Scope • Background • SITA Overview (Vision, Mission, Structure, Services) • Strategy Development Approach • Strategic Priorities of Government • SITA Strategic Plan
Background The past decade has been a mixed bag of unheralded successes as well as challenges and failures. Strategies have been developed to try to deal with all the opportunities, challenges as well as threats that the operating environment presented. This three-year strategic plan describes how SITA intends to fulfil its mandate during the period 1 April 2010 to 31 March 2014. It is informed by SITA’s need to be a trusted advisor and ICT implementation partner to government, whilst observing the 2009 Medium Term Strategic Framework (MTSF), Government programmes of action (POA), the recessionary global macro-economic environment, international trends in Information and Communication Technologies (ICTs) and best practice for the use of ICTs by governments to improve service delivery to citizens.
Vision “To be a high performance ICT service provider of choice to the public sector”.
Mission • The mission of SITA is to fulfil its obligations as defined by Section 6 of the SITA Act and its associated regulations. • Mission Statement • To leverage ICTs as a strategic resource to enable government to improve service delivery and to meet the challenges faced by a developmental state. • This, SITA will accomplish by building a high performance and innovative organisation with the requisite capability, competence and capacity to meet the ICT requirements of government, create shareholder value and deliver high levels of customer, employee, and community satisfaction.
Principles: ICT House of Values* ICT Value Principles ICT Planning (GWEA) → ICT Acquisition → ICT Operations Means/Services Lower Cost Increased Productivity Citizen Convenience Security Digital Inclusion Reduced Duplication Economies of Scale Interoperability * From e-Government Policy (v1.0G DRAFT, 2005), SITA Regulations & SITA Act (amended)
SITA Values • Service excellence – We shall strive to attain internationally recognised standards of service quality, and maintain continuous improvement in service delivery. • Transparency – We shall always ensure transparency in everything we do in order to build trust and confidence with all our stakeholders. • Integrity – We shall conduct our business with integrity at all times to inculcate a culture of honesty and accountability among all our employees. • Fairness – We shall treat all our partners, our suppliers and our employees with fairness and equity at all times. • Prudence – We shall exercise prudence and economy in running the business of SITA and in pursuance of its goals and the objectives of government. • Innovation – We shall toil ourselves in the pursuit of excellence and innovation on the use of information and communications technology to enhance public service delivery.
SITA Mandate* • to improve service delivery to the public through the provision of information technology, information systems and related services in a maintained information systems security environment to departments and public bodies; and • to promote the efficiency of departments and public bodies through the use of information technology *State Information Technology Agency Amendment Act, 2002.
Mandatory Services* *SITA Act & SITA Regulations.
“Must” and “May” Functions/Services SITA MUST … • Provide/maintain a PTN / VAN • Provide/maintain transversal information systems • Provide data processing for transversal information systems • Secure Information System • Prepare Disaster Recover Plan • Procure IT for government • Set standards for Interoperability & Security • Certify all acquisitions for compliance with interoperability and security standards. • Strategy for IS Convergence • Compile Research Plan • Maintain IS Inventory SITA MAY … • Provide training • Provide application software development • Maintain software and infrastructure • Provide data processing for department-specific applications or systems • Provide technology or business advice for IT • Carry out research and development • Provide management services • Sell authentication products
Governance & Organisation structure Minister of Public Service & Administration BOARD of DIRECTORS AUDIT & RISK Committee FIN & CAPEX Committee HR & REM Committee STRATEGIC Committee Chief Audit Executive Company Secretary CHIEF EXECUTIVE OFFICER Chief Finance Officer Chief Business Operations Chief Strategic Services Chief Information Officer Chief Regulatory Affairs & Procurement Chief Shared Services
Strategy Development approach • The strategy is derived from a vision of where SITA could be in the medium-term to long-term, called SITA Vision 2025. • Reflect on past performance to ascertain successes and failures. • Develop a Vision statement for this three-year strategy; • Re-affirm SITA Mission as per SITA Act • Review the SITA Values • Identify the strategic shift from the “as-is” to the “to-be”; • Develop a strategic framework.
Stakeholder inputs • MPSA’s articulation of SITA Today, SITA Tomorrow and SITA to the Future. • Ministerial Task Team report (by Mr. J. Rantete); • Minutes of the meeting held with the MPSA, the SITA board of directors and SITA executive and senior management at the PALAMA college, Proes street, Pretoria • The SITA Turnaround Strategy (by Mr. J. Segole). • Resolutions from MPSA/SITA Workshop (Oct 2009) • Presentations made at the OGCIO/GITOC/SITA Governance meetings. • SITA Service Portfolio Definition Project • Government Programme of Action (Feb 2010)
Stakeholder engagements • The strategy was developed through a series of engagements in line with Deloitte and Touché leading practice framework for strategy development. Those engaged include: • SITA Account Managers • SITA Senior Management team • Office of the GCIO • GITO Council • Members of the SITA Board. • The shareholder through the department of Public Services and Administration (DPSA) • Added Engagement with the Government Chief Information Officer and the PGITO –North West Provincial Government. • Inputs from Gartner from their review of this Corporate Strategy.
Performance 2008/2009 Ensuring ICT works for the citizens 2 4 2 3 Improve long-term financial sustainability Grow revenue base Achieve working capital and cash targets Planning cycle regime Competitive pricing and costing strategy Financial 5 4 5 3 Modernize public service Infrastructure optimisation Extend service footprint Improve service offering Grow portfolio of services ICT planning and governance e-Government 5 5 2 2 Customer Improve service delivery capability 2 GWEA Service levels IFMS Reduce cost Licensing and agency transaction 5 3 2 1 Achieve operational excellence Internal process Audit report Improve operational excellence Quality improvement Improved business processes 3.3 5 4 5 3 Develop our people Embed SITA values Develop skills Integrated talent management Attract and retain critical skills Employment equity Learning and growth
SITA Vision 2025 • SITA Vision 2025 resulted in the concept of Virtualised Service Provision in which the end-state is an organisation which: • is proactive and agile; • is driven by the mandate given to it by the SITA Act; • is aligned to government programme of Action; • provides holistic end-to-end business solutions to departments; • uses latest generation technologies such as virtualisation and communication convergence; and • delivers services on demand. • takes responsibility for its growth and creativity imperative.
Partner with Government • The implications of “Partner to Government” are: • define its mission in terms of the objectives of the Act; • reposition itself to be a partner of government departments; • assist GITO/CIO’s deploy ICTs to support service delivery; • not compete with, but partner with ICT industry; • be driven by Government strategic objectives; • pro-actively provide end-to-end citizen-centric solutions; • transform SITA’s procurement into an ICT Supply Chain Management machinery; • offer trusted ICT advice to government; and • build and maintain common government platforms to enable the e-Government imperative.
Contribution to POA Outcomes • Quality basic education • A long and healthy life for all South Africans • All people in SA are and feel safe • Decent employment through inclusive economic growth • Skilled and capable workforce to support an inclusive growth path • An efficient, competitive and responsive economic infrastructure network • Vibrant, equitable, sustainable rural communities contributing towards food security for all • Sustainable human settlement and improved quality household life • Responsive, accountable, effective and efficient local government system • Protect and enhance our environmental assets and natural resources • Create a better SA, a better Africa and a better world • An efficient, effective and development oriented public service and empowered, fair and inclusive citizenship
Contribution to PoA • In line with SITA’s required contribution to the execution of the government programme of action, SITA has identified a number of areas that it will be able to participate in. However, these identified areas must still be funded either through a budget vote or through any other mechanism that conforms to National Treasury guidelines.
Outcome 5: Skilled and capable workforce to support an inclusive growth path
Outcome 6: An efficient, competitive and responsive economic infrastructure network
Outcome 7: Vibrant, equitable, sustainable rural communities contributing towards food security for all
Outcome 8: Sustainable human settlement and improved quality household life
Outcome 9: Responsive, accountable, effective and efficient local government system
Outcome 10: Protect and enhance our environmental assets and natural resources
Outcome 12: Efficient, effective and development oriented public service and empowered, fair and inclusive citizenship
SITA Turnaround Framework“SITA Today, SITA Tomorrow and SITA to the Future”
SITA Today: Governance • Board composition & Code of conduct • More non-executive Directors; Independence; not Public Servants; DPSA and Treasury only Public Service members; Alternates; Quality; 3 x non-Executive. • Member signing of the Code of Conduct; Annual Performance Agreement; Declaration on Interest. • SITA Act • Reviewed to address deficiencies; Obsolete Articles of Association reviewed. • Oversight (by MPSA) • Monitor Board performance and conduct as per Compact; Work closer to and clarify GITOC, OGCIO, SITA accountabilities; • DPSA to provide transversal ICT support function to the Department according to the MTSF priorities • SITA Executive • Appoint COO after Board re-constitution • Appoint CEO as identified in this Turn-Around Strategy
SITA Today: Procurement • The SITA procurement prescripts should be reviewed • Procurement processes to support Local Economic Development processes • A delegation of Authority matrix be developed outlining levels of approval authority at provincial level whilst providing for close policy compliance monitoring at Head Office level • Provision should be made for black – listing of default companies.
SITA Today: Performance, Pricing & Service • Performance management • Introduce Outcomes-based performance management • Implement Quarterly Performance Review Mechanism • Update SITA Service delivery database • Activate the role of GITOC for effective performance management of SITA • Pricing and sita funding model • Review pricing and funding model in line with challenges. • Quality of service • Set standards for effective service delivery • Client services • Appoint Stakeholder Manager. • Sign all Out-standing Service Level Agreements by April 2010 • Reduce debtors profile by half by June 2010 • Develop Dispute Resolution Mechanism by April 2010
SITA Tomorrow: Apr 2010 – Mar 2013) • This is consolidation phase, in that it is during this phase that we will take stock of our achievements against the goals we set ourselves during the first phase, “ SITA Today”, and build up to the next phase. • Outputs • National IMST strategy & implementation plan • National IT skills development plan • Review the business model of SITA • Develop and build shared service model • Reduce SITA over head costs in the coming 18 to 24 months. • Development of a cost and pricing model based on activity based costing (ABC)
SITA Future: Apr 2010 – 2015 and beyond • This is a stabilization phase, characterized by a balance between organizational arrangements in the Agency and quality Service Delivery. • Outputs • Concerted effort to include local government in the ICT strategy in context of a single public service • Provisions of legislation to extend SITA services to all spheres of government • Amend the Regulations to strengthen government departments capability in ICT planning, ICT programme management and ICT service management
Strategy map 2010 Ensuring that ICT works for the citizens New objective to invest in growth capital Improve long-term financial sustainability Financial New objective to improve delivery of Agency services Revised Improve investment capital Optimize revenue streams Leverage assets optimally (people and resources) Optimize working capital Improve cost structure New objective for CRM and Communication Innovation Optimization Integration Customer Improve responsiveness Optimize ICT infrastructure services Modernize Public Service operations Reduce cost of service delivery Improve service level management Improve Agency services Meet service levels Extend service footprint Maximize efficiency of processes Restatement to reflect partnership model Improve management of stakeholder relationships New objective to drive the SITA Turnaround Improve management of service portfolio Standardize and automate processes Internal process Consolidated skills development objective Encourage innovation culture Understand the requirements of Government Enhance governance Drive the SITA Turnaround Programme Capacitation Embed SITA culture and values Improve accountability Attract and retain talent Develop technical and leadership skills Learning and growth 41
Objectives: FINANCIAL • F1: Improve Long Term Financial Sustainability • To have the ability to sustain SITA’s current operations and to fund investment, as required of a self-funding Schedule 3(a) National Public entity. • F2: Optimise Revenue Streams • To protect and grow existing revenue streams and create new revenue streams. • F3: Leverage Assets optimally (people and resource) • To ensure we maximise our return on investments (ROI) and use all our resources optimally (including human capital, finance, technology, facilities and equipment) • F4: Optimise working Capital • To optimise cash flow, minimise exposure to debt and pay our creditors on time. • F5: Improve cost structure • To reduce the cost of operations and to bring the price of our service delivery on par with industry norms. • F6: Improve investment capital • To provide seed capital for proactive initiatives, to develop pre-packaged end-to-end solutions to common Departmental requirements, and to deliver Agency services (strategies, standards and certification).
Objectives: CUSTOMER • C1: Reduce cost of service delivery • To reduce the cost of ICT systems and services to the Public Service. • C2: Improve responsiveness • To be more responsive to service requests. • C3: Optimize ICT infrastructure services • To improve the unit price per service offering as defined in the current approved National Treasury tariff structure in order to ensure end-to-end cost-effectiveness of the service to Departments • C4: Modernize Public Service operations • To use ICTs to strengthen the core and support services of the Public Service. • C5: Improve Service Level management • To improve the quality of service level agreements, ensure mutual accountability, measure operational services in a consistent manner, and monitor service levels. • C6: Improve Agency Service • To improve compliance with the legislative requirements of the SITA Act, as amended, and its associated Regulations.
Objectives: INTERNAL PROCESSES (1/2) • P1: Extend service footprint • To deploy ICTs to support Departments in their efforts to extend and improve service delivery to the nation. • P2: Encourage innovation culture • To encourage SITAzens to develop new or improved ways of executing service delivery or deploying ICTs in novel ways to assist Departments. • P3: Maximize efficiency of processes • To reduce turn-around times, reduce the cost of service delivery and ease human capacity constraints. • P4: Standardise and automate processes • To deliver services using a standardised set of consistent, repeatable, measurable processes, supported by ICTs. • P5: Meet service levels • To ensure that SITA service delivery meets or exceeds the expectations of Departments as agreed in the SLA and to show in a measurable way that we are able to deliver ICTs and services, building credibility in the process.
Objectives: INTERNAL PROCESSES (2/2) • P6: Improve management of service portfolio • To maintain the service portfolio of SITA within the context of affordability, feasibility and strategic alignment. • P7: Improve management of stakeholder relationships • To improve communications with stakeholders, to manage the relationships with Departments , as well as industry, and to support Government-wide collaboration. • P8: Understand the requirements of Government • To ensure that SITA’s Service Catalogue supports the ICT requirements of Departments in their efforts to improve service delivery to the nation, and to proactively identify new solutions and opportunities to deploy ICTs to improve the performance of the Public Service. • P9: Enhance Governance • To improve governance within SITA in all areas that potentially have a high risk of getting SITA’s image tarnished • P10: Drive the SITA Turn-around programme. • To get extricate out of SITA’s of the negative past image by fixing capacitation or by partnerships with industry players or outright removal of people that does not fit in with the new thinking of service delivery.
Objectives: LEARNING & GROWTH • L1: Embed SITA culture and values • To ensure that SITAzens understand the objectives of SITA and the values which promote good governance and mode of conduct, namely service excellence, transparency, integrity, fairness, prudence, and innovation. • L2: Develop technical and leadership skills • To improve the quality and availability of the technical skills needed by SITAzens to render the offerings in the Service Catalogue, and to build the leadership skills needed to effectively manage the delivery of services. • L3: Improve accountability • To hold SITAzens accountable for their actions to manage non-performance with an emphasis on correction and ultimately the structured exit of non-performers, and to reward high achievers. • L4: Attract and retain talent • To attract and retain the right people with the right skills to manage and execute ICTs service delivery to Departments.
Thank youSiyathokozaRe a leboga "What lies behind us and what lies before us are small matters compared to what lies within us." - Ralph Waldo Emerson