Servers Off the shelf

• Additional software assets running on the host besides the virtual machines =

Veeam, Azure AD connector, nothing special just the basics

ALL

Off the shelf

NATIONAL ECONOMIC DEVELOPMENT AND LABOUR COUNCIL

ICT STRATEGIC AND IMPLEMENTATION PLAN

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DOCUMENT CONTROL PAGE

Document title ICT Strategic and Implementation Plan

Creation date

Effective date 30 working days after approval by Nedlac Executive Council

Digital name ICT Strategic and Implementation Plan

Digital location Mapped drive (G-drive)

Password Protected Indicate with X Yes No x

Status Indicate with X Draft x Final

Version 1.4

Owner and Editor title,

name and contact

details

Nedlac

011 328 4200

Author title, name and

contact details

Mr. Benedict Mokgothu, 011 328 4200

Contributors ICT Steering Committee

Distribution Email

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RECOMMENDED / NOT RECOMMENDED

Chairperson: Audit and

Risk Committee

Date

APPROVED / NOT APPROVED

Chairperson:

Executive Council

Date

Security classification

Indicate with X

Restricted Private Mode

rate

Public x

Revision Version

No.

Revision

Date

Revision Details Revised by

Revision frequency

Bi-Annually

1.4 Audit

Steering

Committee

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Draft ICT Strategic & Implementation Plan Version 1.4 Page | 4

TABLE OF CONTENTS

1. Executive Summary ...................................................................................................................... 8

2. Introduction ................................................................................................................................. 11

2.1 Business Articulation ......................................................................................................... 16

2.2 Organising Success Factors ............................................................................................. 18

2.2.1 Stakeholder Analysis ..................................................................................................... 18

2.2.2 Service Delivery ............................................................................................................. 18

2.2.3 People / Employees ....................................................................................................... 18

2.2.4 Governance .................................................................................................................... 19

2.2.5 Technology ..................................................................................................................... 19

2.3 Critical Success Factors: Business, Technology and Operations ................................... 19

2.3.1 Business Success Factors ............................................................................................. 20

2.3.2 Technology Success Factors ......................................................................................... 20

2.3.3 Operations Success Factors .......................................................................................... 20

2.4 Nedlac Strategic Objectives and Base Technology Requirements ................................. 21

2.4.1 Programme 1 - Administration ....................................................................................... 21

2.4.2 Programme 2 – Core Operations................................................................................... 25

2.4.3 Programme 3 – Capacity Building Funds ...................................................................... 31

3. Current ICT Infrastructure ........................................................................................................... 33

3.1 Server Infrastructure ........................................................................................................... 33

3.2 Communications Network ................................................................................................... 34

3.3 End-User Infrastructure (Desktops, Notebooks, Printers etc.) ............................................. 35

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3.4 Software Deployment .......................................................................................................... 35

3.5 Supplier Engagements ........................................................................................................ 36

4. Business and ICT Alignment ....................................................................................................... 37

4.1 Interpreted Business Objectives: Key Information Drivers ................................................... 37

4.2 Interpreted Business Processes: Information Architecture .................................................. 38

4.2.1 Stakeholder Analysis and Grouping .............................................................................. 38

4.3 Conceptual View of ICT Required State .............................................................................. 39

4.3.1 Ideal-State: Systems Architecture ................................................................................. 40

4.3.2 Ideal-State: Technology Architecture ............................................................................ 56

4.3.3 Prioritised ICT Initiatives ................................................................................................ 59

4.4 Role of The ICT Function in Business ................................................................................. 61

4.4.1 ICT Organisational Structure and Functions ................................................................. 61

4.4.2 ICT Governance ............................................................................................................. 62

5. ICT Implementation Plan ............................................................................................................ 63

5.1 Translation of ICT Initiatives into ICT Solutions ................................................................... 63

5.1.1 Potential ICT Solutions .................................................................................................... 63

5.1.2 Recommendations ........................................................................................................... 66

5.2 ICT Solutions Roadmap ...................................................................................................... 68

6. Development of the ICT Operational Plan ................................................................................... 70

6.1 Translate ICT Solutions into Projects .................................................................................. 70

6.1.1 Prioritised ICT Projects .................................................................................................. 70

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ABBREVIATIONS

ABBREVIATION DEFINITION

AG Auditor-General of South Africa

AO Accounting Officer

BCP Business Continuity Plan

CGICT Corporate Governance of Information & Communications Technology

CGICTPF Corporate Governance of Information and Communications Technology Policy

Framework

CIO Chief Information Officer

COBIT Control Objectives for Information and Related Technologies

DPSA Department of Public Service and Administration

EXCO Executive Committee

GICTF Governance of ICT Framework

GITO Government Information Technology Officer

GITOC Government Information Technology Officer Council

HoD Head of Department or Organisational Component as per the PSA

ICT Information and Communications Technology also referred to as IT

IT Information Technology also referred to as ICT

MPSA Minister of Public Service and Administration

MTEF Medium Term Expenditure Framework

PFMA Public Finance Management Act

PRC Presidential Review Committee

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PSA Public Service Act 103 of 1994, as amended

PSR Public Service Regulations of 2001, as amended

SCM Supply Chain Management

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1. EXECUTIVE SUMMARY

i). This executive summary briefly touches on the most pertinent points for consideration in

deciding the ICT strategy of Nedlac going forward.

ii). In this regard, the strategic outcome-oriented goals of Nedlac are to:

a) Promote economic growth, social equity and decent work.

b) Promote and embed a culture of effective social dialogue and engagement.

c) Promote effective participation in socio-economic policy-making and legislation.

d) Enhance organisational effectiveness and efficiency.

iii). The strategic objectives for each of the Nedlac Chambers are therefore directed at

supporting the achievement of the above strategic outcome-oriented goals.

iv). In addition, it is the responsibility of Nedlac's leaders to structure Nedlac for success. To

achieve this, Nedlac leadership takes a simple view; Nedlac provides legal, public and

research services to its stakeholders. The stakeholders are society, government and

private enterprise. In order to provide these services, Nedlac deploys various business

processes. These business processes have in essence two enablers namely, people and

technology. It is the responsibility of Nedlac's leadership teams to coordinate these

resources to deliver on Nedlac's legislative mandate.

v). This document details the Information & Communications Technology (ICT) choices and

decisions the Nedlac leadership teams can make in the context of Nedlac's five-year

strategy:

vi). Given the often robust nature of engagement at Nedlac, a core focus of the strategy for

2018-19 will be on consolidating the establishment of a stronger and more effective

institution for social dialogue. In this regard, Nedlac will emphasise the following in the next

5 years:

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a) Improving governance: with a focus on improving compliance with the

requirements of the Nedlac Act and Constitution.

b) Addressing financial management risks: this will include implementation of

Nedlac’s recently developed finance policies, and enhanced compliance with global

best practices in respect of the functioning of Nedlac’s Finance Committee and Audit

and Risk Committee respectively.

c) Sustaining a culture of performance: a sound basis has been laid for improved

staff performance. This will be consolidated in the next period, through the

implementation of the performance management system, roll-out of the skills

development plan, enhanced implementation of the electronic workflow

management system and an improved work environment.

vii). The technology principles are summarised as follows:

a) Enable effective stakeholder management;

b) Facilitate the service elements necessary to deliver on the strategic objectives

of Nedlac;

c) Provide appropriate tools for people to deliver their work;

d) Deploy technology to automate and integrate business processes;

e) Empower Nedlac leaders to govern and co-ordinate Nedlac.

viii). There are four options to consider regarding the investment into ICT platforms to

enable Nedlac's ICT strategy:

A. Self-hosted technology platform: Nedlac invests in, maintains and manages its own

physical infrastructure, purchasing of software and connecting employees and

stakeholders via this platform.

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B. Outsources hosted technology platform: Nedlac may rent a hosted environment from

established service providers and deploys Nedlac's owned software into this

environment.

C. Consume Cloud-based services: Nedlac deploys relevant applications from cloud-

based service providers embracing the Software as a Service (SaaS) model.

D. Hybrid - A combination of all of the above: This involves a mixture of the above-

mentioned scenarios where Nedlac deploys some cloud-based applications, possibly

hosts the current website and has certain key applications such as finance in-house.

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2. INTRODUCTION

i). The Strategic ICT Plan provides entities with an ICT Roadmap to ensure ICT investment

that is aligned with business strategy. The ICT Plan provides the Chief Information

Officer/GITO with a consolidated, transversal view of the entity's ICT requirements that are

aligned to business strategy. The main output of the entity's ICT plan is prioritised ICT

initiatives, which are further unpacked during the development of the entity's ICT

implementation plan’s, as ICT solutions roadmaps. Those identified ICT solutions from the

ICT implementation are listed as projects in the ICT operational plans of the entity. In

addition, projects need to be prioritised by the respective Executive Officer before

implementation.

ii). The Strategic ICT Planning framework (Figure 1) aims to achieve the following:

a) To develop and review the Strategic ICT Plan for Nedlac.

b) To develop the ICT Implementation Plan for Nedlac.

c) To provide input at an aggregated level for the development of the ICT Plan.

d) To provide the template and processes for the entity GITO’s to complete ICT operational

plans.

e) To ensure that Nedlac's ICT planning is aligned with the Public Service Corporate

Governance of Information and Communication Technology Policy Framework

(CGICTPF).

f) To incorporate e-Government strategy requirements into Nedlac's ICT planning.

iii). The Strategic Planning Framework provides a guideline to develop, revise, implement and

operationalise Strategic ICT Plans within Nedlac. Furthermore, the framework facilitates

the alignment of ICT Policy, departmental ICT planning to e-Government Strategy.

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Figure 1 – ICT Planning Framework

iv). The Strategic ICT Planning Framework consists of six phases and each of the phases is

discussed in more detail in the sections below.

Phase 1 - Business Articulation

The Business Articulation phase consists of two parts, namely Business Strategy and

Business Architecture.

a) The Business Strategy aims to articulate the entity's business strategy into logical

components such as:

▪ Strategic goals, objectives, mandate, vision, mission, stakeholder impacts and

value chain.

b) The Business Architecture decomposes the organisation into its functions, key

performance areas and informational needs. Here the functional and informational

analysis is key as well as the current system portfolio supporting the entity. The

business and ICT challenges are also fully analysed in this phase.

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Combined, these deliver standardised, articulated and documented business strategy and

processes. This can be used to identify aligned opportunities and interdependencies

between department and stakeholders. This phase forms an essential starting point for the

alignment of the rest of the plan.

Phase 2 - Current ICT Assessment

i). The Current ICT Assessment takes an inventory of the current ICT environment using

the following dimensions:

▪ Current ICT Organisation, roles and responsibilities

▪ Current ICT Infrastructure

▪ Current ICT Systems portfolio

▪ Current ICT Projects and Expenditure trends

▪ Current citizen-centric e-services

▪ Current IT risk assessment

▪ Current IT policies assessment

ii). This phase forms the ICT baseline against which a gap analysis will be done.

Phase 3 - Business to ICT Alignment

The Business to ICT Alignment phase facilitates the development of a conceptual ICT

Strategy, Organisation and Systems Architecture for those that do not already have this in

place. It aligns thinking in terms of the required or future state of ICT that must deliver on

the business strategy.

▪ It develops an ICT Strategy for the department in support of the business strategy,

taking into account ICT mandates, ICT trends, and ICT/ e-government Objectives.

▪ The ICT Organisation is strengthened in terms of structures, roles, and

responsibilities to produce strong ICT Governance.

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▪ Conceptual systems architecture is developed as a reference for any future ICT

implementations.

Phase 4 - ICT Plan / Roadmap

i). This ICT Plan / Roadmap phase produces the ultimate ICT Roadmap which consists of

a set of ICT initiatives which will take the entity forward towards its ICT future state in

support of the business strategy. It relies on a Gap Analysis based on the analysis

output produced in the preceding phases. The Gap Analysis looks at amongst others:

▪ Organisational gap including ICT skills, competencies, and services.

▪ Systems gaps to support business function, processes and information

requirements.

▪ Infrastructure gaps in support of systems.

▪ IT Risk Planning and mitigation plans.

▪ Departmental IT policies.

ii). The phase consolidates a list of conceptual level ICT initiatives (not projects), which is

aligned with business strategy, business and ICT challenges, other Nedlac priorities.

Phase 5 – ICT Implementation Plan

The high-level steps for the implementation of the proposed ICT plan are shown in figure 2

below.

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Figure 2 – ICT Implementation Plan Framework

Stage 1 Initiate ICT Implementation Plan: The approved Strategic ICT Plan is the vital input to

trigger this sub-process. The prioritised ICT Initiatives in the Strategic Plan are decomposed

into possible ICT Solutions. Key role players are identified and the initial business needs to

be confirmed.

Stage 2 Translate ICT Initiatives into ICT solutions: shown in figure 2 above, depicts how

prioritised departmental ICT initiatives are translated into ICT solutions, to enable the business

through the use of ICT solutions to address and improve services within Nedlac. The output

of the ICT Implementation plan may be used as an input for decision-making in the annual

budgeting process, particularly the ICT budget. Stage two provides the costing per ICT

initiative and the overall total costing to implement the entity's ICT Initiatives. Stage two is

comprised of:

▪ Identifying business value and risks associated with ICT solution(s)

▪ Resources required

▪ List of possible ICT solutions

▪ Costs per ICT solution, per ICT initiative and the overall costs for ICT solutions

▪ Recommendations pertaining to ICT solutions

Stage 3 Approve ICT solution implementation roadmap: Once ICT solutions are documented;

these are confirmed with the entity and approved by the Executive Director. The output of this

stage is:

▪ ICT Solutions Implementation Roadmap

Phase 6 - Strategic ICT Management

i). This phase presents a management framework that clearly indicates responsibilities

and accountabilities for information implementation and exploitation. This is aimed

at providing control to the rollout of the Strategic ICT plan, positioning the Strategic

ICT Plan in relation to the ICT strategic process and ICT structures. It provides

recommendations in terms of ownership, organisational structure and enabling

systems for the Strategic ICT Plan. It utilises the DPSA IT governance framework

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(based on industry best practice models like CoBIT and ITIL) as a reference to

implement ICT solutions and the ICT Implementation Plan guidelines or roadmap as

a reference to implement Nedlac's ICT solutions. This phase also takes into account

the perpetual “lifecycle” of the Strategic ICT Plan, namely Formulation,

Implementation, Maintenance and Revision of the Strategic ICT Plan.

ii). During the Strategic ICT management phase, ICT solutions are further broken down

into ICT projects and this work is performed under the ICT operational plan. The

main objective of the ICT operational plan is to implement ICT solutions as identified

from the ICT Implementation plan. Once, ICT projects are prioritised by the

Executive Director, the execution/ implementation of prioritised ICT projects starts.

2.1 BUSINESS ARTICULATION

i). Engagements at Nedlac are guided by the following three Protocols:

▪ Nedlac Protocol for Tabling Issues at Nedlac

▪ Section 77 Protocol

ii). The Nedlac Protocol provides a basis for consideration of matters that are tabled at

Nedlac. In this regard, the Nedlac Protocol provides time frames within which

engagements should be finalised.

iii). Matters that are tabled at Nedlac in terms of Section 77 of the Labour Relations Act are

addressed in terms of Nedlac’s Section 77 Protocol. Nedlac also recently concluded a

Protocol on the Working Relationship between Nedlac and Parliament. The Nedlac

Protocol and the Section 77 Protocol have both been amended to ensure that they

remain effective and relevant to the needs of the organisation. Actions have also been

implemented to enhance the capacity of the Nedlac Secretariat in order to ensure

efficient and strong support to social partner engagement processes.

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iv). Notwithstanding these efforts, it must, however, be noted that the core work programme

of Nedlac is largely determined by the policy and legislative matters that Government

tables for engagement at Nedlac. This creates a degree of unpredictability in the Nedlac

work programme. The extent of consensus arising from Nedlac engagements is also

dependent on the ability of social partners to establish trust and cooperation between

themselves.

v). In this regard, increasing social and labour conflict points to an urgent need for the

reinvigoration of social dialogue and a renewed commitment by all social partners to the

founding values of Nedlac. Nedlac’s establishment occurred at the time of South

Africa’s first democratic election in 1994, as a response to the need to promote social

and economic growth through a strong and constructive partnership. It is essential that

this partnership is reinvigorated through Nedlac. The successful achievement of the

APP 2014-15 relies on the joint effort of Nedlac’s social partners, and a commitment by

Government to the tabling of matters of strategic importance for engagement at Nedlac.

vi). Figure 3 below illustrates the different functional areas of Nedlac.

Figure 3 – Functional Areas within Nedlac

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2.2 ORGANISING SUCCESS FACTORS

Technology has a specific role to play in each of the below contexts.

2.2.1 STAKEHOLDER ANALYSIS

As relates to stakeholders, technology must play the following 4 roles:

▪ Facilitate consistent marketing messages across all channels. That is the web,

SMS, e-mail, telephone, face-to-face, and paper-based.

▪ Provide a platform for engagement with constituencies around Nedlac's mandate

and stakeholder needs.

▪ Facilitate service delivery by presenting the stakeholder's needs in an actionable

framework. These frameworks extend to workflow based systems, service tracking

systems, survey profiling/management services, financial management systems and

human resource (HR) related services amongst others.

▪ Keep everyone on the same page through a holistic and end-to-end relationship

management framework.

2.2.2 SERVICE DELIVERY

Technology should facilitate the service (policy change management, research etc.)

framework of Nedlac by:

▪ Facilitating a quality outcome in services.

▪ Extending the reach of Nedlac services amongst its stakeholders.

▪ Providing a platform for positive and constructive engagement with Nedlac.

▪ Creating a space where people can collaborate on research and innovation around

the areas of Nedlac's mandate.

2.2.3 PEOPLE / EMPLOYEES

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Technology needs to enable Nedlac's people/employees by:

▪ Creating a rich communication framework.

▪ Providing tools to deliver Nedlac services and to facilitate Nedlac's functions.

▪ Enabling an efficient workplace environment.

▪ Providing rich intelligence to the management team so they have the necessary

information to lead Nedlac.

2.2.4 GOVERNANCE

Technology needs to empower Nedlac's management team to be in a position to coordinate

key activities in Nedlac by:

▪ Enabling activities and functions necessary to deliver Nedlac services.

▪ Facilitating a simplified change management process.

▪ Empowering Nedlac management to have visibility of issues and manage them

accordingly.

▪ Providing a governance framework via business intelligence that gives Nedlac

management a complete snapshot of all activities in Nedlac annually, quarterly,

monthly, weekly and where necessary daily.

2.2.5 TECHNOLOGY

Technology plays a vital role in ensuring the effective and efficient execution of business

processes by:

▪ Providing an automation framework for business processes.

▪ Facilitating a process that is specific and precise for the task/need at hand.

▪ Capturing the necessary information about processes – when something was done,

where, by whom etc.

▪ Linking different functional units, stakeholders, customer etc. in a comprehensive

collaboration framework.

2.3 CRITICAL SUCCESS FACTORS: BUSINESS, TECHNOLOGY, AND OPERATIONS

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The following critical success factors were identified during the information gathering sessions,

and the analysis of Nedlac's policies, performance plans, and other related documents.

2.3.1 BUSINESS SUCCESS FACTORS

The following business success factors were identified:

▪ Accessibility to previous reports, research and other documents related to the

specific chamber;

▪ Storage of documents (physical and electronic) aligned to the structure and inner

workings of each chamber;

▪ The management of different versions of various documents, especially reports and

research artefacts;

▪ The increased efficiency and effectiveness of capturing, conversion and approval of

meeting minutes;

▪ Increased visibility of process status and process flows;

▪ Availability of information for the compilation of quarterly and annual reports

2.3.2 TECHNOLOGY SUCCESS FACTORS

The following technology success factors were identified:

▪ Standardized environment in terms of technologies, operating systems and business

solutions;

▪ Fast, efficient and always available communications networks (internal and external);

▪ Scalable server platforms for increased flexibility and growth opportunities;

▪ Stable and reliable storage solutions to safeguard Nedlac information assets;

2.3.3 OPERATIONS SUCCESS FACTORS

The following operations success factors were identified:

▪ Increased visibility of process status and process flows:

▪ Standard operating procedures for all areas of Nedlac, especially the IT department;

▪ Effective and clear communication of governance processes and policies;

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▪ The efficient management of Nedlac’s information assets such as documents,

research papers and minutes of meetings etc.;

2.4 NEDLAC STRATEGIC OBJECTIVES AND BASE TECHNOLOGY REQUIREMENTS

The following section aims to define the base technology requirements in line with the different

strategic objectives.

2.4.1 PROGRAMME 1 - ADMINISTRATION

The purpose of this programme is to enhance organisational efficiency and effectiveness.

Sub-Programme 1.1: Entity Management

The purpose of this sub-programme is to enhance the strategic oversight and governance

of the entity.

Output Base Technology Requirements

EXCO meetings held as

per the Nedlac

Constitution.

▪ Voice recording tools and equipment to facilitate

collaboration and the safeguarding of meeting minutes;

▪ Cloud based collaboration tools through hand handle

devices that adopts a paperless inviroment.

▪ Collaboration tools to facilitate effective and efficient

meetings such as interactive presentations, data projectors

and availability of presentation materials;

Annual Report

submitted to the Minister

of Labour.

▪ Data capturing tools for the continuous and accurate

capturing of performance information;

▪ Business intelligence tools for the accurate and timeous

extraction of business-related information;

▪ Tools for the creation and maintenance of templates for the

population of Annual Reports.

Stakeholder survey

conducted on the quality

▪ Electronic tools for the capturing, analysis and reporting of

surveys conducted;

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of meeting preparations

and logistical

arrangements.

Sub-Programme 1.2: Corporate Services

The purpose of this sub-programme is to ensure the provision of the reliable back-office

support services.


Provision of efficient

and reliable back office

support services.

▪ Stable, always-on data and voice communications

infrastructure with built-in redundancies;

▪ Business continuity plans/disaster recovery plans designed,

implemented, managed and tested;

▪ Network monitoring and management tools;

▪ Server management and monitoring tools;

▪ Print services, monitoring and support;

▪ Backup management tools;

Sub-Programme 1.3: Finance Administration

The purpose of this sub-programme is to ensure strong and compliant financial

management of the Nedlac budget allocations.


Unqualified audit

opinion obtained.

▪ Comprehensive document and records management system

for the safekeeping of all financial artefacts;

▪ Contract management system for the management of all

contracts and SLA's in Nedlac;

▪ Supplier database management system;

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Risk Management

Committee established.

▪ Collaboration platforms and tools that support the effective

and efficient identification, tracking and management of risks

within Nedlac

Financial Reports. ▪ A financial management solution for the capturing of financial

information;


production of financial reports;

Sub-Programme 1.4: Office Accommodation

The purpose of this sub-programme is to ensure the management and maintenance of

Nedlac House.


Renovation of Nedlac

House.

▪ Centralised server room with adequate ventilation,

redundant power supplies and fire protection systems;

▪ Network equipment to facilitate effective and efficient data

and voice communications;

▪ Time & Attendance system to monitor employee work time,

as well as to control & monitor access to various areas within

Nedlac House;

▪ Presentation tools and equipment such as data projectors,

speaker systems, microphones and voice recorders to

facilitate meetings;

Maintenance plan

concluded.

▪ Contract management system for the management of all

contracts and SLA's in Nedlac;

Sub-Programme 1.5: General Office Administration

The purpose of this sub-programme is to ensure the adequate effective and efficient

general office administration.

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Sufficient stock for

meeting packs in place.

▪ Stock management system and reporting tools for effective

provisioning of meeting packs;

▪ Collaboration and workflow tools to manage the information

requirements and workflow associated with the provisioning

of meeting packs;

Staff satisfaction

surveys on office

administration services.


surveys conducted;

▪ Database structures to logically store the data required for

the electronic survey tools;

Stakeholder survey

conducted on the quality

of meeting preparations

and logistical

arrangements.


surveys conducted;

▪

Document management

system implemented.

▪ Comprehensive, searchable document and records

management system for the safe keeping of all Nedlac

records and artefacts;

Sub-Programme 1.6: Human Resource Management

The purpose of this sub-programme is to build a strong and performing Secretariat.


Staff performance

assessments

conducted.

▪ Electronic performance assessment platforms and

assessment workflow tools;

Staff satisfaction

survey.


surveys conducted;

Performance

improvement plans


surveys conducted;

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▪ Collaboration and reporting tools;

2.4.2 PROGRAMME 2 – CORE OPERATIONS

The purpose of this programme is to consider and engage on policy and legislation.

Sub-Programme 2.1: Development Chamber

The purpose of this sub-programme is to consider and engage on policy and legislation

pertaining to urban and rural development, youth, gender and people with disabilities and

the associated institutions of delivery.


Chamber sessions on

the implementation of

the Expanded Public

Works Programme

(EPWP).






Research reports

developed.

▪ Electronic templates to facilitate the creation of standardised

reports;

▪ Data structures to logically store the data for processing into

templates;

▪ Collaboration tools for the efficient management of report

versions, distributions, and access channels;

Strategic Session of the

Chamber



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Finalised Nedlac

Reports on draft

legislation.


reports;


templates;



▪ Dashboard reporting on progress and status of reports;

Chamber satisfaction

survey on quality of

meeting preparations

and logistical

arrangements

conducted.


surveys conducted;

Sub-Programme 2.2: Public Finance and Monetary Policy Chamber


pertaining to financial, fiscal, monetary and exchange rate policies, the coordination of fiscal

and monetary policy, the related elements of macroeconomic policy and the associated

institutions of delivery.


Briefing Reports to

Chamber on the

National Budget and the

Medium Term Budget

Policy Statement.


reports;


templates;



▪

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Briefing Report to

Chamber on measures

to encourage household

savings.


reports;



▪

Capacity building of

chamber constituency

representatives.

▪ Skills management system for the capturing, analysis and

management of skills and training requirements;

Briefing Report to

Chamber on the

Financial Sector Charter

and Scorecard.


reports;


templates;




Briefing Report to

Chamber on the tax

review


reports;



Briefing Report to

Chamber on currency

volatility


reports;

▪



▪

Briefing Report to

Chamber on SMME

financing


reports;

▪ Data Collaboration tools for the efficient management of

report versions, distributions, and access channels;

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Strategic Session of the

Chamber






Research reports

developed.


reports;



Finalised Nedlac

Reports on draft

legislation.


reports;



▪




and logistical

arrangements

conducted.


surveys conducted;

▪

Sub-Programme 2.3: Trade and Industry Chamber


pertaining to the economic and social dimensions of trade, industrial, mining, agricultural,

and services policies and the associated institutions of delivery.


Report to Chamber

arising from the

strategic session with


reports;

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the Minister of Trade

and Industry.



▪

Research reports

developed.


reports;



▪

Finalised Nedlac

Reports on draft

legislation.


reports;



▪




and logistical

arrangements

conducted.


surveys conducted;



Sub-Programme 2.4: Labour Market Chamber


pertaining to the world of work and the associated institutions of delivery.


Progress reports to

MANCO on the Decent

Work Country

Programme.


reports;


versions, distributions and access channels;

▪

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Resolution of bargaining

council demarcation

disputes and

applications referred by

the CCMA.


reports;


templates;




Briefing reports to

Chamber on

engagements with

institutions that fall

within the labour market

ambit.


reports;



▪

Research reports on

labour market trends

developed.


reports;


templates;




Finalised Nedlac

Reports on draft

legislation.


reports;



▪




and logistical

arrangements

conducted.


surveys conducted;

▪

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Sub-Programme 2.5: Section 77

The purpose of this sub-programme is to consider and engage with applications made in

terms of Section 77 of the Labour Relations Act.


Resolution of Section 77

Notices as and when

these may arise in terms

of the Section 77

Protocol.


reports;

▪



▪

Sub-Programme 2.6: Communications and Outreach

The purpose of this sub-programme is to promote social dialogue and capacity building,

awareness of Nedlac activities and enhance the perception of Nedlac among stakeholders.


Press briefings,

interviews, opinion

pieces, and news

articles.

▪ Media monitoring and management platform for the

monitoring of Nedlac mandate-related information;

Website updates. ▪ Website creation and management tools to facilitate the

update of information on Nedlac's website;

Report on website visits. ▪ Analytical tools for the analysis of website traffic and visits;

2.4.3 PROGRAMME 3 – CAPACITY BUILDING FUNDS

The purpose of this programme is to consider and engage on policy and legislation.

Sub-Programme 3.1: Business Constituency

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The purpose of this sub-programme is to ensure that the Business Constituency Capacity

Funds are spent in compliance with the Nedlac Policy on Constituency Capacity Building

Budgeting and Expense.


Financial reports ▪ A financial management solution for the capturing of financial

information;



Sub-Programme 3.2: Community Constituency

The purpose of this sub-programme is to ensure that the Community Constituency Capacity





information;



Sub-Programme 3.3: Labour Constituency

The purpose of this sub-programme is to ensure that the Labour Constituency Capacity





information;

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3. CURRENT ICT INFRASTRUCTURE

The following section details the current ICT infrastructure deployed at Nedlac, starting with the

server infrastructure, as well as the communications network environment.

3.1 SERVER INFRASTRUCTURE

The diagram below details the server infrastructure currently deployed at Nedlac, as well as

how the servers are connected to the network devices linked to the Internet .

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Figure 4 – Server Room Configuration Diagram

3.2 COMMUNICATIONS NETWORK

The diagrams below detail the current communications network deployed at Nedlac. The first

diagram provides an overview of the main network components and how the devices are linked

to the Internet.

Figure 5 – High-Level Network Diagram

The diagram below illustrates how the network devices are deployed within the network

cabinets distributed on each floor of Nedlac’s offices.

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Figure 6 – Cabinet Layout

3.3 END-USER INFRASTRUCTURE (DESKTOPS, NOTEBOOKS, PRINTERS ETC.)

A mixture of desktop computers and notebooks are deployed within Nedlac. These computers

are connected to the communications network through either physical network connections or

Wi-Fi connections. All the computers and notebooks run on the Windows 7 operating system.

Network printers are deployed at strategic locations throughout the office and user access is

controlled and monitored through the printer accounting system.

3.4 SOFTWARE DEPLOYMENT

The table below details the software deployed within the current ICT environment.

Deployed Software

Operating Systems

- Windows Server 2008 Standard Edition & server 2012 R2

- Windows 7 Professional & Windows 10

Business Software

- Pastel Sage Evolution

- Microsoft Office 2010

- SAGE VIP

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- Mimecast

- Pastel ESS

Utility Software

- Biometric Software

-Cibecs

Sofware as a Service (SaaS)

- Cloud based back-up offsite solution

3.5 SUPPLIER ENGAGEMENTS

This section lists all the current contractual engagements with ICT suppliers and service

providers, including the remaining term of these agreements.

Currently, Nedlac has only one long-term agreement for the provision of Voice and Data

connection service with VoxTelecom (Pty) Ltd.

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4. BUSINESS AND ICT ALIGNMENT

In order to appropriately define ICT activities that are aligned with the strategic objectives, it is vital

that Nedlac’s mandate, planning framework, strategy and business operations are fully defined

and documented. The articulation of these artefacts defines the information architecture of Nedlac

and becomes the primary driver for the future systems portfolio. The identification of the

information elements that are required to drive business processes is a key output for the

alignment between ICT and the business objectives.

4.1 INTERPRETED BUSINESS OBJECTIVES: KEY INFORMATION DRIVERS

The table below lists the key information drivers within Nedlac that must be supported by the

ICT solutions and infrastructure within Nedlac.

Key Information Driver Description

Research Research is performed on various topics as required from time to

time. This research is crucial to the decision-making process

during policy development.

Performance Reporting Government institutions must report quarterly and annually on their

performance related to their stated objectives/outputs in their

strategic plans.

Communication Communication between the stakeholders of Nedlac is paramount

to the achievement of Nedlac's strategic objectives and legislative

mandates. Meetings are the primary means of communication

between the stakeholders and must be recorded accurately to

reflect the views, opinions and statements of the stakeholders.

Financial Reporting Government institutions must be governed in terms of the PFMA,

which clearly defines the rules for financial management.

Reporting on the financial matters of an institution is imperative.

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Knowledge Sharing Knowledge is created through various processes and activities on

a continuous basis within any organisation. The key is to capture,

store and share that knowledge with future generations and to build

and maintain a corporate knowledge base.

Business Process

Execution

Business processes are executed by people or automated by

technology. The activities contained in business processes either

consume or produce information required by the next or previous

steps. Providing relevant, accurate information to the correct

activity at the right time drives the availability of information in

business processes.

In addition, the monitoring of the execution of business processes

is equally important. Monitoring of the progress and potential

bottlenecks of processes is very important for the streamlining of

an organisation.

4.2 INTERPRETED BUSINESS PROCESSES: INFORMATION ARCHITECTURE

Information architecture defines the information requirements for various business processes

or groups of business processes. It not only deals with the processes but also with the

actors/executors of the processes, as well as the flow of information between the various

actors/executors and other stakeholders of Nedlac.

4.2.1 STAKEHOLDER ANALYSIS AND GROUPING

The table below lists the external stakeholders of Nedlac.

Entity Representatives

Organised Business Business Unity SA

Community Constituency Women's National Coalition;

The South African National Civics Organisation;

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The South African Youth Council;

Disabled People of South Africa;

The South African National Apex Cooperatives;

The Financial Sector Campaign Coalition;

Government Delegates are drawn from key economic departments:

- Department of Labour

- Department of Trade & Industry

- Department of Public Works

Organised Labour COSATU

FEDUSA

NACTU

Parliament

4.3 CONCEPTUAL VIEW OF ICT REQUIRED STATE

The conceptual ICT architecture consists of elements such as logical data, logical application

clusters (functionality), logical technology, logical responsibilities, logical performance

requirements, logical services, and the underlying logical relationships.

The following vision characteristics are derived from principles contained within the best

practice system design framework:

▪ Only appropriate, valid data is processed within Nedlac IT systems. For data to be

useful, it should be data valid to inform business decision making.

▪ The Nedlac IT systems accommodate data in various required formats. Enterprises are

already using more unstructured / semi-structured data as opposed to structured data.

A large focus is however still placed on structured data.

▪ Nedlac IT systems should accommodate data formats most suitable to business

requirements.

▪ Nedlac standardises on common use applications. Standardisation of common

applications implies standardisation of data, functionality, technology, user interfaces

etc. It, therefore, has a definite business and specifically economic advantages.

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▪ Applications have relative simple user interfaces with which users are comfortable. The

use of IT systems always promise increased productivity and is in most lines of business

a compulsory enabler. Cost-effectiveness is only attainable if IT systems are easy to

use.

▪ Nedlac IT systems are flexible enough to evolve with business user demands. Constant

changes in business require IT applications to support these changes.

▪ Nedlac business users rely on the fact that IT systems perform the required functionality

on specified data in a predictable manner. Unreliability can be detrimental to

performance as required by contracted service level agreements.

▪ Nedlac IT systems conform to defined standards that promote interoperability.

Standards help ensure consistency, thus improving the ability to manage ICT systems

and improve user satisfaction and protect existing IT investments thus maximising

return on investment and reducing costs. Standards for interoperability additionally help

ensure support from multiple vendors for their products and facilitate supply chain

integration.

▪ Nedlac business users have the required access to IT systems in support of their

business functions. Seeing that the main purpose of IT systems in an administrative

environment is the provision and processing of data for decision support, it is imperative

that systems be available to all required role players.

▪ Nedlac IT systems performance supersedes business process performance

requirement. The performance of IT systems, in order to serve as effective enablers,

should never be less than what is required for business processes.

▪ Nedlac IT systems are protected against unauthorised access of people or malicious

code. The key risks to IT systems security are the misuse, theft or corruption of systems

data. These risks would be maximally contained if only role-based access is granted

and if the system is physically protected against the entry of the malicious code. These

characteristics are to be kept in mind during the design of the logical ICT architecture

baseline as well as the assessment of the current ICT environment.

4.3.1 IDEAL-STATE: SYSTEMS ARCHITECTURE

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The main components of the systems architecture of Nedlac are illustrated in the figure

below.

Figure 7 – Ideal State: Systems Architecture

The above systems architecture defines the different components of an ideal system. The

actual implementation of these components very much depends on the unique business

environment of the organisation. The purpose of this systems architecture reference model

is to provide a framework for the classification of various system components and how they

relate to each other.

In the following section, each component is discussed in more detail, as well as how this

will be implemented in Nedlac.

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ACCESS CHANNELS

Access channels define the components and equipment used to link the internal systems

with other exterior systems through various network technologies, such as wireless

networks, telephone networks, the Internet etc.

The following table lists the environmental factors that influence the strategy formulation

related to Access Channels.

Environmental Factors

Business Size Nedlac consists of a Head Office with 32 employees.

Branches Nedlac has no branches that require connection to its IT systems

at Head Office.

Reliable Internet

Connections

Internal business functions rely heavily on the availability of a

stable/always-on Internet connection.

Collaboration The current trend worldwide is to enable businesses to

collaborate with all their stakeholders through any possible

device and location.

Bandwidth The current trend in communications technology is that more and

more devices are connected to networks and consumer

information services over the Internet. Limited bandwidth can

become a major constraint in the provisioning of information

services over the Internet

Initiative Formulation

Internet Connection An always-on and stable connection to the Internet with a

minimum bandwidth of 5 Mbps with uncapped usage is

required;

A reputable service provider with well-defined, acceptable

service levels is required to manage this connection on

Nedlac's behalf.

Provision of failover services if required, and as defined below.

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Redundancy Given the high priority of internet access within Nedlac,

redundancy is critical to provide for uninterrupted internet access.

The following points are important:

Automatic failover to the redundant connection in the event of

a failure in the main connection.

Minimum bandwidth of 5 Mbps with uncapped usage.

Clearly defined service levels.

SECURITY

i). The security layer deals with the concept of Identity Management. Identity

Management describes the management of individual principals, their

authentication, authorisation, and privileges within or across system and enterprise

boundaries with the goal of increasing security and productivity while decreasing

cost, downtime and repetitive tasks.

ii). Identity management is the task of controlling information about users on computers.

Such information includes information that authenticates the identity of a user and

information that describes information and actions they are authorised to access

and/or perform. It also includes the management of descriptive information about

the user and how and by whom that information can be accessed and modified.

Managed entities typically include users, hardware and network resources and even

applications.

iii). In the real-world context of engineering online systems, identity management can

involve three basic functions.

a) The pure identity function: Creation, management and deletion of identities

without regard to access or entitlements.

b) The user access (log-in) function: For example a smart card and its associated

data used by a customer to log on to a service or services (a traditional view).

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c) The service function: A system that delivers personalised, role-based, online,

on-demand, content, presence-based services to users and their devices.

One of the most commonly used tools for Identity Management in typical Microsoft

environments is Active Directory.




at Head Office.

Access to the

Internal Network

Access to the internal network of businesses needs to be

controlled and monitored to prevent unauthorised access to

business information.

Access to

Information

Resources

Information assets must be managed and controlled so that only

authorised and authenticated employees have access to these

information assets.

Bring You Own

Device

Worldwide there is a tendency to allow employees to bring their

own devices to work. These devices can access resources on

the internal network, provided that they are properly

authenticated.

Security & Access

Control

Management

Monitoring tools are required to manage access to the internal

network, as well as information resources. In addition, a security

framework (implemented through various policies) defines the

rules, principles, and processes to manage and control security

within Nedlac.


Active Directory

(AD) Design &

Management

The design of the AD must emulate the business structure so

that all users are represented according to their function/role

within Nedlac;

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Role-based permissions should be designed and implemented

in line with the specific business unit’s roles and

responsibilities;

Processes and rules must be defined to keep the AD updated

and relevant with the structure and functions of Nedlac.

Processes must exist for the addition and removal of user

accounts in line with HR processes for appointment and

termination of employees;

Security Framework

(Policy)

A security framework must be adopted to define the rules,

principles and processes to manage and control information

security and access within Nedlac. The following points are

important:

The framework must deal with all aspects of information

security, namely: physical security, logical security and

information classification.

Detailed policies must be derived from the security framework

to address things like internet usage, E-Mail usage, network

access etc.

The framework must be incorporated into a policy document

and must be communicated to all employees of Nedlac.

Controls and measurements must be clearly defined to

effectively deal with the transgression of the security

framework and related policies.

DELIVERY CHANNEL

Delivery channels are most often specially-designed portal services which bring information

together from diverse sources in a uniform way. Usually, each information source gets its

own dedicated portal for making information available. Variants of portal services include

mashups and intranet "dashboards" for executives and managers.



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at Head Office.

Access to

Information

Resources

The dissemination of information to Nedlac employees and other

constituencies need to be centrally managed and controlled in a

cost-effective way.

Communication Internal communications to staff members are as important as

ever. New technologies make it easier to collaborate and share

information internally.


Document

Management Front-

End

A Document Management front-end is required to facilitate the

dissemination of electronic and scanned documents throughout

Nedlac. The following points are important:

This front-end must be part of the Intranet or must be

accessible via the Intranet;

The classification of information assets is crucial in order to

effectively use the search functions of the front-end;

This front-end can be Cloud-based or housed internally

depending on the type of solution.

BUSINESS COMPONENTS AND SERVICES

This layer deals with the various business solutions and services required and currently

used by the entity, as well as the integration between these different systems. This section

also addresses the gaps in the current ICT support and the required ICT suppor t for the

identified key information drivers in section 4.1.

Key Information

Driver

Description

Research Research is performed on various topics as required from time to

time. This research is crucial to the decision-making process

during policy development.

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External Entities Nedlac makes use of various external entities to conduct

research on their behalf.

Research Topics Research topics are determined by:

consultation with Nedlac constituencies;

issues arising from meetings with the different

constituencies;

Historical Research

Information

Access to historical research information can add great value to

complement current research activities. In addition, research

information classified correctly can add great statistical value in

the analysis of trends.

Research Reports Given the fact that Nedlac makes use of external entities to

perform research, the format of the research reports varies from

entity to entity. The content of these reports are therefore

scattered across various headings and not consistently applied

to Nedlac’s classification


Content

Management

A File Plan or information classification framework must be

developed in line with Nedlac’s information requirements.

Processes to facilitate the classification, import and

dissemination of research content into the content

management system must be designed.

This system must be able to integrate with other knowledge

systems, such as the document management system in order

to provide a holistic, integrated solution.

Since Nedlac does not have the internal capacity to develop,

host and manages a content management system, this system

should be a Cloud based solution.

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A reputable service provider with well-defined, acceptable

service levels is required to design, implement and support the

content management system on Nedlac's behalf.

Key Information

Driver

Description

Performance

Reporting

Government institutions must report quarterly and annually on

their performance related to their stated objectives/outputs in

their strategic plans.


Performance

Indicators

Defined performance indicators are sometimes not measurable,

resulting in audit queries as there is no evidence.

Report Templates In general, organisations currently spend more time on the

production of performance reports than on actual business

activities. Report templates facilitate the consistent and uniform

population of information. These templates can also be auto-

populated when connected to a data source.

Collection of

Information &

Evidence

A collection of information and evidence (audit purposes) are

often not built into the business processes and are only collected

when the performance reports are created.

Timelines The timelines or deadlines for the submission of performance

reports are pre-defined by Government regulations and are more

often than not non-negotiable, adding pressure to the entity to

produce the performance reports before the deadlines.


Performance

Management

System

This system must focus on the performance of the

organisation, a department, an employee or even the

processes to provide a service.

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Key Information

Driver

Description

Communications Communication between the stakeholders of Nedlac is

paramount to the achievement of Nedlac's strategic objectives

and legislative mandates. Meetings are the primary means of

communication between the stakeholders and must be recorded

accurately to reflect the views, opinions and statements of the

stakeholders.


Voice

Communications

Communications between Nedlac stakeholders can take place by

means of meetings and telephone conversations.

Electronic

Communications

Electronic communications currently are the predominate means

of communications. Various technologies and tools are available

such as E-Mail, instant messaging, cloud document services etc.

Minutes of Meetings The accurate recordings of what was discussed and agreed

during Nedlac meetings are crucial to Nedlac’s success.

Traditionally the production of minutes of meetings is a

cumbersome and time-consuming activity.

Storage & Archiving Keeping records of all communications between Nedlac

stakeholders is not only a legislative requirement but can

consume time and other resources to store and archive these

communications.

Strategy Formulation

Telephone

Management

System

The telephone system must facilitate cost-effective, always-on

communications with the option to record conversations if

required. This system must have the facility to accurately

produce records of all calls.

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Collaboration

Services

Collaboration services drive the convergence of various

communications technologies and tools such as E-Mail, instant

messaging, voice, social media platforms. These services can

be deployed either on-premise or as a cloud solution. These

services also include tools for the conversion of voice recordings

to text.

Key Information

Driver

Description

Financial Reporting Government institutions must be governed in terms of the PFMA,

which clearly defines the rules for financial management.

Reporting on the financial matters of an institution is imperative.


Data Capture Accurate, process driven capturing of financial data determines

the trustworthiness of the financial statements.

Assets The PFMA and other relevant regulations from Treasury define

how government entities must record, manage and dispose of

state assets.

Suppliers Regulatory requirements are placed on government entities to

manage suppliers. These regulations include supplier

registrations, rotation of suppliers etc.

Setup &

Configuration

The setup and configuration of financial systems are more and

more entrusted to financial managers. New standards such as

GRAP and GAAP require more specialised setup and

configurations of financial systems aligned to the requirements of

the organisation.

Reporting In Government, Treasury defines the required templates for the

producing of financial reports and statements.

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Security Role-based security is often applied with the use of financial

systems. The role of the specific employee determines which

functions can be performed by that employee.

These roles are often defined in correlation with the

functionality within financial systems such as Account

Receivable, which is linked to the Debtors Clerk.

Data security is also crucial and only authorised employees

should have access to the data of financial systems. Data

backups and recovery are pre-requisites of any financial

system.

Timelines The timelines or deadlines for the submission of financial reports

are pre-defined by Government regulations and are more often

than not non-negotiable, adding pressure to the entity to produce

the financial reports before the deadlines.


Financial

Management

System

The financial system must at least have the following features:

Role-based security, which can be aligned to the roles of

employees such as the Creditors Clerk, Debtors Clerk etc.;

Asset Management that includes acquisition, movement, and

disposal of assets;

A supplier database in line with the requirements defined by

Treasury;

Design of custom reports in addition to standard reports;

Data security in terms of data verification, backups, data

restoration;

Advanced procurement features to support the Supply Chain

Management regulations applicable to Government entities.

Key Information

Driver

Description

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Knowledge Sharing Knowledge is created through various processes and activities on

a continuous basis within any organisation. The key is to capture,

store and share that knowledge with future generations and to

build and maintain a corporate knowledge base.


Implicit Knowledge Research showed that most organisational knowledge such as

know-how, process flows, information requirements etc. are part

of individuals’ internal knowledge and acquired skills. This

implicit knowledge is often lost forever or recovered at a high cost

when the employee resigns or dies.

Explicit Knowledge Explicit knowledge is the final outcome of information extraction

through the process of discovery. The aim of this discovery

process is to extract implicit knowledge from individuals and

transform it into organisational knowledge.

Modeling Tools Various modeling tools are available to facilitate the modeling of

organisational functions, structure, processes and information

flows. These tools often work with repositories of artefacts.

Learning Curves Research showed that all organisations have a certain maturity

in terms of how they perform their activities. Some can be

categorised as chaotic and random, while others are process

driven. The maturity is influenced by the organisation’s ability to

learn from the past, rectify mistakes and restructure to prevent

previous mistakes.


Enterprise

Architecture

Enterprise Architecture entails the following:

is a visual model of the enterprise;

aspects of business planning such as goals, visions,

strategies and governance principles

aspects of business operations such as business terms,

organisation structures, processes, and data;

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aspects of automation such as application systems and

databases;

and the enabling technological infrastructure of the business

such as computers, operating systems, and networks.

To enable EA a method (plan) is required which acts as an

alignment and integration force between all these aspects.

Key Information

Driver

Description

Business Process

Execution

Business processes are executed by people or automated by

technology. The activities contained in business processes either

consume or produce the information required by the next or

previous steps. Providing relevant, accurate information to the

correct activity at the right time drives the availability of

information in business processes.

In addition, the monitoring of the execution of business processes

is equally important. Monitoring of the progress and potential

bottlenecks of processes is very important for the streamlining of

an organisation.


Activities A business process is composed of a number of activities

performed in a specific sequence to achieve a specific outcome.

Actors Activities within a business process are performed by actors

namely, people or machines (automation).

Trigger Business processes always have a trigger. Triggers are certain

events such as the time of day or year, receiving a sales order

etc.

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Information Each activity within a business process either consumes or

produces information from the previous step or for the next step.

Performance

Indicators

Processes can be monitored for efficiency by defining

measurable indicators. These indicators are monitored and

evaluated to determine the performance of the process in relation

to organisational objectives.

Visibility Processes are often related to specific organisational goals and

because it is performed mostly by people the process knowledge

is often only known to those performing it. Research showed that

most organisation do not have visible models of their business

processes.


Enterprise

Architecture (EA)

A crucial part of EA is to model the business processes in relation

to the organisational objectives, as well as the supporting

enabling resources such as finance, information systems, people

etc.

DATA TIER

The data tier refers to the components required to store all data generated by the entity.

This includes structured (contained in databases and file systems) and unstructured data

(contained in physical documents).


Structured Data Refers to data contained in databases and file systems. In other

words, there are structured applied to the data i.e. in a database

table, or in a specific folder or group of folders.

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Unstructured Data Refers to data contained in physical files, ledgers and other

documents such as invoices, delivery notes, security registers

etc.

Storage Physical documents are often stored in records rooms or

vaults and consume a lot of space. These documents often

deteriorate so that information can no longer be retrieved from

it.

Electronic documents are stored on hard disks or tape drives

and do not consume the same amount of physical space than

physical documents.

Both these types of documents need to be duplicated for

recovery purposes.

Security Access to both structured and unstructured data must be

controlled to allow only authorised access.

Recovery Data forms the basis of all information within an organisation.

Data must be safeguarded against contamination, changes and

destruction. Data need to be recoverable to its original state.


Disaster Recovery

System

A disaster recovery system consists of various components and

has the objective of recovering the data to its original state. The

components are:

Backup Plan – A plan of which data to save, how often it is

saved, to where it is saved, and how long it is kept (retention

period). This applies to both structured and unstructured

data;

Restore Plan – A plan of which data to restore, how the data

must be restored, how long it takes to restore and validation

of the restored data. The plan must also include the regular

testing of data to ensure its integrity;

Physical storage place for unstructured data (including

copies);

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Computer hardware and software for structured data (on

premise and cloud);

4.3.2 IDEAL-STATE: TECHNOLOGY ARCHITECTURE

The ideal state technology model supports the identification of future technology

requirements within Nedlac. This model illustrates the requirements for the following

conceptual components:

▪ On-premise technologies;

▪ Network management technologies;

▪ Cloud-based technologies.

The figure below illustrates the different components on a conceptual layer. This is the

proposed future technology architecture within Nedlac and can change during the normal

annual strategy development cycle, which is determined by Nedlac's objectives.

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Figure 8 – Technology Architecture

In addition, the table below defines the different logical components of the various

conceptual components of the ideal state technology architecture. These logical

components are then grouped together in various ICT initiatives as defined in the next

section.

On-Premise – Primary Infrastructure

Domain Security

One physical server performing the following roles and services:

▪ Primary Domain Controller (Operations Master)

▪ Active Directory

▪ DNS Server

▪ DHCP Server

▪ Certificate Authority

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▪ Group Policy Object Controller

Storage

Storage Area Network (SAN) with the following features:

▪ Scalable hard disk drive array with RAID configuration

▪ Linked to a SAN switch for optimal performance

Virtual Infrastructure

One / Two Physical Servers to host the following Virtual Systems:

▪ Core Business Applications

Financial Management System

Payroll System

Biometrics System

▪ Content Management System

Knowledge Base

Research storage, search and retrieve system

▪ Document Management System

File Server (Structured Data)

Scanned Images (Unstructured Data)

▪ Disaster Recovery

Backup System (Scheduling, storage, recovery)

NetworkManagement

Intelligent network management components to perform the following

functions:

▪ Compression of network traffic

▪ Bandwidth management

▪ Access control / Firewall

▪ Network Address Translation services

▪ Seamless failover to other networks

On-Premise – Fail-Over Infrastructure

The fail-over infrastructure will mirror the primary infrastructure and will provide

redundancy in the event of system failure in the primary infrastructure. The two separate

infrastructures will be seamlessly integrated and synchronized.

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Cloud-Based

MessagingServices

Comprehensive electronic messaging services:

▪ Web access to full e-mail functionality from any browser

▪ E-Mail synchronisation from any device – PC, Laptop, Mobile

devices

▪ Personal and shared calendars

▪ Personal and shared contacts

▪ Personal and shared tasks

▪ Archiving and encryption

CollaborationServices

Collaboration services are communication tools that allow workers to

share knowledge, ideas, and information among each other and with

clients and partners effectively and quickly.

Collaboration services have become commonplace among

organisations because of the synergies realised by combining efforts

through seamless communications.

The direct result is the convergence of communications and

applications through the integration of products that facilitate the use

of multiple enterprise communication methods, including equipment,

software, and services.

DisasterRecovery

Cloud disaster recovery services provide an alternative, cost-effective

off-site storage to businesses. In addition, complete disaster recovery

sites are available to provide for seamless business continuity in the

event of disasters.

4.3.3 PRIORITISED ICT INITIATIVES

From the above-stated information drivers, ideal state technology architecture and

proposed infrastructure, a list of prioritised ICT initiatives can be formulated. The table

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below contains a prioritised list of the formulated ICT initiatives. These ICT initiatives will

be translated into ICT solutions in the ICT Implementation plan.

Priorit

y

Initiative Rationale

1 Upgrade of Server

Infrastructure

This initiative is given the highest priority as the

implementation of the primary server infrastructure will

provide Nedlac with a solid, flexible and scalable foundation

for future growth.

2 Cloud-Based

Disaster Recovery

Business continuity is absolutely critical to the survival of

any organisation. Cloud-based disaster recovery provides

a certain level of redundancy to Nedlac’s server

infrastructure.

3 Cloud-Based

Collaboration

Services

Collaboration services drive the convergence of various

communications technologies and tools such as E-Mail,

instant messaging, voice, social media platforms. These

services can be deployed either on-premise or as a cloud

solution. These services also include tools for the

conversion of voice recordings to text.

4 Network

Connection and

Management

Connecting to the Internet through a stable and fast network

connection increases productivity and promotes a

collaborative environment. These connections must be

managed to optimise the usage of the connection and align

it to Nedlac’s business requirements.

5 Document

Management

System

A document management system creates a searchable

repository of corporate documents (electronic and physical

documents). These documents are accessible from any

device.

6 Workstation

Standardisation

Standardisation to a specific hardware specification and the

operating system creates stability in the management of

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computer assets, as well as in providing user support. With

the correct strategy, Nedlac can adopt a 5 year out of

warranty replacement cycle of all workstations.

7 Cloud-Based

Messaging

Services

The management of e-mail solutions are becoming more

and more specialised and requires dedicated and often

expensive resources. Cloud-based messaging services are

much more cost effective and provide all the functions of in-

house systems without the overheads.

8 Content

Management /

Knowledge Base

System

The acquisition of knowledge/content is crucial for

organisations in maintaining a competitive edge. Content

management systems can be cloud based or on premise.

4.4 ROLE OF THE ICT FUNCTION IN BUSINESS

In essence, ICT is an enabler of business functions; therefore it is imperative that the ICT

function within any organisation has the necessary capacity and capabilities to support the ICT

environment. The current organisational size of Nedlac does not warrant the existence of a

comprehensive traditional IT department, even though it is faced with the same challenges only

on a smaller scale. Limited resources further constrain the expansion of the IT function.

4.4.1 ICT ORGANISATIONAL STRUCTURE AND FUNCTIONS

i). The ICT function within the current Nedlac organisational structure consists of one

position, namely, the IT Administrator. This position has to perform all the ICT

related functions as required within Nedlac's environment.

ii). Furthermore, an ICT Steering Committee was formed to assist in the governance of

ICT within Nedlac. This committee functions on a tactical level providing direction

and oversight on the use of ICT as a strategic enabler for Nedlac.

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iii). All operational functions are performed by the IT Administrator/GITO, which can

become very time consuming depending on the circumstances. As mentioned

above under 'Future ICT Investment Portfolio', there is a clear need for an additional

position of an IT Technician to assist the IT Administrator/GITO in performing its

functions.

4.4.2 ICT GOVERNANCE

The governance of ICT within Nedlac is defined in the Corporate Governance of ICT Policy

/ Charter.

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5. ICT IMPLEMENTATION PLAN

i). The ICT Implementation Plan provides an implementation framework that clearly indicates

responsibilities and accountabilities for information implementation and exploitation. In

addition, it provides recommendations in terms of the possible ICT solutions that may

enable Nedlac to improve service delivery to all its stakeholders.

ii). The output of the ICT Implementation plan may be used as an input for decision-making in

the annual Nedlac budgeting process, particularly the ICT budget. This section provides

the translation of ICT initiatives into ICT solutions, as well as the costing per ICT initiative

and the overall total costing to implement Nedlac's ICT Initiatives.

5.1 TRANSLATION OF ICT INITIATIVES INTO ICT SOLUTIONS

i). The prioritised ICT initiatives (from strategic plan above) are translated into ICT

solutions, to enable the business through the use of ICT solutions to address and

improve services within Nedlac and to all stakeholders of Nedlac. Information and

communication technologies also play a significant and transversal role in the

modernisation initiatives of the South African Government and are therefore of

significant importance in enhancing service delivery.

ii). The activities associated with the translation of ICT initiatives into ICT solutions are

comprised of:

▪ Identifying business value derived from the ICT solution(s)

▪ Resources required

▪ List of possible ICT solutions

▪ Recommendations pertaining to ICT solution

5.1.1 POTENTIAL ICT SOLUTIONS

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The following table lists the potential ICT Solutions per identified initiative, as well as the

derived business value and the required resources.

Initiative ICT Solution Business Value Resources

Upgrade of

Server

Infrastructure

Additional High

capacity Server(s) to

act as hosts for

virtual machines.

Virtual machine

management

software.

Creates a more robust,

scalable environment;

Virtual machines are

more cost effective to

deploy and manage.

Service provider

for the acquisition,

installation and

configuration of

the servers.

Capital for the

acquisition of the

servers and

software.

Cloud-Based

Disaster

Recovery

Recovery-as-a-

service offering from

a reputable service

provider.

State of the art disaster

recovery site at a fraction

of the cost.

Recover / or work on

disaster recovery site for

business continuity.

No additional

people.

Monthly service

fee payable.

Cloud Based

Collaboration

Services

CRM or similar

solutions

Provide a simplified

central collaboration

platform irrespective of

devices.

Better control over

software license fees.

No additional

people.

Monthly service

fee payable.

Network

Connection and

Management

MPLS / Internet

network services

through reputable

service providers.

High-speed reliable

Internet access that

provides always-on

No additional

people.

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Bandwidth

optimisation tools

and network

redundancy.

connectivity to the

Internet.

Efficient use of available

bandwidth to service the

different information

needs of Nedlac.

Monthly service

fee payable.

Document

Management

System

Microsoft

SharePoint;

Laserfiche;

File Director;

Paper Trail. Or

Similar

(Some solutions are

cloud based)

A searchable document

store (electronic and

paper based) that can

easily integrate into

other collaboration tools.

Complements the

disaster recovery and

business continuity

efforts.

Capital layout or

Monthly service

fees.

Workstation

Standardisation

Specific models

(PC/Notebook) from

one manufacturer.

Microsoft Windows

7, 8.1., Windows 10

Microsoft Office 365

or similar Enterprise

1 or Enterprise 3

Reduced support

requirements and effort.

Creates a familiar,

predictable environment

for all staff members.

Better control over

software versions and

licences.

Capital layout and

Monthly service

fees.

Cloud-Based

Messaging

Services

Mimecast Reduced complexity in

the current environment.

Microsoft Exchange is

one of the most complex

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environments to

implement and manage.

Content

Management /

Knowledge Base

System

Microsoft SharePoint

Services Or CRM

whichever solution is

viable for the

Enterprise

Centralised, searchable

content management

and dissemination

platform to support all

the information needs of

Nedlac.

Finance system Sage Evolution, Integrate, record and manage core

business process

Sage VIP and Payroll in real time

5.1.2 RECOMMENDATIONS

Based on the list of potential ICT Solutions, the following solutions are recommended.

Initiative Motivation

Upgrade of

Server

Infrastructure

One additional High capacity Server with at least 32 GB of RAM with

dual Xeon processors, as well as a storage array of at least 12 TB

can easily run up to 6 virtual machines providing additional capacity

and scalability over the next 5 years.

Cloud-Based

Disaster

Recovery

Recovery-as-a-service offering from a reputable service provider

such as VMWare or Microsoft Hyper-V creates additional disaster

recovery options at a fraction of the cost and management

requirements.

It is easy to deploy and manage, and can also be moved between

different service providers.

Cloud Based

Collaboration

Services

Microsoft Office 365 Enterprise 1 or Enterprise 3 service, or similar

platforms. Lync Services, Messaging Services, SharePoint Services.

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ShoreTel provides all the necessary tools for video and voice

conferencing, conversion of meeting recordings to text,

synchronisation of events, notes, emails etc.

The latest Office software which can be installed on up to 5 devices

per user. The license belongs to Nedlac which means that it does

not live and die with the machine.

Network

Connection and

Management

High-speed reliable Internet access that provides always-on

connectivity to the Internet.

Efficient use of available bandwidth to service the different

information needs of Nedlac.

Document

Management

System

A searchable document store (electronic and paper-based) that can

easily integrate into other collaboration tools.

Provide workflow tools to facilitate the flow of information.

Complements the disaster recovery and business continuity efforts.

Workstation

Standardisation

Reduced support requirements and effort.

Creates a familiar, predictable environment for all staff members.

Better control over software versions and licenses.

Cloud-Based

Messaging

Services

Reduced complexity in the current environment. Microsoft Exchange

is one of the most complex environments to implement and manage.

Content

Management /

Knowledge Base

System

Centralised, searchable content management and dissemination

platform to support all the information needs of Nedlac.

Becomes a very powerful tool when used with Microsoft Lync and

Exchange services.

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5.2 ICT SOLUTIONS ROADMAP

The ICT Solutions roadmap provides a high-level overview of the proposed initiatives, as well as the planned timelines for their

implementation over a 5 year period. There is a logical dependency between various initiatives that will take precedence ove r the

implementation of other initiatives.

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6. DEVELOPMENT OF THE ICT OPERATIONAL PLAN

i). The ICT Operational Plan breaks down the MTEF into the current year ICT APP and

addresses the following:

▪ Internal ICT operational policies required;

▪ Current year business enabling ICT programmes and projects;

▪ Optimisation of operations and infrastructure/systems;

▪ Information system and technology use;

▪ Where applicable related business ownership;

▪ ICT risk management.

ii). The ICT Operational plan for the next year will be defined once the implementation plan

and ICT solutions roadmap are accepted by the ICT Steering Committee.

6.1 TRANSLATE ICT SOLUTIONS INTO PROJECTS

The ICT solutions defined in the Implementation Plan must be translated into various projects,

each with a well-structured and defined project charter detailing, amongst others, the scope of

the project, breakdown structures with timelines, project risks, project costs etc.

6.1.1 PRIORITISED ICT PROJECTS

The following section lists the prioritised ICT projects for the first operational year and will

define the performance indicators for the IT division.

The ICT status on the road map show that is under evaluation and monitoring perion

The prioritised list of ICT projects have been achomplished in year four:

a. Upgrade Server Infrastructure; done.

b. Establish cloud-based disaster recovery site; done.

c. Establish cloud-based collaboration platform; done.

d. Establish Internet access channels; done.

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Documents

NATIONAL ECONOMIC DEVELOPMENT AND LABOUR COUNCIL ICT