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CGITCPF Case Study

Lack of ICT Planning maturity Focusing on performance and not compliance
Again, the 2012 CGICTPF was premised on the ability of de- A more fundamental lesson learned is the general tenden-
partments to produce complex plans. It became apparent cy to produce policies and frameworks that essentially do
that those who struggled to develop such plans resorted to not add value when implemented in departments. Likewise,
downloading other organisations’ plans from the internet, the thinking that underpins the current CGICTPF is not the
replacing the logos and claiming the work as theirs, which need to enhance performance. Instead, the focus is on rigid
constitutes plagiarism. The truth is that the 2012 CGICTPF compliance and ticking of boxes. This does not translate to
created this problem by expecting departments to deliver performance. For example, a department that scored 4 on
on complex and daunting requirements without due regard the MPAT self-assessment tool, which meant that every-
to their maturity levels, especially in small and under capaci- thing that is required in terms of the framework has been
tated organisations. achieved, does not mean that it is fully using its ICT re-
sources in aid of organisational performance. Moreover, the
Recommendation reports of the AG over the years indicated that most ICT
■ Corporate governance of ICT resources planning projects that departments undertook failed to demonstrate
ought to be integrated into the strategic planning processes the expected benefits.
of the department instead of, as commonly practiced, com-
ing up with separate technology ICT plans. One mechanism Recommendation
for fostering integrated planning across departments might ■ There is a need to interrogate seriously the need
be through the identification of a departmental flagship pro- for particular policies against their real value in assisting
ject that would revolve around the MTSF five-year planning departments to discharge their service delivery mandates.
processes. Hopefully such a multi-functional flagship would In other words, the question should increasingly be about
not only force all sections of the organisation to break down how compliance with ICT governance policies and regula-
silos but contribute towards a common goal. The approach tions is translated to achieving departmental objectives.
might be better suited to responding to the unique circum- ■ Also emerging as a recommendation is the need to
stances of departments as well as ensuring that ICT govern- ensure that all investments in ICT must demonstrate pre-
ance and deployment are accompanied by budgetary and determined value-add through solid business cases before
other resources.
they are approved.

Volume 14 No.3 of 2022 | SERVICE DELIVERY REVIEW 25