2015/16 2019/20 ICT STRATEGIC PLAN
Table of Contents GLOSSARY OF TERMS... 3 STRATEGIC OVERVIEW... 4 Vision... 4 Mission Statement... 4 Values... 4 LEGISLATIVE AND OTHER MANDATES... 5 Legislative Mandate... 5 Other Legislative Mandates... 5 SITUATIONAL ANALYSIS... 6 Reporting... 9 Annual Operational Plan... 9 Monitoring and reporting... 10 Description of the Strategic Planning Process... 11 STRATEGIC OUTCOME ORIENTED GOALS OF THE RSR... 11 STRATEGIC OBJECTIVES... 12 STRATEGIC INTERVENTIONS AND PROJECTED PERFORMANCE 2015/16 2019/20... 13 IDENTIFICATION AND MITIGATION OF STRATEGIC RISKS... 19 Strategic Plan Page 2 of 28
GLOSSARY OF TERMS BCP: DOT: DRP: EDMS: ESS: EXCO: ICT: ITIL: MANCO: MSP: NIMS: RSR: SAN: SDLC: SLA: SWOT: VOIP: VPN: Business Continuity Plan Department of Transport Disaster Recovery Plan Electronic Document Management System Employee Self Service Executive Committee Information Communication Technology Information Technology Infrastructure Library Management Committee Master Systems Plan National Information and Monitoring System Railway Safety Regulator Storage Area Network Systems Development Life Cycle Service Level Agreement Strengths, Weaknesses, Opportunities and Threats Voice Over IP Virtual Private Network Strategic Plan Page 3 of 28
STRATEGIC OVERVIEW Vision To be RSR s strategic partner in delivering effective business solutions and services by aligning Information Communication Technology services to the Strategic objectives of RSR. Mission Statement To deliver customer focused ICT solutions through automation of key business processes underpinned by sound ICT governance and information security controls. Guiding Principles: Align: ICT Governance: Protect: Stability: People: We align our initiatives and efforts with RSR s strategic objectives. We subject our processes to effective and efficient ICT Governance and processes. We ensure protecting and Integrity of RSR s information and systems. We maintain stability through the implementation of the reliable ICT infrastructure. The RSR community is at the Centre of our deliverables, all our efforts are based on creating an enabling environment for the RSR people. Values The core values of the RSR are: Integrity & Trust We are professional, honest and fair and we trust each other. Transparency Fairness Equity Innovation Sense Urgency & of We are open and we share relevant information with our stakeholders We treat our people fairly and we encourage diversity We encourage change and create an environment where innovative ideas flourish We appreciate the importance and impact our efforts can make and we aspire to make things happen now. Strategic Plan Page 4 of 28
LEGISLATIVE AND OTHER MANDATES Legislative Mandate RSR ICT is in terms of National Railway Safety Regulator Act of 2002 (as amended) mandated to develop and implement the National Information and Monitoring System (NIMS). The Act stipulates that: The Regulator must establish National Information and Monitoring System regarding safe railway operations within the Republic. The information to be captured on the system may include among others: (a) a register of safety permit holders: (b) railway occurrences: (c) security matters; (d) occupational health and safety matters; and (e) any other matter the board deems necessary. Based on the above, RSR ICT has put the implementation of NIMS at the core focus within the next five years. Other Legislative Mandates While the National Railway Safety Regulator Act of 2002 (as amended) is the primary driver in the ICT mandate, the RSR s ICT also must comply with legislative prescripts that have an impact on RSR s ICT business operations, including but not limited to the: Public Service Corporate Governance of Information and Communication Technology Policy Framework; Control Objectives for Information and Related Technology (COBIT); ICT Security Framework 2012; Information Technology Infrastructure Library (ITIL). Strategic Plan Page 5 of 28
SITUATIONAL ANALYSIS Railway Safety Regulator (RSR) is an organisation that is on a drive to continue improving its performance with a view to ensure the organisation becomes a world class Regulator. The Executive Committee under the leadership of the RSR Board has put together an aggressive strategy that will see the organisation growing and ensuring that there is safety in the railway industry. The RSR has put focus on the areas it believes will lead in the achievement of the vision it has set for its self, namely to aspire to achieve Zero Occurrences. One of the focus areas of this strategic focus of the RSR is Information Communication Technology (ICT). RSR has acknowledged the critical role that information and communication technology will play in helping the organization achieve its vision and deliver on its mandate as articulated in the National Railway Safety Regulator Act of 2002 (as amended). A Five Year Strategic Plan, that maps the organization s vision and details the strategic objectives for the future, was formulated to provide direction for the improvement of the business outlook for the Regulator. One of the key themes that permeates the RSR s strategic plan is the need for the sustainable institutional effectiveness. For this to be achieved depends on the organisation having access to the right and reliable information so that the management team can make informed decisions. Effective and efficient provision of the reliable information is seen as strategic intervention necessary to make RSR a competitive and a sustainable organization with good corporate governance. The ICT should not be seen as just as another support process to the business, but as an integrating, strategic enabler for all the organisation s objectives. But more than that, it is should be seen as a potential driver for innovation towards the organisation s initiatives. The realisation that ICT and the business are integrated is important because moving forward an organization requires an integrated approach, and ICT plays a crucial role in this transformation process. Page 6 of 28
ICT developed the ICT strategy in 2012 and the Board approved in 2013. However, since then, RSR has continued to change its way of doing the business in line with the innovative solutions it has put together in its drive to improve safety in the railway industry. Subsequently, there is a risk that the 2012 strategy may not be responsive to the challenges currently facing the business. It has therefore become imperative that an overarching ICT strategy be re-formulated that will assist the organisation in reaching its strategic goals. The National Railway Safety Regulator Act (section 39) makes provision for the establishment of NIMS. During the previous years the implementation of NIMS has been identified as a key deliverable for the RSR. Over the past three years, RSR has put efforts to ensure that the system is developed and implemented as part of automation of key business processes. Modules such as permit management and occurrences management have been delivered as part of the phase two of NIMS. The delivery of other modules is on the pipeline as per the RSR s APP. The RSR management continues to acknowledge that the successful implementation of NIMS is of strategic importance and will enable the Regulator to fulfil its mandate. While NIMS may be seen as the flagship project to the RSR, it should, however, be noted that the ICT environment encompasses a number of other important back-end solutions and processes that enhance business efficiencies through the automation of business processes. The strategy therefore focuses not only on the NIMS, but also to the entire ICT environment to ensure that strategic interventions being put in place are addressing the challenges holistically. The ICT strategy will also ensure that all ICT initiatives are coordinated, integrated and aligned to the overall objectives of RSR, as outlined in its Five Year Strategic Plan. SWOT ANALYSIS In order to ensure that an integrated and holistic approach underpins the creation of an inclusive and comprehensive risk based strategy, it is necessary to comprehend the impact of the external environment on the internal capacity and shortcomings. To maximize external opportunities and at the same time mitigate or minimize external threats, the RSR aspires to realise its institutional strengths through collaboration and innovation. The RSR Page 7 of 28
strives to optimize the use of current resources to overcome the current inadequacy and lack of required resources to be able to deal with industry developments and investments. The following table illustrates the results of the SWOT analysis to enable the ICT to identify opportunities for sustainable development whilst remaining fully cognisant of its potential shortcomings. STRENGTHS WEAKNESSES Executive Management support Inadequate implementation of Commitment and determination of staff to learn and engage on new principles of frameworks such as ITIL, COBIT and DPSA. challenges and technology. Lack of Enterprise Content Interaction with users to appreciate and prioritise ICT needs through a Change Management process Management Strategy (ECM) / Roadmap. Inadequate sourcing strategy and Both NIMS and EDMS plan implementation was done through Undocumented service level a Consultative process. agreements with internal RSR staff Effective ICT Governance members Structures Lack of ICT Standards (processes and procedures) Lack of Business Continuity Plan. OPPORTUNITIES THREATS The establishment and Funding and resources constraints. implementation of the ICT Steering In adequate documentation of Committee brings in external, business processes that may independent, and ICT trends and hinder the automation thereof. ICT advisory service. Changes in the regulatory Change Management / Journey is a key element of bringing change framework may bring requirements that ICT can not achieve in a short within RSR and should be term. enforcement throughout the End- State desired. DPSA Framework requirements Lack of Board ICT Committee Reducing the risk of services interruption by hosting NIMS and EDMS externally. Page 8 of 28
Participation of RSR to the GITOC forum provides an opportunity for knowledge sharing with other Government agencies. MONITORING PROCESS RSR has adopted a Performance management framework for directing the monitoring and evaluating its performance. ICT therefore subscribes to this framework as part of delivering on its strategic plan. Reporting Reporting is an integral part not only of the strategic-planning process, but also of the strategic-review progress. Reporting takes place on monthly, quarterly and annual basis. These reports are the backbone of the review process and inform the decisions of the ICT strategic plan. The Performance management framework drives the following key processes: Annual operational plan of the ICT unit; Annual budget of the ICT unit; Performance agreements; and Work plans of staff. The ICT strategic plan will be revised on an annual basis to ensure that the plan is aligned to the RSR Organisational Strategic Plan Annual Operational Plan The annual performance targets in the ICT Strategic Plan are expressed in terms of quarterly targets with clear activities and timeframes, which guide quarterly performance reviews. Page 9 of 28
Monitoring and reporting The ICT Unit is required to submit, via Head: ICT, various reports (monthly, quarterly and annual basis depending on the target audience) to the OpsCo, EXCO and the Board regarding the performance of the Unit. Details of progress on all ICT projects are discussed at a departmental level, Individual projects Steering Committee, ICT Operational Committee, well as at ICT Steering Committee and EXCO levels. The Bimonthly (every 2 months) reports of the ICT unit performance against the ICT services Commitments will also be presented to the ICT Operations Committee; ICT strategic ambitions Required IT Capabilities (Strategic Ambitions) that will support current and future business objectives: Foundational Computing Platforms and Back Office computing infrastructure Stable and Reliable Networks, Enterprise Systems and Service Management. The ICT Unit strives to be a reliable ICT provider of choice to the RSR community. Automation of core business processes to enable the RSR with an effective ability to execute its strategic mandate Digitization of all records in preparation for a paper-less environment. Mobility Access and consumption of RSR applications and data from anywhere, anytime, through multiple devices and in a secured environment. This capability encompasses an integration of policies, processes and technologies that enable consumption and delivery of enterprise applications and services through multiple channels and devices at any time. Business Intelligence, Analytics and Monitoring Implementation of executive dashboards, reliable data from reliable intelligence, flexible enterprise-wide integrated reporting and analytics. Shared Knowledge Establish an informed and technologically advanced employee by establishing an RSR centric knowledge hub. Security and Risk Management This requires the management and delivery of data confidentiality, integrity and availability. Effective ICT governance, risk and compliance will support this capability. Page 10 of 28
Description of the Strategic Planning Process The RSR embarked on its Results/Outcomes-Based strategic design journey with the identification and formalisation of a central purpose statement. The RSR ICT s aspiration is to be RSR s strategic partner in delivering effective business solutions and services through Information Communication Technology. All actions and activities will be focused on working towards this vision. The ICT recognises and acknowledges that to be the partner with business, it needs to focus on: Strategic out/insourcing of core and critical skills; Effective training of its human resources; Implementing the appropriate governance processes; Communicating expected ICT services standards and offerings; Adhering to information security standards; Applying the project management principles and standards; Implementing standardisation; and to Ensuring that business processes are mapped. STRATEGIC OUTCOME ORIENTED GOALS OF THE RSR ICT Ultimate Purpose Purpose Statement: Strategic Outcome 1: Outcome Goal Statement: To be RSR s strategic partner in delivering effective business solutions and services through Information Communication Technology. To deliver customer focused ICT solutions through automation of key business processes underpinned by sound ICT governance and information security controls. This will enable the RSR to exploit the opportunities provided by the innovation through the ICT. EFFECTIVE INFORMATION MANAGEMENT Deliver accurate, timely and relevant information that supports business operations and facilitates tactical and strategic decision-making. Page 11 of 28
Strategic Outcome 2: DELIVER EFFICIENT AND EFFECTIVE ICT CAPABILITY Outcome Statement: Goal Strategic Outcome 3: Outcome Statement: Goal Applications that enable innovative, optimized business processes that drive the business. Improve access and reliability of the RSR ICT network and ICT services. IMPLEMENT ROBUST AND AGILE TECHNOLOGY Implement a resilient, flexible, scalable infrastructure and operations that deliver user focused services Strategic Outcome 4: ADHERE TO INFORMATION SECURITY AND ICT GOVERNANCE REQUIREMENTS Ensure the integrity, confidentiality and availability of information for RSR. Implement a robust governance programme that mitigates risk, manages investment and ensures compliance. STRATEGIC OBJECTIVES The RSR comprises of 6 functional departments which, in a collaborative and integrative manner, will be accountable for the successful implementation and execution of the RSR ICT Strategic Plan. The specific strategic contributions are contained in Strategic Interventions and Projected Performance schedule. Page 12 of 28
STRATEGIC INTERVENTIONS AND PROJECTED PERFORMANCE 2015/16 2019/20 Strategic Outcome 1 : EFFECTIVE INFORMATION MANAGEMENT Outcome Description: Deliver accurate, timely and relevant information that supports business operations and facilitates tactical and strategic decision-making. Strategic Objective 1.1 : Implement the National Information and Monitoring System (NIMS) Objective Statement: Implement NIMS to automate key business processes and for compliance with the National Railway Safety Regulator Act of 2002, as amended. KPI No Strategic Key Performance Indicator (KPI) 1.1.1 Developed and Implemented Phase 3 of NIMS Baseline as at 2014/15 Developed and Implemented Phase 2 of NIMS Projected performance 2015/16 2016/17 2017/18 2018/19 2019/20 Implemented Asset Management Module; Implemented Safety Critical Grades Module; Penalty Module; Resources Module; Inspection and Audit Module Integrated NIMS with other systems from the Operators Page 13 of 28
Strategic Objective 1.2 : Developed Electronic Document Management System (EDMS) Objective Statement: Develop EDMS to ensure that RSR information and documents are securely handled KPI No Strategic Key Performance Indicator (KPI) 1.2.1 Implemented EDMS Baseline as at 2014/15 Implemente d Phase 1 of the EDMS Projected performance 2015/16 2016/17 2017/18 2018/19 2019/20 Implemented the Electronic Board Packs Strategic Objective 1.3 : Implement central Information hub Objective Statement: Overhaul the RSR s Intranet Portal Implemented Electronic Signatures Solution KPI No Strategic Key Performance Indicator (KPI) Baseline as at 2014/15 Projected performance 2015/16 2016/17 2017/18 2018/19 2019/20 1.3.1 An up to date and user friendly RSR Intranet Portal RSR Intranet developed but not fully functional Review the design and content of the Intranet. Contact user review and improve the Intranet based on the reviews Migrate SharePoint to Support maintain Intranet and the Support maintain Intranet and the Page 14 of 28
Develop an Intranet system Insure that the Intranet is a trusted sources of information Strategic Outcome 2: DELIVER EFFICIENT AND EFFECTIVE ICT CAPABILITY Outcome Description: Applications that enable innovative, optimized business processes that drive the business. Strategic Objective 2.1: Implement Cloud technology Objective Statement: Ensuring 90% availability of all ICT services KPI No Strategic Key Performance Indicator (KPI) 2.1.1 Office 365 technology Implemented 2.1.2 Improve ICT services experience Baseline at 2013/14 as Emails Hosted in the RSR environment Adhoc ICT services rendering Projected performance 2015/16 2016/17 2017/18 2018/19 2019/20 Migrated 100% of RSR staff members emails profiles to Microsoft 365 Introduce an ICT services catalogue with clear services Implemented Microsoft Lync to reduce and control telephone costs Improved customer satisfaction through a more Implement proactive maintenance Implement proactive maintenance Implement proactive maintenance Page 15 of 28
standards and central IT helpdesk professional approach service delivery to and Continual improvements and Continual improvements and Continual improvements 2.1.3 Improved and stable RSR Network 2 MB MTN network wireless and increase the Telkom ADSL to 10MB Upgrade network of RSR head office and all the regional offices. Upgrade network all the remaining RSR Regions Monitor network performance and enforce firewall and security policies Monitor network performance and enforce firewall and security policies Monitor network performance and enforce firewall and security policies Strategic Objective 2.2 : Implement management applications to drive down costs Objective Statement: implement solutions to manage telephones, printing and server environment KPI No Strategic Key Performance Indicator (KPI) 2.2.1 Reduced costs on telephone and printing Baseline as at 2013/14 Stand alone management solutions Projected performance 2015/16 2016/17 2017/18 2018/19 2019/20 Telephone Management System and Printing Management System Implemented Implemented Fax to Email Management System; Autoserver shutdown system Page 16 of 28
Strategic Outcome 3: IMPLEMENT ROBUST AND AGILE TECHNOLOGY Outcome Description: Implement a resilient, flexible, scalable infrastructure and operations that deliver user focused services Strategic Objective 3.1: Ensure RSR s ICT Infrastructure is kept up-to date Objective Statement: Perform upgrades and refresh of the existing infrastructure KPI No Strategic Key Performance Indicator (KPI) 3.1.1 Upgraded servers network and 3.1.2 Ensure optimum hardware performance Baseline as at 2013/14 Stand-alone physical servers Audit of the ICT hardware conducted Projected performance 2015/16 2016/17 2017/18 2018/19 2019/20 Develop and implement a virtualisation strategy Upgrade the Local Area Network (LAN) Develop and implement tech refresh strategy Migrate selected system the cloud. to Implement the fibre technology Implement tech-refresh strategy Page 17 of 28
STRATEGIC OUTCOME 4: ADHERE TO INFORMATION SECURITY AND ICT GOVERNANCE REQUIREMENTS Outcome Description: Ensure the integrity, confidentiality and availability of information for RSR. Implement a robust governance programme that mitigates risk, manages investment and ensures compliance. Strategic Objective 4.1 Develop and Implement policies that govern ICT environment Objective Statement: Ensure that RSR complies with all the legislative requirements pertaining to ICT KPI No Strategic Key Performance Indicator (KPI) 4.1.1 Number of Audit findings Baseline as at 2014/15 List prioritised policies of Projected performance 2015/16 2016/17 2017/18 2018/19 2019/20 Developed and implemented the policies Ensured that there are no ICT repeat findings. Review the impact of the implemented policies. Create awareness and ensure enforcement policies Create awareness and enforcement of the policies Ongoing enforcement and impact assessment of the policies Page 18 of 28
IDENTIFICATION AND MITIGATION OF STRATEGIC RISKS STRATEGIC OUTCOME 4: SUSTAINABLE INSTITUTIONAL GROWTH AND DEVELOPMEN Outcome Description: Enrich organisational governance processes and procedures to promote integrated thinking and collaboration, and to enable the sustainable growth and development of the RSR NO STRATEGIC OBJECTIVE 4.1 Institute effective governance and internal control systems RISK Inadequate delivery of the ICT services as per strategic objectives (human and financial resources). INHERENT EXISTING CONTROL AND MITIGATION RISK LEVEL High Employment of the additional ICT staff members including the CIO and the two ICT technicians to capacitate the ICT unit. Procure the ICT support services (3 year contract) to complement the existing ICT staff complement. RESIDUAL RISK LEVEL Satisfactory 4.2 Institute effective governance and internal control systems Non compliance to ICT governance requirements. Medium Identify and prioritise the development of critical ICT policies. Develop the prioritise policies. Satisfactory 4.3 Institute effective governance and internal control systems Loss of information due to unauthorised logical access. High Firewall, antivirus, anti-spam, user access control procedures, encryption. Ad hoc awareness interventions and programs. Satisafactory Page 19 of 28
4.4 Institute effective governance and internal control systems. Inability to recover in an event of disaster. High Implementation of the backup solution. Development of the Disaster Recovery Plan (DRP). External hosting of NIMS and EDMS. Satisfactory 4.5 Institute effective governance and internal control systems Business disruptions due to aged Infrastructure. Medium Phased upgrade of the critical infrastruture including the network. Implementation of UPS. Satisfactory 4.6 Institute effective governance and internal control systems Ineffective resolution of IT queries due to the lack of IT help desk. Medium Manual logging of calls and support thereof. Implementation of ITIL processes to improve efficiiencies. Poor 4.7 Institute effective governance and internal control systems Lack of storage area network Medium Backups, hard drives and external drives. Poor Page 20 of 28
ANNUAL PERFORMANCE PLAN Strategic Outcome 1: EFFECTIVE INFORMATION MANAGEMENT Outcome Description: Deliver accurate, timely and relevant information that supports business operations and facilitates tactical and strategic decision-making. Strategic Objective 1.1: Implement the National Information and Monitoring System (NIMS) Objective Statement: Implement NIMS to automate key business processes and to comply with the National Railway Safety Regulator Act of 2002, as amended. KPI No Strategic Key Performance Indicator (KPI) 1.1.1 Developed and Implemented Phase 3 of NIMS 1.1.2 Paperless Environment Baseline as at 2013/14 Developed and Implemente d Phase 2 of NIMS New Indicator Implemente d Phase 1 of the EDMS. Projected performance 2015/16 Annual Target Implement Phase 3 of NIMS Implemented Phase 1 of Safety Critical Grades Module Implemented 100% Implementatio n of phase 2 of EDMS. Quarter 1 Quarter 2 Quarter 3 Quarter 4 Developed Asset Management Module Completed Business Analysis for Safety Critical Grades Module Developed the Electronic Board Packs. Deployed Asset Management Module in production environment Developed Safety Critical Grades Module UAT of the Module Implemented the Electronic Board Pack. Developed Resource Management Module Deployed the Safety Critical Grades Module in a production environment Page 21 of 28 Resourc es - R7,5 Million - R2,9 Million - - Part of NIMS budget
1.3.1 An up to date and user friendly RSR Intranet Portal RSR Intranet developed but not fully utilised Review the design and content of the Intranet. Insure that the Intranet is a trusted sources of information Review the design in consultation with the relevant stakeholders Collect and upload all the relevant documents on the intranet. Launch the intranet as the central repository of information Hand over the intranet to internal coms - Strategic Outcome 2: DELIVER EFFICIENT AND EFFECTIVE ICT CAPABILITY Outcome Description: Applications that enable innovative, optimized business processes that drive the business. Strategic Objective 2.1: Implement cloud technology. Objective Statement: Ensuring 90% availability of all ICT services. KPI No Strategic Key Performance Indicator (KPI) 2.1.1 Implemented the Office 365 technology Baseline as at 2013/14 Emails Hosted in the RSR environment Projected performance 2015/16 Annual Target 100% Implementatio n of Office 365 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Migrated 25% of RSR staff members to Office 365 Conduct User training and awareness of Migrated 50% of RSR staff members to Office 365 Conduct User training and awareness of Cloud technology Migrated 100% of RSR Staff members to Office 365 Conduct User training and awareness of Page 22 of 28 Resourc es - R200 K
Cloud technology Cloud technology 213 Improved ICT services experience Adhoc ICT service rendering Introduce an ICT services catalogue with clear services standards and central IT Helpdesk Draft an ICT services catalogue with services standards Publish the ICT services tender Review the ICT policies and workshop the services catalogue and SoPs. Appoint services provider for ICT services standards Implement ICT services standards and IT helpdesk Conduct customer certificatio n survey and reviews. R10k 2.1.3 Improved and stable RSR network 2 MB MTN network and wireless implemente d Upgrade network of RSR head office and all the regional offices. Finalise ToR for the upgrade tender and publish the tender Evaluate and appoint services provider Network upgrade at head offices and Cape town Network upgrade at Durban R1,5m Strategic Objective 2.2: Implement management applications to drive down costs. Objective Statement: implement solutions to manage telephones, printing and server environment. KPI No Strategic Key Performance Indicator (KPI) Baseline as at 2013/14 Projected performance 2015/16 Annual Target Quarter 1 Quarter 2 Quarter 3 Quarter 4 Budget Page 23 of 28
2.2.1 Reduction on costs for telephone and printing Stand alone managemen t solutions. Implement Telephone Management System; Printing Management System. Develop Terms of Reference and sourcing of proposals for Appoint the service provider to implement the ICT management applications. Develop Project Plan and sign-off the SLA for the ICT Man Applications. Implement ICT manageme nt application s. R200 k STRATEGIC OUTCOME 3: IMPLEMENT ROBUST AND AGILE TECHNOLOGY Outcome Description: Implement a resilient, flexible, scalable infrastructure and operations that deliver user focused services. Strategic Objective 4.1: Implement disaster recovery measures for key ICT infrastructure. Objective Statement: Minimise the business disruptions in an event of an ICT equipment failure. KPI No Strategic Key Performance Indicator (KPI) Baseline as at 2013/14 Projected performance 2015/16 Annual Target Quarter 1 Quarter 2 Quarter 3 Quarter 4 Resourc es 4.1.1 Duration and extent of downtime/outage to the business systems Draft Disaster Recovery Plan (DRP) Approved DRP Submit DRP approval the for Implement the 1 st phase of disaster recovery plan. Implement the 2 nd phase of the disaster recovery plan. R1000 k Strategic Objective 4.2: Ensure RSR s ICT Infrastructure is kept up-to date. Page 24 of 28
Objective Statement: Perform upgrades and refresh of the existing infrastructure. KPI No Strategic Key Performance Indicator (KPI) 4.2.1 Ensure the capacity of the ICT infrastructure that supports the business. Baseline as at 2013/14 Deferent types of computer brands on the network. 4.2.2 Existing LAN infrastructur e 4.2.3 Existing Wireless Infrastructur e Projected performance 2015/16 Annual Target 100% Implementatio n of ICT Standardisatio n 100% Implementatio n of RSR LAN Upgrade. 100% Implementatio n of Wireless Infrastructure Quarter 1 Quarter 2 Quarter 3 Quarter 4 Develop the ICT Computer Standard Develop Terms of reference to have panel of ICT hardware equipment supply. Redesigning & Optimization of LAN Infrastructure Application of Fibre Lease Line Implementati on of Wireless in Approved & Appoint to deliver end user hardware. Advertise 3-year ICT end-user hardware supply. Sourcing of Network hardware Layer 3 switch. Fibre WAN-LAN Assessment. Implementation of Wireless in Western Cape Office. Refresh all computer equipment that is over 3 years old Testing, Implementati on and configuration of Optimized LAN. Implementati on of Wireless of Eastern Cape and Refresh all computer equipment that is over 3 years old Configurati on, Failover testing and Cut-over Go-Live. Page 25 of 28 Resourc es R1,200 000 R850 000
in across all RSR offices Gauteng Head Office. Configuration of Wireless KZN office Mpumalanga office. 4.2.4 100% Provision of the computers for 51 New Staff Sourcing of 21 ICT Computer Equipment Sourcing 13 ICT Computer Equipment Sourcing 6 ICT Computer Equipment Sourcing 11 ICT Computer Equipment. R800 000 4.2.5 Existing Hosting Contract with Resolve Procured a long term contract for hosting of business critical systems Developed Terms of Reference for Hosting of the systems Procured contract the - Migrated the systems to the new environme nt R300 000 STRATEGIC OUTCOME 5: ADHERE TO INFORMATION SECURITY AND ICT GOVERNANCE REQUIREMENTS Outcome Description: Ensure the integrity, confidentiality and availability of information for RSR. Implement a robust governance programme that mitigates risk, manages investment and ensures compliance. Strategic Objective 5.1: Develop and implement policies that govern ICT environment Objective Statement: Ensure that RSR complies with all the legislative requirements pertaining to ICT. KPI No Strategic Key Performance Indicator (KPI) Baseline as at 2013/14 Projected performance 2015/16 Annual Target Quarter 1 Quarter 2 Quarter 3 Quarter 4 Resourc es Page 26 of 28
5.1.1 Duration and extent of downtime/outage to the business systems List prioritised policies. of Developed and implemented the policies. Develop 5 out of 15 of the prioritised policies Develop the next 5 of the 15 prioritised policies. Complete the development of the prioritised policies R1000 000 Page 27 of 28
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