SAITNEWS Magazine Issue 1

April 2011 | ISSUE 1

SITA: BACK TO BASICS

DELIVERING VALUE

RETHINKING PARTNERSHIPS

TAKING ADVANTAGE OF IT

afford to be ignored. Not only is government spending more than any single entity, but with the reach of their policies and projects it can be hard to escape the impact of government ICT projects on our daily lives.

What government departments have done – or in some instances – haven’t done, will affect your next visit to Home Affairs when you’re preparing for your next trip overseas.

Renewing your drivers licence, registering your company and accessing internet services will all be rendered either enjoyable or unpleasant by governments hardware, software, services and communications spending.

wELCOME ADDRESS John Kudzingana Welcome to the first issue of Saitnews magazine – your window into the world of ICT in government.

The magazine will provide you with insights into ICT projects within the public sector and introduce you to the people behind these initiatives. Focused on bringing you the latest news on ICT trends and developments in the public sector, we at Saitnews aim to provide our readers with indepth, complex and critical articles.

But why government? The answer is quite simple. As the biggest spender in the country, government can simply not

Saitnews, through our informative articles, aims to provide you with an understanding of new and important telecommunications projects and developments undertaken by departments and provinces. We will look at ICT priorities within government and explore new trends.

The magazine will provide you with a close look at e-government initiatives, broadband spending and projects, science and technology initiatives as well ICT in education, health and other sectors. Big deals on everyone’s lips will and the millions spent on key sectors such as Business Process Outsourcing (BPO)industry will also be looked at very closely.

Welcome to Saitnews magazine!

Saitnews, is a business unit within Sebase Media and Telecomms (Pty) Ltd, and was formed by young ICT professionals with vast experience in ICT industry.

The company is 100% black owned and managed.The founders have a combined 24 years ICT experience with 15 years in the private sector and 9 years in the public sector.

The introduction of Saitnews comes at an exciting time in the growth of the country’s government. With the realisation and recognition that nothing can be achieved while they talk and shake hands – government has begun to buckle up and focus on service delivery – with a particular focus on ICT as a key driver of development and economic growth.

But everyone needs a little help. In this first issue, we explore the role of the private sector as governments look towards partnerships to provide citizens with the latest and most effective ICT solutions.

EDITOR’S NOTE Audra Mahlong Welcome

We also look at the billion rand Business Processing Outsourcing (BPO) sector. Spearheaded by government, we look at what needs to happen now to make sure the positives last.

Mention the word “government” in any crowd and you’re likely to be met with whines, sighs and exclamations revealing great displeasure.

The plans and ambitions of our most recent Communications minister also get special attention. Will his initiatives and interventions mark a new era for the ICTs in the country?

While negative perceptions haunt most governments – there is often a silent affirmation that they are necessary. Who else would look out for the interests of the majority of the citizens?

Who else would care about closing gaps between all of the nothing and all of the wealth?

As government has often noted – no single person has all the answers and solutions are often only found through extensive engagement.

Let’s engage!

TABLE OF CONTENTS

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Editorial Details

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BACK TO THE BASICS As it carries out its turnaround strategy and positions itself the lead agency of choice in the public sector, SITA searches for answers in the simple things.gs

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ELEVATING SMALL BUSINESSES

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RETHINKING PARTNERSHIPS

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AFRICA ROUNDUP

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GAUTENG BROADBAND LIMPS AHEAD

DELIVERING VALUE Delivering value to citizens is the priority for GITOC.

IFMS KICKS INTO GEAR Government’s long-awaited IFMS project has gone into implementation phase as departments look to increase the rate and efficiency of service delivery.

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ALIGNING THE BPO VISION SA ought to be aligned in driving the vision of job creation within the BPO sector.

Publisher Sebase Media and Telecomms (Pty) Ltd Editorial director John Kudzingana Editor Audra Mahlong Contributing journalist Eugene Morokolo Design and Layout Otoabasi Bassey Photography Tebogo Mogale Marketing executive Thato Matseke Published by Sebase Media and Telecomms (Pty) Ltd 8 Pieter Street

IT News from all over Africa.

THE NEXT STEP IN SERVICE DELIVERY As citizens demand more, monitoring solutions can help government keep track on whether its efforts are meeting their demands.

RISING ABOVE THE REST Business ICT company, Sebase Business Consulting, has its eye on conquering the market. With a focus on SAS Business Intelligence, SAP ERP systems, monitoring solutions, network and cabling, training in ERP and general ICT along with learnerships – the company is preparing to compete with larger companies.

Companies can only provide value to government initiatives through innovative solutions and services.

Broadband infrastructure is prioritised as the provincial government highlights the role it will play in economic growth.

A NEW ERA FOR ICT? With a vigorous focus on partnership, collaboration and accountability, Roy Padayachie’s leadership of the DOC is seen as just the fresh start the industry and sector has been looking for.

Small business stands to benefit from the creative solutions offered by LDDesign.

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NO END TO GOVERNMENT RELATIONS While the Who Am I Online project turned out to be less than ideal, Gijima will not cut its ties with government.

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TAKING ADVANTAGE OF IT Companies need to address the role that ICT plays in delivering services and not simply provide technology.

Q-Kon building Technopark Centurion 0046

Tel: 012 665 0654 Fax: 012 665 1296 Web: www.saitnews.co.za Subscriptions & Advertising: thato@sebase.co.za Letters to the editor: audra@saitnews.co.za Repro and Printing: Paraffin Copyright

All material published by Sebase Media and Telecomms (Pty) Ltd is copyright and belongs to Sebase Media and Telecomms (Pty) Ltd, unless otherwise indicated. No part of the material may be quoted, photocopied, reproduced or stored electronically without prior written permission.

Neither the magazine, the publisher or the editor can be held legally liable in any way for damages of any kind whatsoever arising directly or indirectly from any facts or information provided or omitted in these pages or from any other statements made or withheld by this publication. Opinions expressed are not necessarily shared by Sebase Media and Telecomms (Pty) Ltd.

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Issue 1 | page 1

BACK TO BASICS words by Audra Mahlong As it carries out its turnaround strategy and positions itself the lead agency of choice in the public sector, SITA searches for answers in the simple things

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KHUMBUDZO NTSHAVHENI SITA COO

s the State IT Agency (SITA) carries out its turnaround strategy, the focus will not be on creating something new but rather going back to the basics, delivering on its core mandate and providing services efficiently and effectively at competitive prices.

Focus on service

For SITA Chief Operations Officer, Khumbudzo Ntshavheni, the agency can only progress once it starts delivering on its mandate.

According to the new service delivery and management strategy, SITA will offer departments several levels of quality which will inform the service provided to the client. Minimum standards will be set out for each quality level and problems and incidents will be resolved according to the level.

“We must go back to the mandate of SITA. SITA was established as a lead agency of government to also being a Prime Systems Integrator (PSI) of government.What we have set ourselves to do is to say, indeed we are a lead agency of government and ask, what does that mean for government and for citizens?”

Ntshavheni notes that the issue is not on what role ICT can play, but rather how ICT as a key enabler can help ensure that government is able to render service delivery efficiently to citizens.

Key to that is the development, deployment and roll out of the Integrated Financial Management System (IFMS). Electronic government services – such as the existing ID track and trace – solution will also be highlighted as the agency works on a myriad of e-government projects to make sure there are government-to-government, government-to-citizen and government-to-business strategies.

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There are issues which the turnaround strategy will address.

One issue is the governance of service management in the organisation.

“For example if a department chooses the platinum service, if you have an incident it will take us exactly an hour to resolve the incident, if you have a problem it will take us three hours to solve that problem,” Ntshavheni explains.

This will be introduced to help resolve problems quickly, but also allow the agency to document its procedures and performance.

“These are the things we want to clean up, so a client can know what to expect, when from SITA at what quality.”

Ntshavheni adds that it would deal with common complaints on its prices. While the agency previously accepted industry prices, it will now engage robustly to ensure it gets the best prices, which will then be transferred to its clients.

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Service offerings would also allow more flexibility and stretch their capabilities across several clients – optimising the use of resources and increasing efficiency while allowing clients to bill according to usage.

Supply chain issues would also be resolved and delayed or stalled tenders would be concluded as the agency moves from simple procurement to full supply chain arrangement within the agency.

“We are just getting our ducks in a row to do that which we must do first, correctly. If we’ve done that, then people will opt for us on their core services.”

Key Projects Ntshavheni notes that as governments look for new technologies, the adoption of cloud computing will become a key focus for the agency and its clients. But in order for projects and solutions to be successful, there has to be a consolidated and comprehensive public sector approach into cloud computing.

“Because there are issues of security that come with cloud computing – but we must be able to direct and guide government into the cloud and its part of the things we are looking at,”.

Other projects which will enable government to work better including e-cabinet, the e-health project will be some the things the agency will focus on. Regarding the smart card project, Ntshavheni says the agency needs to retrace our steps and question where things have gone wrong and where they got it right.

Identity management, which has become critical for government, will also be a key project. SITA solutions need to offer questions on how identity is securely managed and ensure that people cannot defraud identities.

The migration to Free and Open Source solutions is not a single project, but reflects a way of doing things. The aim is to see that all the applications delivered are on open source technology and this should be adopted as the way forward for government.

Increasing innovation In its quest to map the way forward for government, the agency will now move away from doing research and development simply for the sake of it.

“We are refocusing on research and development and looking at innovation. Innovation for the sake of the future,” Ntshavheni explains.

Adding that it’s a new thing for the agency, she notes that the focus will be on making SITAs offerings sustainable.

“We don’t want a situation where people hold on to old and legacy problems just because there is no alternative or the alternative you promise is not very confidence inspiring.”

Picking up the pace Part of SITAs responsibility will be to make sure that we are a thought leader for government when it comes to ICT, Ntshavheni notes.

“Yes, industry will always be ahead but we should not be overtaken by industry.

We should be able to say to industry this is where government wants to go and this is how we should get there...We have to partner with industry on developing solutions to make sure that government is indeed competing at the right level.”

Partnering with industry means a lot of things. We go to industry and say what’s happening in industry, how can we offer that to government in a way that is beneficial to government or also say this is the direction that government wants to go, what solutions can we develop.

We cannot always be following industry, we must say this is what we want to do, what are the solutions we can develop to get what government requires.

“We must accept that we have been a bit sluggish in terms of our mandate and our role especially in the prime system integrator and being a thought leader in ICT for public sector, but that’s why the turnaround, where we’ll turn ourselves around to get to that level,” she says.

“Yes, industry will always be ahead but we should not be overtaken by industry. We should be able to say to industry this is where government wants to go and this is how we should get there...

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DELIVERING VALUE Delivering value to citizens is the priority for GITOC

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ith an increased focus on improving service delivery initiatives, the need for the Government Information Technology Officers Council (GITOC) to drive the modernisation and transformation of ICT in the public service is becoming increasingly important.

As a visible advocate and conduit of change to modernising administrative structures and government business processes, by co-ordinating and directing the role of ICT, the council has an unenviable role of helping departments and agencies bring the public service close to citizens through quality services.

Julius Segole, GITOC chairman, says the council’s focus currently includes areas such as knowledge and information management, open source, procurement and economies of scale.

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“By having a council consisting of IT officers from the various government departments, we were also able to ensure consistency of focus. It meant that government could establish its ICT functions in line with GITOC recommendations,” he sayss.

Frameworks, frameworks, frameworks Developing a proper governance framework has become crucial and the focus will be on developing standards to ensure effective integration across departments and functions.

“GITOC’s goal is to develop standards by which to achieve integration.We have so far been quite successful at the technology level, thanks to minimum interoperability standards. However, we still have no standards in place to ensure that when one department sends a data element or service, it is understood to mean the same by the receiving department.”

Another key strategy moving forward is to make the council even more relevant, he says. Currently, GITOC still has areas where it struggles to speak with a single voice to the top structures within government.

“After all, it will be difficult to get buy-in from the politicians and exert the influence we are supposed to on ICT strategy if we are not speaking with one voice,” Segole points out.

He adds that while the council is focused on exerting influence at a national level, it should also not forget about the other areas of government.

“We particularly need to extend our reach into local government. At present, we are strong at national level and have some visibility into the provinces, but this influence is extremely diluted at local level.Therefore, we are need to place a far greater emphasis on mobilising local government to work together with us to identify common solutions to common problems.”

Going forward A decade ago, while reviewing those areas within the public sector that most required transformation, government realised the need to do something drastic about the fragmented nature of its ICT. At that point, the lack of integration, sharing of solutions and strategic focus meant that improving service delivery would be extremely difficult.

It was also created with the aim of sharing experiences and knowledge, and - most importantly – to look at opportunities for policy development, standards and standardisation in an effort to improve ICT in the public sector.

Segole is clear that despite the good work done by GITOC over the last decade, many challenges remain. Not the least of these is the fact that funding – which provides the resources for the council to do its work – is not as all-encompassing as he would like.

“And, of course, all the CIOs who work on the council also have enormous responsibilities in their own departments.This means we occasionally find our efforts on policies and strategies derailed, due to councillors simply lacking the time to complete their allocated tasks.” www.saitnews.co.za

Julius Segole GITOC Chairman A third challenge is the ongoing issue of budgets.

He suggests that it is vital for GITOC to extend its influence and relevance in government beyond the level it is currently at. This is because many government decision-makers still view ICT as a tool.

If the council is unable to convince politicians of the strategic nature of ICT, then GITOC may not receive the budget necessary to seize the opportunities that exist in terms of delivering true value through ICT.

Learning global lessons One thing that the country, and the council, needs to be prepared to do is to learn from its counterparts in other parts of the world. He says there are lessons to be learned from those countries that are already well down the road of using ICT as a strategic imperative in service delivery, such as the UK and the US. “We also need to place more effort into partnering with private sector industries. After all, a strong ICT strategy for the country is not only good for government and citizens, it is equally important for the private sector. For one thing, it keeps them relevant and profitable, because when the government has a clear ICT policy and strategy, then the ICT economy thrives in a productive and efficient manner.”

GITOC is therefore eager to work more closely with the local ICT industry. If the industry has knowledge or best practices to share with government that will ensure that policies, strategies and standards are more effective and well thought out, this will be welcomed by the council, he notes.

“I am confident that as we move into our second decade, the council will have a major role to play in government, the industry and society in general. Most importantly, I believe that we can now begin to truly achieve our goals and to deliver the value that we have promised to our citizens for so long,” he concludes.

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IFMS kicks O into gear

ver several years the public sector has had to implement different functional requirements to support new legislation and regulations, but faced with the reality of aging proprietary technologies and fragmented systems - data integration and modernisation had become increasingly difficult.

words by Eugene Morokolo

Government’s long-awaited IFMS project has gone into implementation phase as departments look to increase the rate and efficiency of service delivery.

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However, with the introduction of the much anticipated Integrated Financial Management System (IFMS), government departments are hoping that procurement, asset management and human resource management issues will soon be a thing of the past.

After more than 10 years in development, the system has officially been rolled out as a pilot project at the Department of Public Service and Administration (DPSA).

With over 150 employees working on the project, the IFMS will replace the legacy government systems such as the Logistics management system (LOGIS) Basic Accounting System (BAS) Personnel and salary systems (PERSAL) and

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Vulindlela and act as the backbone for all of government’s technology systems.

IFMS, which is a joint venture between the DPSA, National Treasury, and State Information Technology Agency (SITA), will integrate and modernise IT systems to support human resource management and supply chain processes among others.

High expectations Expected to be more than just a new IT system, government is pinning its hopes of creating a more efficient and service orientated government on the performance of IFMS. Issues which have long haunted departments such as the payment of “ghost salaries” are expected to be eliminated.

The system will be responsible for supporting 1.2 million human resource needs of public servants thought the country.

It will also do away with duplicate systems where different

...with the introduction of the much anticipated Integrated Financial management system (IFMS), government departments are hoping that procurement, asset management and human resource management issues will soon be a thing of the past.

department stored the same information. In addition the system will provide government with accurate information and business intelligence to improve efficiency and service delivery.

In the end, government hopes the IFMS will not only extend the reach of service delivery using new technologies, but also allow for high available messaging services, web services for validation, multiple and independent access to and use of data.

But, the introduction of the human resource module, must be celebrated as a milestone, Public Service and Administration minister, Richard Baloyi said at the official launch in March.

While, the success of the system can only be claimed when government fully implements it – it’s important to note the progress being made by SITA, which is implementing a turnaround strategy, Baloyi highlighted.

One of the biggest challenges facing the project is skills development. As the country is dealing with a shortage of certain skills within the ICT sector, the IFMS project will be affected.

While access to key functional and technical skill is a key challenge, and will continue to plague the project, SITA insists solutions are being found.

“We are aware of the challenges in the past and hope we have the capacity to ensure IFMS doesn’t remain a dream,” he said.

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Issue 1 | page 7

Roy Padayachie Minister of Communication

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A NEW ERA FOR ICT? With a vigorous focus on partnership, collaboration and accountability, Roy Padayachie’s leadership of the DOC is seen as just the fresh start the industry and sector has been looking for. words by Audra Mahlong

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hen Roy Padayachie took the reins at the Department of Communications last year, industry breathed a collective sigh of relief at his appointment. Following in the steps of two ministers with a troubled relationship with the industry – Padayachie’s enthusiastic calls for partnership and consultation were seen as the start of a positive new era for ICT in the country.

Padayachie kicked off his tenure by announcing his vision and accompanying interventions for the department and sector a mere 11 days after his appointment – setting high expectations for his term in office.

He spoke of stabilising public entities such as Sentech, the SABC and the Independent Communications Authority of South Africa (ICASA); introducing an integrated national broadband plan; improving e-skills efforts; dealing with spectrum issues; introducing an effective cyber-security policy and forging lasting partnerships with the private and civil sectors.

Building broadband Addressing the question of broadband, Padayachie noted that building an efficient, competitive and responsive ICT infrastructure network is critical in propelling SA into a knowledge-based economy.

“The digital technologies such as broadband are increasingly becoming an instrument to achieve the national development goals.

They offer opportunities to create a variety of new applications. Broadband, and its faster “always-on” connections, is serving to accelerate the process of integration of Internet technologies into everyday life,” he stated.

The department published the National Broadband policy in July 2010 following a decision by government in 2007 to build an all-inclusive information society.

National Treasury recently allocated R450 million to the development of the broadband implementation strategy.

He highlighted that competition through market liberalisation was still governments chosen direction in growing the sector – but added that the DOC would not abandon interventions aimed at reducing costs.

Digital evolution With costs under control and the infrastructure in place, the country could focus on the creation of new applications.

He noted that new strategies for the creation of content would have to be

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Issue 1 | page 9

introduced to deal with the evolution of service delivery.

However, digital technologies as well as the variety and quality of specialised applications would increase dramatically and pose new challenges for government.

Questions would have to be raised on how content should be regulated and the National Broadband Policy would provide the necessary environment to regulate digital content.

Improving and increasing access to government services offered online would remain a strategic objective of government. To realise this, Padayachie noted that the focus would be on developing and promoting open, simple and secure online e-applications and content - bringing new experiences to the citizenry in general.

Fixing agencies Following government’s increased focus on performance and service delivery, he added it was imperative that all DOC agencies function competently.

The first priority would be to stabilise the leadership within the SABC and to address its programme of work that will resolve its financial liquidity problems and guarantee it will deliver quality programming. The focus would be on the finalisation of the turnaround strategy and the creation of stability within the board and the corporation.

Signal distributor, Sentech, would also need the department’s attention. He noted the DOC would work closely with the board to ensure that senior management positions are filled within the next three months.

Taking over interventions initiated by his predecessors, Padayachie noted that regulator, ICASA would be strengthened. It must function with confidence and independence and this could only be done through improving its technical and financial competency.

His solution was to finalise the ICASA Amendment Bill and submit it to Cabinet for approval within the first half of 2011. A performance management system would also be finalised and implemented by April 2011.

Internal stability But Padayachie is also looking inwardly. After an Auditor General and annual report which revealed that high vacancy rates were stalling progress and described the DOC as being in disarray and facing implosion – Padayachie recognised that outside efforts were likely to fail if the department’s internal affairs were not prioritised.

The reconstruction and development of the department was a priority area, with the minister

“The Department of Communications recognises that the big challenges facing government, particularly as it relates to the ICT sector’s role in rural areas, are the accessibility of appropriate ICT infrastructure to the majority of people as well as the affordability of ICT services including broadband and internet connection,” - Padayachie

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pledging to improve performance through more efficient and effective leadership; internal communication; planning and budgeting; risk management; staff performance management; information management and process redesign.

In his own words

Filling top executive positions was also a priority. A Director-General and senior management would be appointed within three months to stabilise the leadership of the department. All vacancies would be filled within six months and a change management programme to deal with transformation matters would be implemented.

“Whist this policy acknowledges the initiatives taken to develop and implement e-commerce, in going forward, such a policy must be strengthened with a wellestablished information security system so as to create confidence in the use of the system.”

Cyber Security Policy

Going rural With its internal affairs in order, the DOC would be able to effectively carry out its universal access and service programme. While ICT infrastructure should benefit consumers and introduce affordable services – it is often biased towards urban and affluent areas.

Digital Content “The development of local content has the potential to contribute to a new industry focus. In this regard we will accelerate the finalisation of the Local and Digital Content Strategy for South Africa.”

Currently more electronic communications network service licensees have been licensed and this would lead to a review of the approach to universal access and service to reflect the current realities, Padayachie noted.

“The Department of Communications recognises that the big challenges facing government, particularly as it relates to the ICT sector’s role in rural areas, are the accessibility of appropriate ICT infrastructure to the majority of people as well as the affordability of ICT services including broadband and internet connection,” he said.

The department will finalise the ICT Rural Development strategy in 2011. The implementation of the strategies will see the further roll-out of an additional 90 Digital Hubs throughout the country in under-served areas, support the establishment of 23 new e-Cooperatives with a focus on unemployed youth graduates recruited from rural areas and the finalisation of an e-Commerce portal for small scale farmers to ensure online trading of agricultural products during the 2011/12 financial year.

Interconnect Rates “The Unbundling of the local loop remains a critical and important intervention.

In this regard we will work closely with ICASA to ensure that the local loop is unbundled by November 2011.”

Spectrum Management “The deployment of ICT infrastructure is dependent on how effective and efficient the country is in regard to the management of the radio frequency spectrum – a natural scarce resource.”

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RISING ABOVE THE REST Business ICT company, Sebase Business Consulting, has its eye on conquering the market. With a focus on SAS Business Intelligence, SAP ERP systems, monitoring solutions, network and cabling, training in ERP and general ICT along with learnerships – the company is preparing to compete with larger companies.

We chat to Michael Mokgwetsi, Sebase Business Consulting Executive Director, on what the company has in store for 2011.

What is the strategic focus of Sebase Business Consulting?

Our strategic focus as a company is to provide a holistic approach to business issues and address fundamental issues which concern most business’ today. We are in the process of certifying most of our offerings in order to be able to compete with the big companies out there.

What are some key objectives for 2011?

Our main objective is to certify our offerings which will give us an opportunity to be able to compete with bigger corporations that have been ruling the market for years. We want to position ourselves in the market favourably and make sure we are recognised as a partner in most of our offerings. We have also put employee training on the top of the agenda for the next year.

Michael mokgwetsi Sebase Business Consulting Executive Director The reason for the optimism is that we have learned a lot over the past 2 years of operations and with our objective of certifying our offerings, we will have an edge over other companies as we will be able to tackle major projects ourselves.

Our team is very young but we believe in their talent and are looking forward to making sure we provide them with the necessary training as we work towards providing our current and future clients with the best service possible.

What role do you see Sebase Business Consulting What have some of the highlights been so far? playing in the ICT sector?

We have identified many untapped areas that need a lot of attention. Big corporations mainly focus on providing a solution to their clients and we want to go in and focus on building relationships with our clients while providing excellent service.

The fact that we have been operating for over two years without any major deal in a recession hit period but have kept going, has instilled a sense of belief in ourselves and our capabilities as individuals and as a group.

We have also noticed that most companies are more focused on their solutions and margins and they forget that they are dealing with people at the end of the day. We want to introduce service that cares about our clients’ needs while providing the best solutions. Once we work with a client, for us it’s a marriage that we will never abandon - and that’s our main selling point.

In the past 4 months we have managed to secure 5 multimillion projects and this is all because of our patience and planning. We have also recruited a number of individuals to ensure we achieve our objectives and we believe there’s still room to employ more people.

What projects do you have in store for 2011/2012?

For 2011, we are in a good position as we have over 5 projects that we need to deliver by the end of the year and these will definitely keep us very busy for the better part of the year.

With that said, we are already positioning ourselves for 2012 to secure projects worth double the revenue value of this year’s revenues expectations. page 12 | Issue 1

Any new areas you will be expanding into?

At the moment, we believe that the market that we play in, still has a lot of holes that need to be filled and we have identified gaps within the space that we operate in. For example, I have been a SAP consultant for over 10 years now and have worked in many industries and I have seen many voids that need attention. My focus will be to explore those areas of potential rather than stepping out into new markets. I believe that we still have a lot to learn and offer in the space we operate in.

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ALIGNING THE BPO VISION SA ought to be aligned in driving the vision of job creation within the BPO sector.

words by Audra Mahlong

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hile over R1 billion has been spent and incentive schemes have been improved to make the local market more attractive to foreign investors, there are some developments which give the sector cause for concern.

BULELWA KOYANA BPeSA Gauteng acting CEO

With a growing focus on job creation and additional investment into sectors which could lead to mass job creation, government has favoured the sector, but more still needs to be done.

According to BPeSA Gauteng acting CEO, Bulelwa Koyana, government still lacks a coherent vision when it comes to the importance of the role BPO plays in job creation.

“There tends to be a lack of alignment. The Department of Trade and Industry is coming up with incentives and grants to attract investment and the Department of Labour is trying to introduce amendments which could prohibit the effectiveness of the incentives,” she explains.

Referring to controversial amendments to labour legislations proposed by government, Koyana notes that the proposals in their current form would be detrimental to the sector.

“This speaks to a lack of a coherent vision and a lack of alignment. It’s all well and good to bring investors here, but we’ve got to keep them happy and keep them growing,” she says.

Improved incentives Koyana notes that the introduction of rigid labour models would harm the sector as it is mostly reliant on flexibility – but optimistically notes the industry body is confident the amendments won’t pass their mettle in Cabinet.

The industry body is very pleased with the revised incentives currently being offered by the DTI. “Previous incentives were CAPEX driven and this was not sustainable. New incentives are OPEX driven over a 3 year period and can be apportioned to any component of business and are double the amount given previously,” Koyana explains.

While broadband infrastructure and bandwidth availability are no longer a concern - the cost component is still a concern.

Despite an 85% reduction in telecommunication costs over the years, prices are still high compared to other players in the BPO sector.

“The incentives were introduced to counter all such issues.

We’ve had major concerns with the rising costs of electricity, and the strengthening of the currency, but we’ve come up with various models to ensure we are cost competitive,” Koyana notes.

Securing skills targets While incentives and infrastructure are not a cause of concern for the industry body, skills still remains an issue.

“We might have a target in delivery, but what we want to see now is the correlation of target to skills component. Only have truly have pool of skills. There is now NSDS3, which tends not to have targets and we want some target driven component.”

The local BPO market is currently 89% voice – the strength SA carries. Koyana notes that in order for the country to grow its skills pool, it will have to focus on the voice and non-voice markets Currently, the BPeSA runs contact centre learnerships and the Monyetla work readiness programme which trains 3000 people. Another 1500 are being trained in BPO at the services SETA.

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This speaks to a lack of a coherent vision and a lack of alignment. It’s all well and good to bring investors here, but we’ve got to keep them happy and keep them growing.

17% 56% 10% 17%

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Continental Europe

Rest of World

“We are extremely well positioned to begin to be more aggressive...We can grow the industry significantly, even if we aim for 5% of GDP,” she adds.

Eyes on the US “If you’re talking BPO you’re talking the US. Currently – we want to see quite a growth even in non-growth components – allowing us to position ourselves favourably to the US market,” she says.

As far as English voice, the country is positioned at no3. While SA only produces around 350 000 high school and university graduates, competitors such as India produce 3 million graduates – outstripping SA. “The intention is for SA to deepen its skills pool so it’s able to target the US market,” she says.

The Philipines provides 500 000 skills for the US market and with a target of 800 000 in the next five years, they’re aiming for 1.3 million. Mauritius, with a population of 1.3 million has set a target of 15 000 – which is equivalent to 2.62% of its GDP. India’s BPO sector already contributes 7% to its GDP, while the local BPO sectors contribution is still less than 1%.

Looking locally However, Koyana adds that growth will only be sustainable if domestic outsourcing is given equal attention.

“Within the local market, we need to see unemployment levels decrease in less concentrated business areas - and this is the sector which can do that,” she says.

Urging for increased alignment within different levels of government, Koyana says that while national departments have bought into the BPO vision, they still need to work hard to get provincial governments on board.

“Most provinces have good intentions, but they are still lacking alignment and implementation to follow through. We need to make sure there is the alignment of objectives from a provincial level,” she says.

Jobs created and sustained each year

Incentive

2011/12

2012/13

2013/14

2014/15

2015/16

10 - 400

Base Incentive *

R40 000

R40 000

R32 000

R32 000

R24 000

401 - 800

Bonus calculated for each job between 401 and 800 **

800+

Bonus calculated for each job in excess of 800 **

*Base incentive paid for 3 years on actual jobs created and sustained **Bonus incentive paid once in the year in which the bonus level is first achieved

page 14 | Issue 1

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ELEVATING SMALL BUSINESS words by Audra Mahlong

Small business stands to benefit from the creative solutions offered by LDDesign content and website features and aggressive online website marketing.

LDDesign is currently working on the Saitnews online and magazine design and development project. For Mashike, it is essential to understand the Saitnews value chain, business and industry sector.

“We recognise that we can only be successful if our clients are successful...With our User Centred Design approach we will make sure that as our customer they are the centre of our designs, taking into consideration their business needs and technical feasibility at all times,” he explains.

LETHABO MASHIKE LD Design Director

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s an increasing number of small businesses turn to the Internet as a necessary tool in their everyday operations, it has become essential for companies to expand their current services to meet this new demand.

Creative design and research agency, LDDesign, plans to take advantage of this trend and initially focus almost exclusively on small companies looking to develop an Internet presence for the first time.

For Lethabo Mashike, Director at LDDesign, equating small businesses with small ideas is a step in the wrong direction.

“Many may think that a small business, with a small budget for web design must settle for small ideas? Right? Wrong. Small businesses are perfect places to do big things on the web. All it takes is a little creative thinking. Working with big names is great really, but nothing gives us more pleasure professionally than working for small businesses and start-ups,” he says.

For him, marketing services to small business owners is a step-by-step process - initially starting out with a small, simple website - then gradually improving and adding to the site and their entire online marketing efforts.

“Although we plan to bring on many clients who simply will need an online presence and nothing more, our most important and sought after clients will be those business owners who are ready to implement a larger percentage of their company onto the Internet,” Mashike explains.

He adds that this type of client will traditionally need either an E-commerce/shopping cart, database driven websites; dynamic

The company has also worked on projects with TOTAL, Lidonga Group Holdings, Moditure Group, Ntsae Civil Works, ITNews Africa and Kgosamo Logistics.

In the future, the company aims to handle every aspect of setting up a small business with an internal network of computers from purchasing, installing, and configuring the machines to software integration and educating the employees on proper usage and operating functions.

Intranet setup installation – which would offer the service of implementing the website into the network for use in all the business day-to-day operations – will also be introduced. This would include extensive product or service cataloguing; vital employee and management information; sharing of accounting and inventory details; all intended strictly for company using LD Design IT Solutions.

Internet Access for Small Business would also be added as a new product. This offering would target small businesses and exclusively allow the company to provide more flexibility and affordability to its clients through discounted high volume rates, value added service packages and more aggressive technical support services.

The company also has plans to offer aggressive, intensified marketing services with the fees based solely on results through its Result-based Marketing offerings.

“To achieve this, we are in the process of forming multiple partnerships and alliances with industry specific Internet websites and various other software and service-oriented companies that provide specific marketing services and tools based on results achieved. We feel as though offering this rare service will dramatically increase our portfolio of clients.”

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Issue 1 | page 15

VIS NAIDOO Microsoft Citizenship Lead

page 16 | Issue 1

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RETHINKING PARTNERSHIPS words by Audra Mahlong

Companies can only provide value to government initiatives through innovative solutions and services

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s government focuses on becoming more responsive to citizens needs and providing quality services, companies are being forced to rethink their contributions to government.

For Vis Naidoo, Microsoft citizenship lead, it is only through creative thinking that companies can help government build a system to effectively deliver on its priorities.

“We are saying we want to bring the best that we can into the government space to enable it to be a modern government- a government that is able to deliver services effectively and a government that is able to manage its funding and deliver its services effectively,” Naidoo explains.

As the software company examines the value it brings to government processes, they’ve implemented initiatives within several departments.

Working with the Department of Science and Technology, the software company is looking to build models around the concept of the infropeneur – a system where information becomes the commodity for the entrepreneur.

For Naidoo, key questions are around the ways in which information becomes a sellable commodity and what business models and opportunities can be introduced.

“We are saying we want to bring the best that we can into the government space to enable it to be a modern government- a government that is able to deliver services effectively and a government that is able to manage its funding and deliver its services effectively,” - Naidoo

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As part of its initiatives around enterprise development with the Department of Science and Technology, the software company took to the Inkangala district in Kimberley.

The community has had a wireless mesh broadband network set up for it with the Centre for Scientific Innovation and Research (CSIR). Working with the community, the DST and the CSIR – Microsoft asked what kind of enterprises could be driven that would make sense to the district and also what kind of enterprises could effectively make use of the available technology.

“We got excited by this, because it allows us to think differently. In terms of saying, so if the community has got access to broadband technology, what are the opportunities that can emerge out of that. And especially given the attractiveness of youth to technology, how can we take that natural affinity to technology that youth have and convert that into saying – so you’ve got this broadband connectivity, you’ve got access to devices – so what can we do,” Naidoo explains.

High performance computing Engaging further with the DST, Microsoft also focused on developing high level skills to effectively use high performance computing to drive some of the key issues that facing the country.

Working with the high performance computer network set up in SA through the DST, the company will focus on issues such as climate change.

Linking up to what’s being done at the Microsoft research centre in Cambridgeinformation on climate and weather modelling will be exchanged.

“It’s a long-term process on building capacity to effectively climate modelling and planning so we can effectively manage our future. We recognise there’ll be changes in our climate.

We will train people with the ability to use high computing allowing them to plan and eventually build areas and build housing in ways to cater for these changes,” Naidoo says.

Issue 1 | page 17

Going into the cloud

Responsive government

Microsoft will also work with governments to help stay on track with changes in technology. For Naidoo, this means working with government around building its cloud computing capabilities.

With increased focus on education, innovation and skills, the company is hopeful its initiatives will relate directly to government’s top five priorities and help improve service delivery.

“We’re a software company that sells services and we’re looking at ways to lever of the software and the services. One of the key things is to say in the context of working with government and as Microsoft were making a shift towards cloud computing as a way of providing technology,” he says.

“In supporting govt in terms of their priorities, this kind of support is long-term.We put these initiatives in place now and 10-15 years later we’ll begin to see benefits. For us building that, is building the country,” he says.

Cloud computing and information security becomes a key part of the conversation with government. The software company has invested in a national security officer to help government navigate security concerns in major initiatives such as e-government.

“We need to ask how can we make sure that the data from the citizen is very secure and introduce the ability for the citizen to use government services in a secure and confident way,” he says

“We got excited by this, because it allows us to think differently. In terms of saying, so if the community has got access to broadband technology, what are the opportunities that can emerge out of that...’’

page 18 | Issue 1

But complacency must be avoided and the company will continue to ask what else can they do and how else services to the citizens can be improved and integrated. Naidoo adds that the company is keen to connect with a receptive and engaging government and help it find the right kind of product and application at the right price from Microsoft.

“What is encouraging, is government recognises the role of technology. Hence, they spend a lot of money on technology and is constantly looking for ways in which technology could help.We’re working with a willing government, there’ll always be differing views on how it could work and what technology and levels of integration – but it’s an important conversation built on the premise that technology is part of the change and modernisation.”

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GHANA

KENYA

The Ministry of Communications in Ghana has announced that the issuance of digital broadcasting license will begin in March, 2011.

This follows Cabinet’s approval of recommendations of a technical committee that was set up to facilitate Ghana’s migration from analogue to digital broadcasting.

Mobile operator, Safaricom, has turned to Parliament in an attempt to stop price wars between mobile operators. In a meeting with Parliament’s Energy and Communication Committee, the Safaricom delegation, said the lowering of call rates will negatively impact its expansion plans.

The most recent price war in Kenya has seen mobile calling rates drop from KS8 to KS3 a minute and then down to KS1 per minute from Airtel.

The committee will meet the Communications Commission of Kenya (CCK) and other operators to find the way forward in the ongoing price wars.

A national digital migration implementation body will be set up by the end of March to facilitate a cost-effective and timely migration from analogue to digital broadcasting within a space of three years.

The government is hoping to complete the migration by 2014, a year before the international deadline for digital broadcast migration.

AFRICA ROUNDUP

BOTSWANA Botswana Telecommunications Authority (BTA) has ordered telecoms companies - among them Botswana Telecommunications Corporation, Mascom, Orange and Be Mobile - to reduce their tariffs with immediate effect.

The BTA said that termination rates will be reduced by 30 Thebe. Rates charged by companies will be cut to 45 Thebe from the current 75 Thebe – reducing costs passed on to customers.

Other reductions are expected from 1 April.

The reduced costs follow a 2010 study on cost calls, commissioned by the BTA.

ZIMBABWE The Postal and Telecommunications Regulatory Authority of Zimbabwe (Potraz) will spend US$10 million on the installation of passive telecommunication infrastructure in rural areas. Passive telecommunication infrastructure is shared support infrastructure for the provision of ICTs. The infrastructure will consists of towers, power back-up and equipment rooms, among other equipment. The funds are part of US$24 million under the Universal Services Fund’s (USF) Connecting Rural Communities project aimed at promoting development of telecommunication services in rural areas.

Since the establishment of the USF, the fund has not contributed significantly towards developing remote areas.

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Issue 1 | page 19

GAUTENG BROADBAND LIMPS AHEAD words by Eugene Morokolo

Broadband infrastructure is prioritised as the provincial government highlights the role it will play in economic growth

A

s the Gauteng provincial government focuses on stimulating economic growth and creating job opportunities through strategic infrastructure investments, its long-awaited broadband project is set to finally take centre stage.

After it was announced in 2008, moved from one Gauteng agency to another and finally finding a home in the Finance department – the provincial government now hopes to introduce the project within the next two years.

Also known as Blue Umbrella, the project was first announced by former Gauteng premier, Mbhazima Shilowa and has been delayed since it was first announced, until now.

Following the completion and approval of the integrated business plan last year, the 2011/2012 financial year will mark the start for the project the provincial government has high hopes for.

page 20 | Issue 1

According to head of communications at the Gauteng Department of Finance, Khusela Sangoni, no completion date has been set and the project will be implemented in a phased approach expected to take between 3-5 years.

“All people in Gauteng, whether they are residents or visitors, they will have access to affordable broadband,” says Sangoni.

Billion rand budget?

While the government will use the services of small and medium sized enterprises to implement the first phase of the project – which it calls the provision of basic broadband – it hopes to keep its spending from its own coffers on the project minimal.

At one time, the project was estimated to cost anything between R15 billion to R35 billion, while the most recent

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estimates put costs anywhere between R7 billion and R10 billion.

social inclusion whilst at the same time improving service delivery and bringing government closer to the people,” she says.

While the Finance department has allocated R36.1 billion to infrastructure spending over a three year period – the province has allocated none of that money to its biggest broadband infrastructure project.

Taking into account the existing infrastructure in the province and its largest municipalities including the thousands of kilometres of fibre-optic cable and Johannesburg’s wireless network to help transport traffic from points of access to centralised locations – the provincial government is hoping to keep costs low and improve service delivery.

After exploring, amongst others, project finance, venture capital, loan (debt) funding, government grant funding, private-public partnership and build-operate-transfer concessions – the provincial government says the project will be “self-funding”.

“The R36.1 billion allocated to infrastructure development over the next 3 years is destined for brick-and-mortar infrastructural development programs and does not include investment in ICT infrastructure... No allocation was made to the broadband project.

The proposed model is self-funding,” Sangoni confirms.

In the end, the province hopes to create sustainable, decent direct and indirect jobs through the project while significantly reducing the cost of doing business and enhancing service delivery in health care, traffic management and safety and security, as well as promoting social inclusion through universal access to technology.

The project was initially located within BlueIQ, the province’s investment arm. It was later transferred from Blue IQ to the Gauteng Shared Services Centre (GSSC) in the 2008/09 financial year.

While almost R10 million was spent on the project while it was still managed by Blue IQ and R29 million was transferred to the GSSC when the project was reassigned, no additional funding was approved.

Building white elephants?

Despite the focus on the cost of the project, the provincial department notes that its focus is on improving service delivery, creating jobs and saving costs.

“All people in Gauteng, whether they are residents or visitors, they will have access to affordable broadband. ,”

“MEC [Mandla] Nkomfe regards ICT in general and the Gauteng Broadband Project in particular very important in light of the potential impact on job creation and decreasing the cost of doing business.These projects further play a major role in improving

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Issue 1 | page 21

THE NEXT STEP IN SERVICE DELIVERY

words by Audra Mahlong

As citizens demand more, monitoring solutions can help government keep track on whether its efforts are meeting their demands

O

ver the past few years, the spotlight on how organisations and governments manage their affairs has grown. With a shift away from just delivering services to monitoring and assessing the delivery of the services.

According to Dean Kara, account executive at Compuware, the focus is on both business and IT monitoring as it becomes essential for government to monitor the delivery of its services.

With business monitoring, people want to know what is happening to the money allocated for key projects. This leads to the formation of planning, monitoring evaluation type units and organisations, both within public sector and private sector, typically referred to as governance risk and compliance.

“On governments scale, billions of rands are spent on projects.

There’s always a high level of visibility from a citizens perspective in terms of what service are you delivering to me. I want to see something being physically delivered for me. I want to see the clinic you promised me, I want to see the new school you promised, I want to see that my life is being improved,” Kara explains.

IT monitoring also becomes increasingly important as more services are being made available to citizens online and it becomes essential that the delivery of those services is monitored.

page 22 | Issue 1

“There are numerous nightmares from a public sector perspective where things have been put online, but citizens haven’t derived the benefits that they should have from it. If we go back a few years, if you think of things like eNatis which was a huge project for govt but when it first went live there was a lot of exposure, because it just wasn’t working,” he explains.

Managing resources While government has major plans for service delivery, there’s a finite amount of resources. With budget allocations there’s only a certain amount of money and physical resources available for projects they want to execute.

Kara explains that the first step government should always consider is how does it plan for what it wants to execute in the future.

“From an IT perspective, the single biggest problem in delivering business based projects is that people don’t understand the scale of the things they getting themselves into.This is why 99% of projects overrun in terms of time and budget – because right up front, they don’t understand what they’re taking on,” he says.

A view across the full organisation becomes increasingly important and will help departments understand the impact of other future projects – instead of looking at their projects in isolation.

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According to Kara, demand planning becomes important. If government doesn’t know what its citizens are demanding of it, how can monitor its delivery against those demands.

The next step is to evaluate and prioritise. With limited resources, time and people to help meet targets, evaluation becomes increasingly important.

“Government needs full visibility of all the demand. It will then allocate that against the resources it has and make the hard decisions at the end of the day,” says Kara.

Keep monitoring According to Kara, too often in the past government has been taken advantage of. Without constant monitoring departments could not assess where they were in terms of delivery, budget and resources.

“An example of this would be the RDP housing projects. A budget is agreed upon and 50% of the way through the project, 100% of the budget has been spent.There isn’t that constant visibility and monitoring which would make sure that the delivery associated with the request for payment matches up.”

One of the monitoring solutions provided by Compuware would allow governments to tag the whole planning, monitoring and evaluation cycle and automate the process.

Various pieces of the process could then be consolidated and made available to the true decision makers on a regular basis.

“Departments need to constantly evaluate the effectiveness of what is executed. It works out a lot cheaper in the long run to terminate a project that is not delivering the value that you feel it is, rather than to simply continue to throw money at it.”

Introducing governance When new technologies such as cloud computing finally catch on in the public sector, new concerns would have to be raised.

Government would have to understand how to control, gain visibility, control and monitor across the cloud, while allowing citizens to transact the way they are used to transacting.

But for now one of the biggest concerns is the lack of standards and compliance frameworks across departments.

“Government is now trying to address how public sector as a whole addresses concerns around standards.You need to provide some kind of direction, some kind of standards government is going to adopt as a whole instead of each department in its individual capacity trying to do it their own way,” Kara explains.

As a starting point, centralising and defining standards across departments would help reduce concerns. The other challenge is that the governance, risk and compliance focus within departments is usually at a smaller scale and planning is usually around individual projects and larger budget items.

Government needs to get the assistance of industry leaders and identify what the best practice is in each of component.

Out of box solutions, such as the ones provided by Compuware, are also an option. Best practice frameworks which can be immediately adapted and used as a starting point could help departments navigate its compliance issues.

“No industry best practice is going to ideally match what government is trying to achieve, but if it gives them 80% of what they would have to take four years to develop themselves, it is good starting point.”

IT monitoring also becomes increasingly important as more services are being made available to citizens online and it becomes essential that the delivery of those services is monitored.

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Issue 1 | page 23

NO END TO GOVERNMENT RELATIONS While the Who Am I Online project turned out to be less than ideal, Gijima will not cut its ties with government words by Audra Mahlong

W

With 36% of its revenue stream coming from the public sector, the developments of this multi-billion rand project could have put the company off dealing with the public sector, Ferreira notes that this is definitely not the case.

“We see our relationship with government as strong.There’s a huge hiccup in the process, but our relationship will remain strong and we’ll continue servicing government,” says chief financial officer, Carlos Ferreira.

“There are a lot of other projects coming up with government.

Are we just going to dive in and tender grab? Of course not.We need to be prudent and say which fights can we fight, what pieces of business can we do, can we add value, have we got the right solutions , have we got the right people and everything,” he says.

hile the Who Am I Online (WAIO) project might have hurt the pockets and reputation of Gijima, the systems integrator is undeterred – saying its experience with the multi-billion rand project is not enough for it to sever ties with its biggest client.

In 2007, Gijima won one of the largest tenders ever awarded by the Department of Home Affairs (DHA). The company’s R2.1 billion bid for the project won them the contract for the design, development and implementation of an integrated core system for the department, including all business processes of both its Civics and Immigration Divisions.

The project however, was shrouded in controversy following price escalations from the initial R2.1 billion to R4.5 billion, an investigation by the auditor-general and questions of tender irregularities.

In April 2010 the DHA notified Gijima - as well as IBM and Hewlett-Packard, which had provided lease financing for the project - that the contract was invalid and would be cancelled.

After Gijima disputed this and threatened court action, Home Affairs agreed to negotiations to reach a settlement on the project.

page 24 | Issue 1

Counting the costs Following the settlement agreement, the total final capital cost of the items in the scope of this project, including expenditure of R1.4 billion was estimated to be R2.27 billion. This was in line with the Treasury budget of R2.23 billion for the project, which was conditionally approved in 2009.

As part of the settlement, Gijima agreed to contribute R375 million, which impacted on its most recent financial results. The amount was for the writing down of certain invoices and the future support and maintenance services as well as legal fees; the cost of skills retention over the duration of the issue; and the investment in restructuring the project team to align with Gijima’s involvement in the project.

Ferreira notes that it was necessary for Gijima to incur the once-off settlement expense in order for it to move on from

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the project. The focus would now be on ensuring strict compliance with government policies and processes to avoid a repeat of WAIO. “I think there is a general naivety in terms of how private sector contracts with government, in that they use normal commercial principles, whereas there are different principals required when dealing with government...We have overhauled the way we handle engagements and governments processes and are absolutely steadfast in those government principles,” he says.

While there are still challenges within the public sector, such as the time taken it takes departments to implement projects

and the level of skills, Ferreira notes that Gijima will focus on providing solutions which cater to governments needs.

“We see a lot of opportunity in the integration space - what government terms a transversal project.With the focus on service delivery and on job creation, we seeing a lot of opportunities opening up there that we can assist.”

“There are also a lot of sector specific investments that are taking place and we’ve got specific solutions that we focus on for each of these sectors - so we will continue to work with government on those opportunities.”

TAKING ADVANTAGE OF IT words by Audra Mahlong Companies need to address the role that ICT plays in delivering services and not simply provide technology.

A

s government departments assess the value that ICT adds to their service delivery efforts, there is a growing risk that ICT will be seen as a cost that needs to be reduced.

For President Ntuli, global accounts manager, public sector at HP the solution is in defining the role that IT plays in government and helping departments and provinces find ways of bringing down costs.

“Government is looking to manage its IT costs.There are questions around IT and the value that IT can bring to the table, we believe that Infrastructure-as-a-service, which will allow customers to pay for what they really use, will help them comply with audit requirements,” Ntuli explains.

Governments should also look to cloud computing and managed services. With acquisitions in 3Par for end-toend storage solutions and 3Com to provide end-to-end networking solutions, Ntuli notes that HP is gearing up to offer government a full range of solutions.

“HP has invested a lot of resources and money into cloud computing and the great thing is this is pretty much inclined to what our customers are thinking of.”

president ntuli HP Global Accounts Manager Taking leadership While some departments are looking to implement the latest technology, there is still a huge gap in the way government views ICT and the value they think they will derive from it.

“This comes from a time when organisations like SITA and the GSSC had been set up and they looked at them and asked what is the benefit derived from the cost of what they offer. Unfortunately if the maths doesn’t add up, there’ll always be a question whether or not we need IT to help us deliver services,” he says.

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Issue 1 | page 25

Ntuli says the foresight the current Government Information Technology Officers council is welcome. For him, starting from an architecture perspective and putting together the Government Wide Enterprise Architecture (GWEA) will go a long way in first defining standards.

“That’s what we need, we need to go back to the basics and say lets define what IT is for government. Suppliers like us have solutions already and what we need is a mindset shift.”

CIOs also need to start sitting in the boardroom with the ministers and Director Generals and understand what the political and business requirements to inhibit any clash on the value that IT can bring.

“We need strong leadership in the IT sector, we need the GITCO council to play their part, we need SITA to play their part.We also need the provincial bodies like the GSSC to play their part and in no time government can take advantage of IT solutions that are available,” he says.

Ageing infrastructure Ntuli notes that before taking advantage of available technologies and solutions, some issues still need to be addressed. One concern is ageing infrastructure, which is still prevalent in most government departments and lifespan of technology is often shortened as its not covered in after-sales support agreements.

In the end the infrastructure is often underutilised and poorly managed. For Ntuli, the solution is to conduct proper infrastructure assessments and consider consolidating the various infrastructure or virtualising to improve efficiency.

This is solution which the company is currently utilising through some initiatives within the transport sector. Working to create a massive transport solution that will cut across departments and consolidate the various transport organs within government – the project hopes to create a base infrastructure that will allow organisations to talk to each other on a shared architecture.

The company is also working in the postal services area, where it is carrying out an infrastructure refresh or upgrade. Through the process, the infrastructure was first assessed and a business case was put together to either replace or upgrade technology using virtualisation or the latest technology.

Ntuli notes that infrastructure-as-a-service had also become increasingly important. This would allow government department’s and provincial governments to have consolidated infrastructure in one place and pay as they use.

“We see this as a positive step, they’re not just putting in upfront investment and paying for infrastructure they might not need at the current environment.They are now able to pay for what they need now and for future capacity when they actually use it. Allowing them to focus on their core mandate.”

“Government goes out and buys the technology for any new application but no one takes a step back to see if they could share resources.”

page 26 | Issue 1

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DIRECTORY HARDWARE Azoteq CEO: Dr F.J Bruwer PHONE: 012 665 2880 WEBSITE: www.azoteq.com LOCATION: Centurion, Pretoria PROFILE: Azoteq is an electronics design company with the objective to enhance standard products with novel high technology electronics in order to make the product more reliable, functional and easier to use.

CHM Vumani CEO: Arnold Sharp PHONE: 011 790 4581 WEBSITE: www.chmvumani.co.za LOCATION: Erasmuskloof, Pretoria PROFILE : The company is well positioned as a partner of first choice for its customers IT business solutions and IT hardware requirements.

CSS TIRISANO CEO: Kola Gunguluza PHONE: 012 621 3000 WEBSITE: www.csstirisano.co.za LOCATION: Centurion, Pretoria PROFILE: CSS Tirisano is an ICT company providing the best products the market has to offer through partnerships with Tatung, Data General, HP, Citrix, Microsoft, Samsung, Lexmark, IBM and Lenovo.

Dynamic IT Solutions MD: Martin Henenne PHONE: 011 801 4000 WEBSITE: www.dynamicit.co.za LOCATION: Bromhof, Randburg PROFILE: Dynamic I.T Solutions is an experienced services company that has a decade of experience and has built up an infrastructure of resources, including a full ISP server environment.

New Dawn Technologies CEO: Elijah Mahlangu PHONE: 011 021 8761 WEBSITE: www.ndt.co.za

LOCATION: Midrand, Johannesburg PROFILE: A 100% black owned South African company that provides businesses, corporate and government institutions with a full array of ICT systems integration and business consulting solutions.

OPEN SOURCE Choice Technologies CEO: Semela Tseka PHONE: 011 709 0333 WEB: www.choictech.co.za LOCATION: Bryanston, Johannesburg PROFILE: Choice Technologies has a staff complement of over 200 highly skilled IT professionals and has expanded its customer base from government and parastatal organisations to include private sector organisations.

SECURITY AfricaSD PHONE: 012 665 2513 WEB: www.africasd.com LOCATION: Centurion, Pretoria PROFILE: Working through its partners, AfricaSD provides customers with the Best-of-Breed products in the latest e-Security and ICT network environment.

Kwesthuba CEO: Thapeli Matsabu (Director) PHONE: 011 994 6120 WEB: www.kwesthuba.co.za LOCATION: Hyde Park, Johannesburg PROFILE: Kwesthuba provides comprehensive Information Systems security through people, processes and technology to help companies protect the integrity of their ICT assets.

PHONE: 072 743 8184 WEB: www.hostit.co.za LOCATION: GILLITTS, KwaZulu Natal PROFILE: A specialist ISP with a focus on Open Source solutions which provides hosting and development for content management system, JOOMLA.

Netsecure PHONE: 021 434 4235 WEB: www.netsecure.co.za LOCATION: Fresnaye, Cape Town PROFILE: An exclusively black empowerment company, Netsecure, offers quality IT security solutions and is involved in marketing advanced IT security solutions in the industry.

Jumping Bean

Shaya Infosec

Host IT

PHONE: 011 781 8014 WEB: www.jumpingbean.co.za PROFILE: Jumping Bean offers standards based open source solutions for common business applications and integration and application development skills to build custom solutions to unique business problems.

Obsidian PHONE: 011 795 0200 WEB: www.obsidian.co.za LOCATION: Randpark Ridge, Johannesburg PROFILE: Obsidian’s mission is to provide OSS and its accompanying services and help anybody to optimise their existing IT investments through the proper use of OSS.

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CEO: Nico Beyers PHONE: 011 519 1700 WEB: www.shaya.co.za LOCATION: Wendywood, Sandton PROFILE: Shaya Infosec is focused exclusively on the universal IT Security market that exists in all industries of business and governments. Services are designed to manage risk throughout the technology environments.

Shimo IT solutions PHONE: 011 803 7432 WEB: www.shimo.co.za LOCATION: Rivonia, Johannesburg PROFILE: Shimo aims to enable customers to achieve business agility and competitiveness, by offering identity management, metadata management and BPM services.

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SOFTWARE Bateleur Holdings

STORAGE Computer Storage Services Africa

MD: Bjørn (Sam) Selmer-Olsen PHONE: 011 691 1600 WEB: www.bateleur.co.za LOCATION: Bryanston, Johannesburg PROFILE: Bateleur is a full solutions house offering the development, implementation and deployment of IT systems, including services such as software customization.

PHONE: 011 541 9900 WEB: www.cssi.co.za LOCATION: Midrand, Johannesburg PROFILE: CSSI is a data storage specialist providing a host of data storage products and full hosting services ranging from data storage devices to services such as data recovery.

Dariel Solutions

Data Shuttle

CEO: Greg Vercellotti (Executive Director) PHONE: 0860 327 435 WEB: www.dariel.co.za LOCATION: Waverly, Johannesburg PROFILE: Dariel Solutions is focused on creating world-class software architectures according to the latest international best practices, the development and deployment of highend bespoke applications and providing customised integration services

DVT CEO: Chris Wilkins PHONE: 021 467 5400 WEB: www.dvt.co.za LOCATION: Gardens, Cape Town PROFILE: DVT specialises in the development, delivery, implementation, and support of applications software and related services.

Enterprise Worx MD: Michael de Andrade PHONE: 011 666 4761 WEB: www.ewx.co.za LOCATION: Parkhurst, Johannesburg PROFILE: EnterpriseWorx is a software development and services business that is a specialist provider of data management and business intelligence services.

MicroMesh CEO: Piotr Ogonowski (cofounder) PHONE: 021 409 7960 WEB: www.micromesh.co.za LOCATION: Claremont, Cape Town PROFILE: MicroMesh offers business analysis, technology consulting, application development, testing, deployment and software maintenance.

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PHONE: 011 608 1965 WEB: www.datashuttle.co.za LOCATION: Marlboro, Johannesburg PROFILE: Data Shuttle specializes in the storage industry, distributing storage products through its channel partners to businesses.

Demand Data PHONE: 011 235 7750 WEB: www.demanddata.co.za LOCATION: Paulshof, Johannesburg PROFILE: Demand Data provides consulting, management and systems integration services to corporate clients, addressing opportunities within the burgeoning optimisation, security, data storage, archiving and retrieval markets.

Sourcecom PHONE: 011 745 0100 WEB: www.sourcecom.co.za LOCATION: Centurion, Pretoria PROFILE: Sourcecom offers full IT solutions through the integration of hardware, software and internetworking products and consults on the supply and installation of solutions to provincial and local government and parastatals.

Ubuntu Technologies PHONE: 012 347 7944 WEB: www.

LOCATION: Erasmuskloof, Pretoria PROFILE: Ubuntu Technologies delivers a full spectrum of ICT solutions.

Their offerings span from the design, architecture and implementation of professional services to the delivery of hardware and software platforms.

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TELECOMMUNICATIONS Broadlink PHONE: 087 727 0000 WEB: www.broadlink.co.za LOCATION: Bryanston, Johannesburg PROFILE: Communications infrastructure provider, Broadlink, offers customers a fixed-wireless point-to-point data solution boasting high throughput and quality service.

Lechabile PHONE: 011 685 7900 WEB: www.lechabile.co.za LOCATION: Parkmore, Johannesburg PROFILE: Lechabile is a complete systems integrator - from designing systems and software applications to technology acquisition. Lechabile is owned and managed by IT professionals with market expertise and customer focus.

Lesedi Africa Communications CEO: Hilton Appollis PHONE: 011 331 2660 WEB: www.lesediafrica.com LOCATION: Sandton, Johannesburg PROFILE: The focus of Lesedi Africa is to offer secure, flexible and scalable solutions such as hosted VoIP billing services,VoIP Wholesale solutions, Internet Telephony services and consulting.

Sisha.com Systems PHONE: 012 345 6123 WEB: www.sisha.net LOCATION: Silverlakes, Pretoria PROFILE: Sisha.com is a telecommunications company that specializes in providing customdeveloped communication systems to government, business and SMEs.

Wireless Online PHONE: 021 421 0868 WEB: www.wirelessonline.co.za LOCATION: Greenpoint, Cape Town PROFILE: Wireless Online provides telephony & connectivity to companies offering comprehensive IT products and services and catering to all IT requirements.