Sustainability Plan
SAITIS Transition Plan
The following presents a transition plan for implementation of the Framework until the longer-term implementation plan can be developed and ratified. The plan draws on discussions with DTI, the presentation and discussion of organizational options at the November 2, 2000 PSC meeting and the revisions to the Second Annual Work Plan endorsed by the PSC at that meeting.
The SAITIS Project Implementation Plan contemplated that project resources would be utilized to support the implementation of the ICT Sector Development Framework. WBS Activity 2.2.3: Support Implementation of the Strategy (the Strategy is now referred to as the Framework) included two Work Packages dealing respectively with Supporting the Creation of a New SAITIS Implementation Entity and Monitoring and Adjusting the Strategy and its Implementation. As noted in the introduction, the Project Steering Committee has endorsed changes to the Second Annual Work Plan that extend the mandate of the project to permit the SAITIS Project to directly support implementation activities throughout its remaining life. This will take the form of the Project Office taking on responsibility to support implementation, with advisory assistance from the Project Advisors, until the completion of the project. It should be emphasized that primary responsibility to undertake implementation rests with DTI, with the Project Office and the Project Advisors, to the extent that the project budget permits, supporting DTI.
A strong governance role is critical in the early implementation of the Framework. Based on the above analysis, DTI is in the best position to provide the necessary leadership:
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DTI will take the lead in implementing the Framework and will provide the transitional governance role. This includes responsibility for providing overall direction for implementation, monitoring progress and taking corrective action as necessary. It will be necessary for DTI to establish and support a Program Management role within DTI for this purpose.
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DTI’s role includes responsibility to take the Framework forward for Cabinet approval and should also include the formation of interdepartmental consultative mechanisms to co-ordinate the implementation activities of various departments and agencies. This should also extend to the engagement of provincial governments in various aspects of implementation.
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DTI should also establish stakeholder engagement mechanisms to seek advice, commitment and resources in the implementation of the Framework. In particular, DTI should establish an advisory body such as that recommended by the PSC to ensure the continued involvement of the stakeholder groups that contributed to the development of the Framework.
Since DTI is not currently staffed to undertake the implementation role, the Project Office will take on transitional implementation responsibility, potentially to the end of the project in January 2002. In this activity the role of the Project Advisors will be to provide advice to the Project Office on an as needed basis.
As
indicated above, the PSC ratified changes to the Second Annual Work Plan
at its November 2, 2000 meeting that permit the Project to provide this
support. These changes are primarily to WBS 4: Implementation of Plans and
are to retire existing WBS Tasks 4.1 and 4.2 and add three new Tasks as
follows:
4.3 Develop Implementation Plans for the Nine Key Initiatives
4.4 Develop Implementation Plans for the Remaining Fourteen Identified Initiatives
4.5 Identify New Initiatives and Develop Implementation Plans
Tasks 4.3 and 4.4 are focussed on supporting implementation of the initiatives in the Going Forward Plan. Task 4.5 will develop new initiatives that further support the development of the ICT Sector within the context of the ICT Sector Development Framework. Task 4.5 will also provide the structure for the development of a comprehensive implementation plan that addresses the long-term growth and sustainability of the ICT Sector.
The SAITIS Project Implementation Plan incorporated a management approach that has allowed for the continued increase in management authority and responsibilities by South African residents of the Project Office and its functions. As the project has progressed, greater control has been handed over to the Project Office in South Africa. This has been undertaken in a manner that will allow for the continued operation of the Project Office (or an equivalent operating agency) as the sustainable entity after the SAITIS Project is complete. This is in line with the Project Office taking on the transitional implementation role referred to above. It should be recognized, however, that the CEA needs to maintain its accountability for the project, and hence it is not envisaged that total authority will be delegated to the Project Office during the lifetime of this project.
In providing support for implementation, the current project organizational structure and contractual arrangements will be retained. This means that the Project Director will have management responsibility for the implementation support activities undertaken by the SAITIS Project. The Project Director will continue to report to the Project Co-ordinating Manager, but will maintain a close working relationship with DTI i.e. the Project Director will be responsive to the transitional governance approach outlined above. The staff of the Project Office, including the Project Director, will be assigned responsibility for various of the initiatives and activities in Tasks 4.3, 4.4 and 4.5. In addition, DTI earlier indicated a willingness to supplement the staff capabilities of the Project Office by assignment of two or more people to assist with implementation support. The cost of providing these people would be included in DTI’s contribution to the SAITIS Project. If not forthcoming, the ability of the Project Office to support implementation will be reduced relative to that anticipated. Financial management of implementation support will continue as outlined in the Project Implementation Plan. This includes the management of any additional funds for implementation that may be provided by external parties.
The roles and responsibilities of the Project Advisors during the strategy development phase have related largely to leading and facilitating the Project Office staff and other South Africans in strategy development. Consistent with the Project Office taking on an increased management role and transitional responsibility for implementation, the Project Advisors will take on new roles and responsibilities, more advisory and mentoring, that are suited to the latter stages of the project. As requested by DTI, and taking into account CIDA’s rules and regulations regarding assigning new personnel to the project, PricewaterhouseCoopers will make available its most experienced and capable people to assist with the planning and implementation of the initiatives to be supported under WBS Tasks 4.3, 4.4 and 4.5.
Notwithstanding the shift in emphasis to provide support for implementation, the SAITIS Project Team must complete the remaining WBS Work Packages as laid out in the Project Implementation Plan and as modified or will be modified in Annual Work Plans. Thus the Project Office staff and the Project Advisors retain responsibility as previously defined to complete this work. The status at September 30, 2000 and the projected status at the end of the Second Annual Work Plan of each Work Package are provided in the Semi-Annual Progress Report, September 2000. The Third Annual Work Plan will provide details of work activities for the final year of the project.