By Thabang Kutluisiso Mokoka
30th June 2024
As a former Chief Information Officer who served from 2014 until I was constructively removed in 2022 (A story for another day – Section 14 ITO Public Service Act), I have witnessed first-hand the significant challenges facing the State Information Technology Agency (SITA) in South Africa. These challenges are hindering SITA’s ability to drive technological innovation in the public sector as mandated by the SITA Act of 1998 as amended.
SITA, responsible for providing IT services and support to the public sector, aims to leverage technology to improve service delivery and enhance citizens’ lives. However, from my experience, I can attest that the agency is grappling with stagnation, resistance to change, and a lack of accountability. These issues are perpetuating a culture of complacency and inefficiency, severely impacting SITA’s effectiveness.
The consequences of this stagnation are far-reaching and have a significant impact on technological advancement, particularly in the Free State Province. I’ve observed how SITA’s inability to drive innovation has resulted in outdated IT systems that hinder various areas of service delivery, exacerbating poverty and inequality, and ultimately affecting the lives of ordinary citizens across the province.
The lack of accountability and innovation in the public sector is hindering the province’s ability to achieve its development goals, including Vision 2030. Furthermore, I’ve noticed that the administrative reluctance towards technological advancement in the province has resulted in a lack of job opportunities and economic growth. The private sector is hesitant to invest due to the lack of reliable digital infrastructure and services. This has led to a brain drain, with skilled professionals leaving the province in search of better opportunities, and the dreams of emerging innovators dying.
From my perspective, ordinary citizens in the province are bearing the brunt of SITA’s stagnation. They are unable to access quality healthcare, education, and other basic services due to the lack of technological advancement. This has created a trust deficit in the government’s ability to deliver services, leading to a sense of frustration and disillusionment among citizens.
In healthcare, I’ve seen how outdated IT systems lead to delays in intelligence for patient care, mismanagement of medical records, and inefficiencies in resource allocation. These issues have life-threatening consequences, especially for vulnerable populations who depend on timely medical intervention, dispatch, and administration.
The education sector also suffers. Schools and educational facilities like libraries require robust IT infrastructure to support learning and administration. I’ve observed how outdated systems hinder the ability of schools to manage learners’ information effectively, implement e-learning solutions, and facilitate communication between teachers, students, and parents.
Social development welfare programs, crucial for supporting low-income and vulnerable populations, rely on efficient information systems to function properly. I’ve witnessed how inefficient systems cause delays and errors in processing applications for social grants, housing assistance, and other support services, leaving families without the help they desperately need. This inefficiency exacerbates poverty and inequality, further straining social cohesion and stability.
To address these challenges, I firmly believe that SITA must undergo a fundamental shift in culture and mindset. This requires leadership committed to change, clear accountability mechanisms, and a focus on innovation and transparency. Above all, SITA must put citizens first.
In my view, establishing clear accountability mechanisms is crucial. Employees at all levels must be held responsible for their actions and performance through regular reviews, clear consequences for non-performance, and a system that rewards innovation and excellence. Innovation should be at the heart of SITA’s mission, with the agency actively seeking out and implementing new technologies and processes to enhance efficiency and service delivery.
Transparency is essential for building trust and ensuring that the agency operates with integrity. I recommend that SITA implement robust reporting mechanisms that provide stakeholders with clear and accurate information about its activities and performance. Leveraging ICT Governance Frameworks and integrating them into performance metrics can provide the structure needed to manage ICT resources efficiently and hold administrators accountable.
I also believe that accounting officers must advocate for a review of the outdated SITA Act, pushing for transformations that will enable the agency to fulfill its mandate effectively. By making a compelling case to technology and communications portfolio committees in the 7th Administration of Parliament, Accounting Officers can push for reforms that will unlock bottlenecks and drive significant improvements in service delivery, fostering innovation end-to-end.
In conclusion, based on my experience, the implications of SITA’s stagnation are far-reaching and have a significant impact on the performance of technology advancement in the Free State Province in eradicating the triple challenge of poverty, inequality, and unemployment. I am convinced that SITA MUST undergo a fundamental shift in culture and mindset to drive technological innovation and improve the lives of citizens across the province and the country at large.
As I reflect on my time as Chief Information Officer and the challenges I’ve witnessed, I’m sharing these insights in my personal capacity, hoping to contribute to the much-needed transformation of SITA and, by extension, the improvement of public sector technology services in South Africa.
Thabang Kutluisiso Mokoka writes in his personal capacity.
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